Conrail Case Study Essays

Conrail Case Study Essays Conrail Case Study Essay Conrail Case Study Essay The Railroad upheaval in the US started in the mid 1 backtalk. The created foundation was utilized for cargo transportation business. In the mid-backtalk the business experienced unstable development, trailed by noteworthy union in 1870. The rail street organizations started extension through acquisitions in endeavor to diminish minor expenses and increment their piece of the overall industry. Because of this opposition, various cartels were shaped; consequently the central government interceded and built up guideline on railroad mergers, foundation development and divestment. Then again, the legislature started tremendous interests in interstate framework, which brought about the developing of the shipping business. Along with developments in engine and tire advancements, the shipping business started increasing huge piece of the overall industry of the cargo transportation business from the rail street organizations. Subsequently, the six biggest railways in the Northeast declared financial insolvency. In light of the disappointments, the Congress passed the Staggers Rail Act of 1980 so as to deregulate the railroad business, which continued the mergers and acquisitions movement. The accompanying examination will explore the financial matters of the proposal for Consolidated Rail Corporation (Conrail) by CSS Corporation (CSS) and Norfolk Southern Corporation (Norfolk). The independent bidders, CSS and Norfolk would esteem the objective, Conrail, in light of its basics, in any case if the two bidders are available they would enter value wars and fights in court, hence this would blow up the offered cost for the objective. Specifically the acquirers need to assess the open door cost of losing the offering war (I. E. Going huge extent of their income going ahead) as determined in Question 3. As indicated by our investigation, the estimation of chance expense of losing the offer war can be as high as 13% of all out offer cost (determined in SQ). For this situation, in spite of the fact that the cooperative energy sway among Norfolk and Conrail is lower contrasted with that with CSS, the estimation of chance expense of Norfolk losing the offer is essentially highe r, which brings Norfolk potential offer cost higher than that of CSS (1 16. 84 versus.. 114. 36) - ? determined in SQ. In the event that they were independent bidders, Coxs potential offer cost is essentially lower (105. 44), and Norfolk offer cost is c. 102. Nonetheless, since CSS, Conrail and Norfolk are in tauter market with high convergence of market power, accept the offering war is normally the result of this market structure. The accompanying examination would give further subtleties of the collaborations of the likely arrangements. In 1 973, after the Regional Reorganization Act, the legislature built up Conrail (the objective), out of the remaining parts of the six bankrupt, Northeastern railways. The organization turned into the second biggest in the area and it was privatized in 1987, by means of PIP (the biggest in LOS history at that point). On 15 October, 1996 the CEO of CSS declared $8. Boycott merger with Conrail. Because of he well disposed nature of the offer, both administration sheets guaranteed noteworthy cooperative energies, including tasks improvement, cost efficiencies and perfect societies. This even merger would make an incentive by solidifying covering tasks. CSS, the biggest organization in the East (cargo transportation piece of the overall industry 38. %) worked 1 8,645 track miles and 29,537 representatives. Conrail had 29. 4% of the Eastern cargo transportation advertise with 1 0, 701 track miles and 23,51 0 representatives. The system development would interface Midwestern, Northeastern CSS urban communities with Canadian urban areas; subsequently the CSS-Conrail organization would likewise gain by North American Free Trade Agreement NONFAT(1 994). The merger CSS-Conrail would bring about huge working collaborations, specifically in culmination of the dissemination arrange. In spite of the fact that Coxs had significant nearness in the railroad business, the organization likewise gave broadened transportation administrations, including sea compartment delivering, jumping and agreement coordinations administrations. The blend of middle of the road administrations (transportation of truck trailers and holder by rail-vehicle) and system development would bring about higher activity effectiveness to contend with the shipping business. Likewise, he oceanic and the railroad nearness of the blended organization would bring about economies of extension. The all inclusive holder would advance better marking and it would start the business to worldwide exchange. The business combination and the merger of CSS and Conrail would make the second biggest organization in US and the biggest in the Eastern district; in this manner the organization would expand its market power in the cargo transportation business, picking up incomes from its rivals Norfolk and the shipping business organizations. The money related cooperative energies of the arrangement would prompt improved economies of scale in financing. The size of the consolidated firm would build the obligation limit and duty obligation shield, thusly weaken financing costs. Despite the fact that the administration of both CSS and Conrail were persuaded in the achievement Of this merger, separately the organizations were the least effective (higher working proportion) among the three driving railroad organizations in the East. This potential shortcoming could bring about a worry about the administration collaborations of the arrangement. Following the merger declaration of $8. Boycott of CSS-Conrail in 1996, the third biggest railroad organization in the Eastern locale, Norfolk proposed an unfriendly proposal of $9. Receptacle for Conrail. The worries of a possible merger among CSS and Conrail would have huge ramifications for the transportation framework and for the delivery open, which would represent a genuine danger to Norfolk piece of the overall industry. Despite the fact that the working collaborations for Norfolk-Conrail would be of a comparable sort, I. E. Even merger bringing about higher piece of the overall industry, extended rail arrange, expanded incomes and cost decrease, the bidder could offer more grounded administration cooperative energies. Norfolk was perceived by the business master as the most effective (least working proportion) and best oversaw railroad in the US. Furthermore, Norfolk would have utilized money as an installment strategy, which proposes that the organization would obtain cash, in this way profit by higher Tax Shield. The case expresses that the bidder was supported by a consortium of banks, prepared to finance the securing. This recommends Norfolk has great access to the capital markets. Given the nearness of the two contenders, CSS and Norfolk, the merger with Conrail brought about offering wars and fights in court. To finalize a decent negotiation, the made an incentive from the merger ought to surpass the costs, premium paid and move to different gatherings (source Lecture Notes FEMME): AAA + AP + C The offering war would expand the offer cost of the objective, in this way would increment altogether the premium paid AP. From 14 October 1996 to 16 January 1997, the mixed estimation of the CSS offer per share expanded by 15% from $89. 07 to SSL 02. 16. Then again, Norfolk offer additionally expanded by to $115. 00 for each offer in real money. Also, the fights in court against the CSS-Conrail mergers expanded the expense related with arranging the arrangement C. The length of the cost wars additionally brought about diminished stock costs of the bidders and an expansion of the objectives stock cost. Question 2 Deals Not Chosen: Santa Clause Fee pacific (Jinn pacific) and Kansas City Southern are not taken in light of the fact that these offers didn't experience. In this manner, the acknowledged estimation of the objective organizations was not decided, subsequently exceptionally one-sided: Potential cooperative energies were presumably fairly one-sided since these offers were not acknowledged by the objective Fundamental estimation of the objective was likely underestimated since these offers were dismissed Control premium was most likely not accurately caught in the offer value Deals Chosen: Santa Fee Pacific (Burlington Northern), Chicago and North Westerner, Southern Pacific are picked in light of the fact that: They are finished arrangements Both the objectives and acquirers are from same industry of Conrail, and I would accept that they have a similar hazard introduction to the economy and industry The arrangement dates are inside late past Company sizes are nearer to the objective organization in term of absolute resource esteem However, if it's not too much trouble note that the % working collaboration of picked bargains are altogether higher than that of either CSS or Norfolk Southern s bargains, the determined value cost for Contrails bargain is probably going to be fundamentally lower because of lower cooperative energy impacts. Since we don't have any arrangements with comparable collaboration impacts as Conrail, would picked these three arrangements to esteem Conrail. Products Not Chosen: Offer cost per PEPS and Book Value as a Multiple of offer cost are not utilized as a result of the accompanying reasons: Both PEPS and book esteem are exceptionally influenced by bookkeeping choice and norms (GAPS versus.. FIRS) embraced by organizations, which make the products on these extremely difficult to be looked at across organizations Both PEPS and book worth can once in a while be negative if negative income are supported over extensive stretch of time PEPS is influenced by capital structure, which IS incomprehensibly extraordinary across firms. This trademark makes the offer value numerous on this thing not exceptionally helpful to distinguish estimation of there firms Both PEPS and book worth can be controlled by the organization the board Book Value doesn't mirror the immaterial side of the business, for example, worker aptitudes, brand name and so forth. Book Value mirrors the benefits on verifiable premise, making it extremely difficult to contrast across organizations and diverse resource ages because of high swelling and many major mechanical advances after some time PEPS isn't steady since it is influenced by the business cycle, or potentially one-off occasions (resource deal, obligation discounts and so on.. The offer cost and book esteem are not reliable with one another since the cost is net expense of wager, be that as it may, book esteem incorporates obligation Enterprise esteem/Sale

President Obama Health Care Plan ” What It All Mean for Us” Free Essays

Over seven days after President Obama marked the general new human services law, which in the long run gives protection inclusion to 32 million uninsured American, a significant number of us are as yet scratching our head (Parker). What simply occurred? What's more, how and when will we begin feeling its impact? Compelling this year, in a half year, kids with prior condition can't be denied medicinal services. In 2014, Medicaid will cover individual up to 133 percent of the neediness levels (Landau and Parker) additionally, in 2014, insurance agencies won't have the option to deny grown-ups with previous conditions inclusion or charge them higher premium. We will compose a custom exposition test on President Obama Health Care Plan: † What It All Mean for Us† or then again any comparative theme just for you Request Now Some grown-up won’t likely meet all requirements for Medicaid under the 2014 standards (4). All the more quickly in any case, they will profit by the development of subsidizing for network wellbeing focus, which offer free and diminished cost care. While the greatest change won't produce results until 2014 some significant arrangement will start as right on time as June, the inquiry that everybody need to know is â€Å"How before long will the new law help me† (Obama Plan). The appropriate response relies upon your age and explanation behind not having protection. In the event that you can’t manage the cost of or don’t meet all requirements for protection on account of a prior Medicaid issue (1). You might be qualified for another government â€Å"High risk† pool to be offered before the finish of June (2). The government plan is relied upon to offer more moderate inclusion than the current state plan and won't force a similar pay limitation as Medicaid (Obama Plan). The new arrangement will start promptly to close the Medicare â€Å"donut hole†, by giving you 50 percent markdown on brand-name doctor prescribed medication for senior who qualify. It will end guarantee practice of charging distinctive premium or denying inclusion dependent on sex, and will constrain premium variety dependent on age. The new bill will give new duty credit on a suding scale to individual and families that will constrain the amount of their pay can be spent on premium. Individuals with nongroup plan may see increment, however the greater part the enrollees in nongroup plan will fit the bill for government sponsorships, bringing down expense for center and moderate-pay families on normal by around 60 percent (Obama Plan 7 ). And furthermore this year charge acknowledge as high as 30 percent of premium will be accessible to numerous independent ventures, which offer wellbeing inclusion to representative. The President plan will likewise top cash based breadth and will restrict insurance agencies from forcing yearly or lifetime tops on benefits installments. Under the new standard organizations for the most part can’t repeal an arrangement for a minor application mistake. Numerous individuals take a gander at this as a superior law for medicinal services. Better for every single American family; like there are currently no more stresses over on the off chance that you will be inclusion since you don’t have protection or in the event that you stressed over losing your employment and now have no cash to pay for your kid Medicare bills. This arrangement will ensure all that fit the bill for better social insurance. In spite of the fact that there are despite everything individuals that vibe that this isn’t much and that vibe we have went from a full arrangement with a little deductible and extraordinary solution inclusion to an arrangement now that is fundamentally a high-deductible arrangement. In any case, I feel that it’s a victor. The most effective method to refer to President Obama Health Care Plan: † What It All Mean for Us†, Papers

New Challenges in Retail Human Resource Management Free Essays

For what reason Do We Need Professional Human Resource Management in Retailing? Such terms as globalization, process the board, and worth based administration command the present conversation of the executives in retail co mpanies. There has been an expanding acknowledgment that individuals are one of a company’s key resources. Re-tail implies working and serving clients in an immediate, individual way. We will compose a custom article test on New Challenges in Retail Human Resource Management or on the other hand any comparative theme just for you Request Now This calls for exceptional activities from retail organizations to satisfy the requests of an expanding num-ber of all around educated and refined purchasers. Taking into account all the c hanges in both national and global settings, it is abdominal muscle solutely basic to get the correct individuals if a business is to be effective and manageable. Retailing is a significant work serious industry area. The refore, organizations are ceaselessly tested to re-sort out and adjust their st ructures to turn out to be progressively proficient. The need for low maintenance laborers, in view of long store opening times and tops in the exchanging day/week, requires an adaptable system to enhance work forms. Inwardly, the workforce needs direction and vi sion in evolving times. Human asset the executives (HRM) needs to give a â€Å"coach,† not exclusively to sort out, yet in addition to help workers and m anagement intellectually and p rofes-sionally in satisfying their assignments as far as future organization objectives. Individuals are the main thrust behind all transactio ns that happen in retailing outlets. Later on universe of retailing, there will be an expanding need to adjust and change towards a progressively developmental and proactive style of HRM. M. Krafft and M. K. Mantrala (eds. ), Retailing in the 21st Century: Current and Future Trends , DOI 10. 007/978-3-540-72003-4_16, ? Springer-Verlag Berlin Heidelberg 2010 257 258 Julia Merkel, Paul Jackson, and Doreen Pick Changes in Retail The configurations of retailing have been advancing consistently in the course of the most recent 100 years, and individual retailers have changed hugely in the items they sell and in the way where they work. Retailing of way of life items impacts straightf orwardly on the changing society of our societiesâ€one has just to think about the presentation of the Sony Walkman or the Apple I-Pod to get a handle on the worldwide scope of con-sumer needs. So as to give an extending item and administration run, retail has needed to adjust and correct its ways to deal with fulfill always unquenchable and in-creasingly complex customers. For quite a while, retailers have had a promi-nent job in today’s society in their ability as businesses: the retail business em-ploys one out of nine of the UK workforce, for instance (Gilbert 2003). Almost 66% of representatives are female. In this manner, unique ideas in HRM are expect d to take into account the similarity of work and family. Gilbert (2003) likewise calls attention to that: â€Å"[T]he retail part has gained notoriety for not supporting its representatives and for having lower pay and longer hours than different divisions. † Future HRM h as to locate a commonsense ap proach that will prompt the correct equalization of companies’ and employees’ needs regarding pay ment and hours for the workforce, and administration ensures for their clients. The advancements in numerous European nations show the changing mentalities of youthful college graduates for whom retailing presently gives current and appealing vocation master spects. Be that as it may, retailing is still a long way from the primary decision for top alumni and this needs to change. Natural factors, for example, financial, social, political, social, and demo-realistic advancements are driving the quick changes in the retail business. Retail the executives and HRM divisions must know about every one of these changes. A portion of the ecological elements are depicted beneath. New Forms of Trading New exchanging groups have been the help permitting organizations to pick up and sus-tain upper hand. New t rading structure ats are continually showing up at the two parts of the bargains. Higher edge merchandise, some of the time even with fashioner marks, have existed together with the expanding interest for progressively forceful valuing, for example, that application lied by hypermarkets, off-value retailers, and hard discounters. Frequently, buyers change from littler neighborhood stores to general stores, and increas-ing quantities of purchasers are utilizing new channels for Internet and TV shopping. The global press reports the proceeding with achievement of new fo rms of web based retailing (e-following) in Europe and the USA, just as fast changes in Eastern Europe and Asia being used of the Internet. Inside these exchanging groups, new genius fessions, working vocations, and capacities are growing quick. To succeed, HRM needs to perceive and deal with these adjustments in retailing human asset prerequisites. Trade of information is one of the essential requirements: For ex-New Challenges in Retail Human Resource Management 259 adequate, the German retailer METRO Group is introducing programming that will permit information shar ing with sy stematic tr ansfer of all fundamental infor mation and aptitudes to METRO Group locales all through the world. It is basic for a retailer to co llect and struct ure all exper ience and information fro m d ifferent staffs, stores and nation markets. The test later on for retail organization man-agement I n general and HRM specifically will be t o guarantee t cap th e right information is accessible at the opportune time and in the perfect spot. Buyer Behavior Closely lined up with the extension of new exchanging groups are the changing needs of purchasers. Expanding social acknowledgment of ladies in the work power has prompted the development of another l ifestyle and changed buyer buying designs in the course of the last seve ral decades (Gilbert 2003). Present-day buyers are m metal experi-enced, progressively mindful of their significant job in the business, and more fearless than past ages. Further, as worldwide retailers have discovered, there is an incredible requirement for retail fastens to adjust to ‘local’ ways, in order to satisfy local needs and shopping propensities, particularly in the nourishment business (e. g. , see c hapter by Mierdorf, Mantrala and Krafft in this book). Innovation Let us consider what retailing resembled 20-30 years back: almost no EPOS tech-nology, electro-mechanical tills, paper-driven bookkeeping, checking and co mptom-eter frameworks, maybe improved by a ‘Kim ball tag’ framework to help stock renew ment. Thirty years back there were not by any means numerous supermarketsâ€self-administration was simply showing up into the great beyond for some advanced retailers during the 1960s and 1970s. The coming of expanding computerization in the late 1970s began to influence busi-nesses as they adjusted to potential outcomes that started to open up through IT-upheld working practices. Procedures for controlling, circulation, finance, bookkeeping and, particularly, stock administration frameworks began to be aut omated during the mid 1980s. E DI, examining, and bar-coding were im plementedâ€after overwhelming IT investmentsâ€to lower expenses and increment precision levels. Numerous associations were cut back and pulled together as these manual procedures were changed over to more cus-tomer-centered exercises and expert gracefully chain the executives. Basic Trends and Competition In Europe and USA, retailing is described by expanding paces of market con-centration. This is brought about by shareholders’ necessities for more practical activities, mergers among providers, and the development of innovation. Future retail-ers must be quick and adaptable in settling on choices about overall sourcing and selling. This calls fo r individuals to obtain aptitudes and skills that will permit them to contend effectively in both national and global settings. Interna-260 Julia Merkel, Paul Jackson, and Doreen Pick tional HRM needs to think about various methods for working with individuals: in numerous Euro-pean nations, HRM offices need to help out works chambers, which impact companies’ the executives thinking. HRM has the job of creating and characterizing human working procedures fai rly a d prov iding for ability arranged working conditions. Germany’s political discussion about the results of capital-ism in 2005 shows the requirement for organizations to act and convey based on predictable and adjusted argumentation. HRM needs administrators who know about advancements going on in a general public, moves in social qualities and conduct. To be serious in worldwide markets, numerous associations decrease staffing levels and change to robotized procedures to bring down expenses. Beyo nd this, h owever, all the more genius gressive ret ailers, s uch as Carrefour, M ETRO G roup and Wal-Mart, have ex †panded their contributions: they have I nvested intensely in new item goes, new exchanging f ormats, and joint v entures, o r I n shapi ng a d spreading t beneficiary bra nds. Simply cutting speculations, e. g. , in the business power, or opening stores the world over in essence I s insufficient to satisfy the needs of the new retail age. An unmistakable procedure, stable and IT-bolstered forms, and right allotment of budgetary and the executives assets are required for worldwide achievement what's to come. Globalization of Sourcing Sourcing from abroad sellers accumulated energy with the finish of trad-ing concurrences with, for instance, the Peop le’s Republic of China and awards of ‘favored nation’ status. Manufacturing’s significance has diminished hugely in most W estern nations since the em erging Asi a â€Å"t igers† a nd l ess costly Eastern European producers started to overwhelm the flexibly of merchandise, espe-cially, nonfood products, to the industrialized nations. Thus, in the West, dispersion has gotten one of t he most encouraging wellsprings of improved edges as new innovation d

Resume Writing - Tips For Writing a Resume That Looks Like You Just Decided to Write it Yourself

Resume Writing - Tips For Writing a Resume That Looks Like You Just Decided to Write it YourselfIf you need to write a resume or any other document, it is always best to write it by yourself. This way, you can avoid having other people editing and correcting what you write. But there are ways you can make your writing process better and to make it look like you wrote it yourself.First, you can try asking others for their opinions. Or you can ask your buddies and family members to give you an advice. Whatever way you choose, always try to get the advice of other people.You can also get a professional writer to help you with your resume. You can ask for an online quote or if you are in the United States, there are several local companies who do this kind of work. You can make the entire process a lot easier. But you should do your own research before hiring a writer.Try to make your paper with different colors. This will make it more appealing to the reader. Try to have people read it in a different way or look at it differently than they look at the resume that you put up yourself. You should try to take their impressions or reaction.When you are writing your paper, try to make the reader take a closer look at certain parts. For example, when you are writing about your education, try to talk about specific aspects that will interest them. Try to have a balance and give something for everyone. Use topics that relate to what you do for a living and that you have had experience in.Highlight specific things about your job that would interest them. Use quotes, pictures, and important information. Use them to make it more interesting. You can also add that the school that you went to, where you graduated, or even the area that you live in.Try to make your resume or any other document more professional looking by using these tips. You can also make your writing more professional by looking for other people's opinions.

What Does The Student Show How Understanding Of Cultural...

Prompt: To what extent does the student show how understanding of cultural and contextual elements was developed through the interactive oral? Tarantella Interactive Oral- Reflective Statement Before the Tarantella Interactive Oral, the only information mentioned about the dance in A Doll House by Henrik Ibsen, the Tarantella was throughout Acts two and three as a dance that both Nora loved performing, and Torvald loved watching. Soon, I learned that it was the famous dance of Italy and Nora performing it alone would be very important. However, after the Interactive Oral on the Tarantella, I am able to grasp the significance behind Nora learning and dancing the Tarantella. In Ibsen’s A Doll House, Nora mentioned a specific â€Å"miracle† multiple times in Act 2 without any hints as to what it was. The Interactive Oral also mentioned how the Tarantella was a cure for people who were bit by a poisonous spider. In another sense, the miracle could also mean cure, as in the dance is a cure. Nora and Torvald took their trip to Italy because Torvald was sick, the trip in where Nora learned the Tarantella. Nora learni ng the Tarantella in Italy while on their medically advised trip could have been a significant moment of symbolism that Ibsen was trying to convey. Instead of the dance being a cure for a poisonous spider bite, the cure could have been for Torvald (1. 54). Learning in the Interactive Oral, the Tarantella is a partner dance, which caused me to ponder over how it couldShow MoreRelatedTeaching Reading Comprehension6449 Words   |  26 PagesIntroduction What is reading? Reading is about understanding written texts. It is a complex activity that involves both perception and thought. Reading consists of two related processes: word recognition and comprehension. Word recognition refers to the process of perceiving how written symbols correspond to one’s spoken language. Comprehension is the process of making sense of words, sentences and connected text. 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Kyoto Protocol Is The Emission Of Green House Gas ( Ghg )...

In this essay, I will elaborate on analyzing the 2005 Kyoto Protocol to the UNFCCC from several aspects, to achieve a holistic understanding to this protocol. The environmental problem involved in 2005 Kyoto Protocol is the emission of Green House Gas (GHG) over the world. The global warming due to GHG had been a big threat to human’s future, and this protocol was designed to control the emission of GHG in each country. The harm of GHG to human beings is obvious and people have to take actions. With the industrialization and development of more and more countries, almost every country in this world need to emit GHG to reach the wellbeing of its citizens. The emission of GHG is not the obligation of any particular country, but the whole world. Thus only by global cooperation can we save our future. This protocol started to work in 2005 for developed countries, and 2012 for developing countries. Specific figures were given in this protocol. 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New Venture Creation Business Plan for a Five Star Hotel

Question: Discuss about the New Venture Creation Develop a Sustainable Business Plan for a Five Star Hotel with Modern Amenities/Facilities in Fiji. Answer: Business description Our hotel PARADISE KING shall be embellished in a magnificent and well-crafted frontage such that it will be an ostentatious edifice in Fiji. Fiji is a South Pacific country which has various exotic locations that attract many tourists and travelers from across the globe. Paradise King shall be located at Vanua Levu near the seashore over an area of 300 acres. Paradise King shall provide a propitious venue for our customers, where they can experience luxury and comfort. The hotel shall have a VIP lounge spread over an enormous area along with a business centre. It shall have a fitness centre from where the beach shall be clearly apparent. It shall have a restaurant where variety of cuisines from all over the world shall be available. International chefs shall be hired for the restaurant and they shall be responsible for delivering luscious cuisines. Free Wi-Fi facility shall be provided to our guests for which they will not have to incur any costs. Special business class rooms shall be available for our special guests who would be looking for a beyond five star experience. Our objective is to provide a comfortable homelike experience to our guests. We shall also take care of the entertainment quotient of our guests by periodically organizing musical night events near the sea beach where our guests will be able to live some unforgettable moments. Paradise King shall be owned by (name of the student) and other investors. The board members of Paradise King are well-known investors who have been for a long time in hospitality sector. (Name of the student) has an experience of over 10 years in hotel management and has excellent knowledge of hotel management with a masters degree in this subject. He will bring his knowledge and skills to make Paradise King the number one five star hotel in Fiji. The following shall be the services and amenities provided by the hotel: Lodging International cuisines All kinds of beverages Fitness centre Swimming pool Free laundry services Business centre Conference room VIP lounge Club Shuttle service Free Wi-Fi facility The following shall be the business structure of Paradise King: CEO (Owner) Hotel manager Human resource manager Accounts manager Marketing manager Assistant marketing manager Maintenance manager Front desk executive Attendants Bartenders Cleaners Security officers Drivers The following shall be the target customers for our hotel: Business people Travelers Tourists College students Event managers Government officials Sales forecast: The following is the sales projection of Paradise King based on the services and amenities provided by the hotel: First year: $500000 Second year: $800000 Third year: $1200000 SWOT Analysis: Strengths: We shall charge less than the other five star hotels operating in Fiji. We shall charge a fair amount from our customers and a little higher amount for our personalized services. Paradise King shall provide marvelous and personalized services to its customers according to their requirements. The excellent location of our hotel is going to be an additional advantage over the other hotels in Fiji. We shall have our own shuttle services, which shall be available 24*7 therefore, our guests need not stress over connectivity to the city. Weaknesses: The initial amount of investment shall be $2 million to start Paradise King in Fiji. The amount is quite big to arrange for which we shall require more funds and investors. Opportunity: Fiji has various exotic locations that attract many tourists and travelers from across the globe. There is a great opportunity for a hotel business in Fiji as the tourism rate is witnessing an upward trend over the past few years. Threats: Our major competitor shall be Emaho Sekawa Resort and the other five star hotels in Vanua Levu. Sustainability development measure of performance: It is the responsibility of all businesses to improve its economic, social and environmental practices in order to ensure a sustainable business. Sustainability in business refers to the managing of the social, environmental and financial obligations, risks and opportunities. The construction of our five star hotel shall not have any adverse impact on the environment as well as the society. We shall use renewable resources in the construction process and we shall also ensure that the biodiversity is not affected. We shall be using recycled construction materials. Our hotel shall ensure energy efficiency, conservation of water and proper waste management. All the environmental laws and norms shall be taken into consideration during the establishment of Paradise King. Bibliography Bernard, K. and Cook, S., 2015. Luxury tourism investment and flood risk: Case study on unsustainable development in Denarau island resort in Fiji.International Journal of Disaster Risk Reduction,14, pp.302-311. Crane, A. and Matten, D., 2016.Business ethics: Managing corporate citizenship and sustainability in the age of globalization. Oxford University Press. Dzhandzhugazova, E.A., Zaitseva, N.A., Larionova, A.A., Petrovskaya, M.V. and Chaplyuk, V.Z., 2015. Methodological Aspects of Strategic Management of Financial Risks during Construction of Hotel Business Objects.Asian Social Science,11(20), p.229. Edgell Sr, D.L., 2016.Managing sustainable tourism: a legacy for the future. Routledge. Finch, B., 2016.How to write a business plan. Kogan Page Publishers. Gholipour, H.F., Tajaddini, R. and Nguyen, J., 2016. Happiness and inbound tourism.Annals of Tourism Research,57(C), pp.251-253. Holden, E., Linnerud, K. and Banister, D., 2016. The Imperatives of Sustainable Development.Sustainable Development. Jamal, T. and Camargo, B.A., 2014. Sustainable tourism, justice and an ethic of care: Toward the just destination.Journal of Sustainable Tourism,22(1), pp.11-30. Madsen, D.., 2016. SWOT Analysis: A Management Fashion Perspective. Mattsson, J. and Orfila?Sintes, F., 2014. Hotel innovation and its effect on business performance.International Journal of Tourism Research,16(4), pp.388-398. Naidu, S. and Chand, A., 2014. International human resource management practices adopted by multinational corporations in the hotel sector of Fiji.International Journal of Management and Network Economics,3(2), pp.156-168. Pearce, D., Barbier, E. and Markandya, A., 2013.Sustainable development: economics and environment in the Third World. Routledge.

Recruitment Essay Example

Recruitment Essay Certificate to be Signed by the Candidate Appendix F Declaration to be Signed by the Candidate Selected for Training for Grant of Commission Appendix G Bond to be Signed by the Parent/Guardian and the Candidate Selected Appendix H Agreement to be Signed by the Candidate Selected for Grant of Commission Appendix J Service Subjects FOREWORD 1. These instructions have been specifically compiled for candidates selected as trainee officers and joining Indian Naval Academy, Ezhimala for their ab-initio training. They contain guidelines to facilitate your smooth transition into the training environment of the Indian Naval Academy and further on into the Indian Navy. 2. The Indian Naval Academy is located at Ezhimala in the Kannur (Cannanore) District of Kerala, which forms a part of its North Malabar region. The Indian Naval Academy is a national prestigious project which was inaugurated by Dr. Manmohan Singh, the Honourable Prime Minister of India on 08 January 2009. The Academy is the premier training establishment of the Indian Navy conducting basic training for all officers being inducted into the Navy under various schemes. 3. Nestled between the imposing Mount Dilli, serene Kavvayi backwaters and the majestic Arabian Sea, Indian Naval Academy, Ezhimala provides an idyllic setting for training with its picturesque and tranquil environment. 4. The curriculum at the Indian Naval Academy has been specifically formulated to mould you into a morally upright, physically robust, mentally alert and technologically aware professional, dedicated to excellence. The implementation of the curriculum is oriented to ensure a clean break from the traditional strait jacketed mentality and infuse in you a sense of innovativeness, creativity and resourcefulness leading to developing a passion for excellence. 5. At Indian Naval Academy, the staff is committed to impart the highest quality of training, and to mould trainees into officers and gentlemen. We will write a custom essay sample on Recruitment specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Recruitment specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Recruitment specifically for you FOR ONLY $16.38 $13.9/page Hire Writer What we expect from you is sincerity of effort and diligence in an endeavour to bring out the best in you. 4 SECTION I EZHIMALA – GOD’S OWN LAND 1. The name ‘Ezhimala’ is believed to have been derived from the seven hills (‘Ezhu’ means seven and ‘Mala’ means hill in Malayalam) that dominate the skyline of this area. The place was also known as ‘Elimalai’ meaning ‘Rat Hill’ (‘Eli’ in Malayalam means rat). Yet another legend has it that the name was derived from ‘Ezhil Malai’ meaning Land of Beauty (‘Ezhil’ means beauty). Folklore has it that the seven hills are parts of the ‘Rishabadri’ ountain that fell to earth when Lord Hanuman was carrying the mountain with Mrita Sanjivani and other herbs to Lanka for Lakshaman’s treatment after he was critically injured and lying in coma during the epic battle of Ramayana. As though to substantiate this, the ar ea has many rare medicinal herbs. 2. History. During the Sangam era, approximately 1500 years ago, ‘Ezhimala’ was known as ‘Ezhimalai’. Sangam literature gives us a vivid picture of the life of people at Ezhimala. In 500 AD there were three main kingdoms spanning the modern state of Kerala viz, Aynad in the South, Cheranad in the Centre and Ezhimalainad in the North. The modern districts of Kannur and Kasargode were part of Ezhimalainad ruled by ‘Nanan’. At its zenith Nanan’s rule extended up to Wynad and Gudalur in the foothills of the Western Ghats, bordering the present day Mysore district in Karnataka. It is believed that Nanan buried an immense treasure of coins in 491 AD in the foothills of Ezhimala. The Kolathiri Raja took over the reins of the kingdom from the Nanan dynasty in the 14th century AD. The Kolathiri Raja translated the name ‘Ezhimalai’ into ‘Saptasilam’ for the seven hills that dominate the area. In the 18th century Tipu Sultan captured the area and it fell into the hands of the British, after they defeated Tipu Sultan in the third Mysore War. 3. Location. Indian Naval Academy, Ezhimala is situated approximately 35 km North of Kannur (Cannanore) and 135 km South of Mangalore, on the West Coast of peninsular India. 5 4. Accessibility. Indian Naval Academy is well connected by rail and road. The nearest railway station is at Payyanur, a town located 10 km away from the naval base. Payyanur is situated along NH 17 between Mangalore and Kannur. The broad gauge railway line links Payyanur to Mumbai and other major cities in Western, Central and Northern India via the Konkan Railway. The broad gauge rail network also links Payyanur to Chennai and other major cities in Eastern India (via Chennai) and Southern India (via Palakkad). The nearest airport is located at Mangalore, about 135 km from Indian Naval Academy. An international airport is also situated at Kozhikode, 165 km south of the Academy. There is regular private bus service between Indian Naval Academy, Payyanur and Kannur. 5. Climate. Ezhimala has a tropical climate. Exceptionally heavy rainfall is experienced during monsoons, which last from May/June to December. The summer months ie from March to May/June are hot and humid. The period between January to March is mild. The average annual rainfall is about 350 cm and temperatures range between 21 to 31 C during November to February and 27 to 38 C in summers. The relative humidity in the area is fairly high through the year. 6. Clothing. Tropical clothes are worn throughout the year. Light woollens may however be carried for wearing while visiting Ooty/ Bangalore/ Wayanad during the course of training. 7. Languages Spoken. Malayalam is the lingua franca of the area. However English can be understood and spoken by majority of the local population. Hindi is understood, but not spoken by the people. 8. Places of Interest. (a) Towns. (i) (ii) (iii) (iv) Payyanur – 10 km. Kannur (Cannanore) – 35 km. Mangalore – 120 km. Kozhikode (Calicut) – 150 km. (b) Places of Historical Interest. (i) (ii) Pazhassi Dam – 70 km South East of Indian Naval Academy. Paithal Mala – 65 km East of Indian Naval Academy. (iii) Bekal Fort – a grand fort located 55 km North of Indian Naval Academy. (iv) Chandragairi Fort – 65 km North of Indian Naval Academy. Naval (v) St Angelo Fort – located at Kannur, 40 km from Indian Academy. 6 (c) Beaches. (i) Muzhapilngadu a drive-in beach about 55 km South of Indian Naval Academy. (ii) Payyambalam located in Kannur about 40 km South of Indian Naval Academy. (iii) Pallikara – near Bekal fort, about 55 km North of Indian Naval Academy. (iv) (d) Kappil – situated about 5 km North of Bekal Fort. Other Places of Interest. (i) Parassinikkadavu Snake Park – 35 km South of Indian Naval Academy. (ii) Valiyaparamba Islands – located in picturesque Kavvayi backwaters. 7 SECTION II USEFUL ADMINISTRATIVE DETAILS 1. Postal Particulars. The Indian Naval Academy has a full-fledged post office. The postal and telegraphic address during your stay at the Academy will be as follows:(a) Postal Address. Sub Lieutenant Indian Naval Academy Naval Academy PO Ezhimala Kannur, Kerala 670310 Sub Lieutenant Indian Naval Academy Naval Academy PO Ezhimala Kannur, Kerala 670310 (b) Telegraphic Address. (c) Official Address. All official letters must be addressed to The Commandant, Indian Naval Academy on the following address:The Commandant (for Training Captain) Indian Naval Academy Naval Academy PO Ezhimala Kannur, Kerala 670310 2. Official E-Mail Address. trgcaptain. [emailprotected] com 3. Important Telephones/Fax. Ser 1. 2. 3. Designation Commander Training Team Adjutant Flotilla Duty Officer Telephone 04985-223700 04985-224164 9446400188 04985-222 786 9446507980 Fax 04985-224165 04985-224164 04985-222 786 4. Travelling. You are entitled to travel by train in II AC and are to travel at your own expense while joining the Indian Naval Academy. The amount expended on your journey to the Academy will be reimbursed on joining, after producing the journey ticket. The nearest railway station from the Academy is Payyanur. Trainees arriving from various destinations should preferably disembark at Payyanur Station. Payyanur station can be reached as follows:- 8 (a) Rail. All trains on the Konkan Railway route except Rajdhani Express (plying between Delhi Thiruvananthapuram), Sampark Kranti Express (plying between Chandigarh – Thiruvananthapuram), Jodhpur Express (plying between Jodhpur – Thiruvananthapuram) and Jaipur Maru Sagar Express (plying between Jaipur – Ernakulam) halt at Payyanur. The nearest stop for Rajdhani, Sampark Kranti, Jodhpur and Jaipur Maru Sagar Express is Kannur. b) Road. NH 17 connects Payyanur with Kannur and Mangalore. There are regular state government and private bus services connecting Payyanur to Kannur and Mangalore. Trainees arriving by bus are to disembark at Payyanur bus stand (located within Payyanur town, about four km from railway station). (c) Air. Payyanur does not have an airport. The nearest airport is located at Mangalore, 135 km from Payyanu r. Indian Airlines, Jet Airways and a number of privated airlines operate services to and from Mangalore. The other airport is at Kozhikode (Calicut), 165 km from Payyanur. Both, Mangalore and Kozhikode, are well connected to Payyanur by road and rail. 5. Transport to Indian Naval Academy. You are required to intimate your arrival particulars to Indian Naval Academy, Ezhimala, by fax/ telegram / speed post/ e-mail at the earliest. A reception cell would be set up at Payyanur Railway Station on the days mentioned on your call letter. A suitable transport would be provided to convey you from Payyanur railway station to the Academy. If you arrive by any other means, you are requested to reach the Payyanur railway station on your own. The Payyanur/ Kannur bus stand and railway station are well connected by bus service/ auto rickshaw service. If you arrive on any other day, you are to make your own arrangements to reach the Academy. In case of any difficulty or doubt you may contact the Training Office/ Flotilla Duty Officer/ Officer of the Day, Indian Naval Academy on telephone. 6. Acknowledgement of Appointment. The receipt of Appointment Letter/ telegram despatched from Integrated Headquarters, Ministry of Defence (Navy) is to be acknowledged by fax/ speed post/ courier, stating the arrival details as per the format given at Appendix A. . Clothing. (a) Personal Clothing. A list of the minimum essential items required to be brought along by gentleman trainees and women trainees while reporting to the Indian Naval Academy is given at Appendix B and C. It is requested that all clothing/items indicated in the appendices mentioned ibid be necessarily carried while reporting for training. Additional clothing/items req uired thereafter shall be made available at the Academy. (b) Uniform. Various naval uniforms will be stitched for you on arrival at the Academy. You will be required to pay for the uniform cloth and stitching charges as per laid down rates except for Cadet entry who will have free issue of uniforms. You are requested to fax/ speed post/ courier your shoe size and measurements for stitching uniforms, in the format given at Appendix D, to Indian Naval Academy separately. On completion of the course you will be required to carry all the uniforms thus acquired. It would thus be advisable to bring a 32† suitcase or equivalent and a handbag for the purpose. In case you do not bring these along with you, they can easily be purchased from the unit canteen. The money to 9 purchase them will have to be brought in addition to the amount mentioned in Para 9 below. (c) Miscellaneous Clothing. You will be required to purchase/ stitch certain items of personal clothing at the Academy. These would include squadron vests, squadron shorts, squadron T-shirts, Academy T-Shirts, Academy Track Suit, Academy Blazer, a lounge suit, Academy Tie and Academy Muftis. 8. Documents. The candidates are to hand over the original and two unattested photocopies each, of the under mentioned documents on arrival at Indian Naval Academy:(a) (b) Own Risk Certificate (Appendix E). Declaration (Appendix F). (c) Bond (Appendix G to be executed jointly by the parent/guardian and the selected candidate on non-judicial stamp paper of a value of Rs 100/- or as applicable to the state of your residence). (d) Agreement (Appendix H to be signed by the candidate selected for the grant of commission). (e) Appointment letter/telegram sent by Integrated Headquarters, Ministry of Defence (Navy) intimating selection of the candidate. (f) (g) (h) (j) (k) Class X passing certificate (matriculation certificate). Class X marksheet. Class XII passing certificate. Class XII marksheet. Degree certificate. l) Degree final year marksheet (including marksheets for all previous years/ semesters). (m) PAN Card (If applied for but not received then relevant documents) 9. Deposit Money. A minimum sum of Rs 35,000/- in the form of a demand draft in your favour, payable at the State Bank of India, Naval Academy Branch, Ezhimala (Branch Code 8056) or ICICI Bank, New Building Perumba, Payya nur , Kannur, Kerala -670307 is to be brought by you and deposited in your personal bank account, which you would be opening at the State Bank of India, Ezhimala, or ICICI bank in Payyanur on your reporting to Academy. Delays are sometimes encountered in the promulgation of Government of India Gazette pertaining to your appointment as a Sub Lieutenant and consequent remittance of pay into your bank accounts. The deposit money is thus a safety net to cater for basic expenditure during training, if a delay takes place in remittance of your pay into your saving bank account. This deposit money would be used to meet the following expenses:- 10 (a) Pocket/personal expenses Rs 5,000/- @ Rs 1,000/- per month. (b) Expenses on laundry, civilian bearer, hair cutting and other sundry services Rs 4250/- @ Rs 850/- per month. c) Expenses on stitching/ purchase of Academy blazer, Pinstripe Suit, Uniforms, Academy tie, Academy mufti, formal wear including footwear, Academy sportswear, jogging shoes, jungle boots, swimming trunk/suits, satchels and other stationery Rs 20,000/(d) Travelling expenses for proceeding to next duty station or home station on leave on completion of the Naval Orientation Course (though yo u would be entitled to free journey warrants, you will have to meet other expenses enroute) Rs 2,000/(e) Table money charge and subscriptions for Cadets’ Mess Rs 750/- per month. Rs 3,750/- @ 10. Initial Settling Down. When you report at Indian Naval Academy you will be entering a regimented and disciplined environment, which is quite different from civilian life. Not many of you would have experienced such an environment. The stresses and strains that you will feel initially are a part of the settling down process. The academic, physical, mental and moral training that you will undergo is designed to achieve certain minimum standards for your all round development, which is a prerequisite for every officer of the Indian Navy. 1. Encouragement from Parents. Parents/Guardians of trainees may note that the initial stresses and strains that the trainee is undergoing may be evident from his letters to them from the Academy after reporting. They are advised to encourage and guide their child/ward to help him/her in adapting to and settling down in this disciplined environment. One of the ways of taking a step in this direction is to allow your son/daughter to trav el alone from home to the Academy and not accompanying them on this journey. 2. Resignation. Despite all our encouragement and help, should you feel that you are unable to adapt to the service environment, you may resign from the navy after paying the cost of training and allied charges as fixed by the Government of India from time to time. If you apply for resignation within a period of 14 days of reporting to Indian Naval Academy, you shall be sent on leave pending formal and final approval from the Government. If you resign after 14 days, you will be allowed to proceed on leave pending withdrawal only on approval from Integrated Headquarters, Ministry of Defence (Navy) subject to final and formal approval from Government of India and recovery of cost of training and allied charges. 13. Prohibited Items. You are not to bring any of the following to the Academy:(a) (b) (c) Dogs or other pets. Wireless sets (mobile phones are not allowed). Car, motorcycle, bicycles. 11 (d) (e) (f) (g) (h) (j) (k) (l) Air guns, firearms and ammunition. Private servants. Wines, spirits, liquors, drugs and intoxicants. Articles of value or jewellery. Electric heaters. Music system Eatables of any nature. Stuffed toys, decorative items, posters, etc. (m) Cigarettes or other smoking material (smoking is prohibited at Indian Naval Academy). 14. Discipline. You would be subject to Naval Law in accordance with the Navy Act 1957 from the time you report to the Academy for the Naval Orientation Course. 15. Leave. Except for leave on medical or extreme compassionate grounds, no leave would be granted during the period of training. You may, however, be permitted to proceed outside the Academy premises on Sundays and holidays subject to meeting certain stipulations. While proceeding home on leave or travelling to the next duty station, on completion of the Naval Orientation Course, you are entitled to travel in II AC on free railway warrant. 12 SECTION III FACILITIES AT INDIAN NAVAL ACADEMY 1. Sports and Games. Sports and games are conducted every day to develop trainees interest and proficiency in outdoor games as also sportsmanship. To this end, modern facilities are being developed for football, hockey, basketball, volleyball, tennis, badminton, squash, cricket, swimming and all water sports at the Indian Naval Academy. 2. Extra Curricular Activities. Extra curricular activities such as quiz, debates, snap talks, prepared talks and dramatics/ music competitions are conducted to improve the overall personality of a trainee. The trainees are also provided opportunity to take part and develop interest in various hobby club activities such as yachting, trekking, photography, sailing, painting, IT, etc. which could be pursued by them during their leisure time. 3. Cinema. A modern auditorium cum cinema hall is being constructed in the premises of the Academy and is expected to be ready by Dec 2010. At present various classics revealing the traits of military leadership and training documentaries are screened every Sunday evening in the temporary auditorium located within the Academy Main Building Complex ( Aryabhatta). Library. The Indian Naval Academy has a well-stocked library with over 20000 4. books on various subjects including fiction and classics. Several leading periodicals and newspapers in English and Hindi also provide adequate reading material. Trainees are tasked to review books to inculcate the habit of reading in them and to help them hone their English writing skills. 5. Canteen. A Canteen outlet functions within the base for sale of toiletries, clothing and other items of common use. Specific timings are promulgated for trainees to avail the services of the canteen. 6. Cafeteria. A cafeteria functions within the training area of the Academy. It offers fast food, sweets, cold drinks and oriental as well as traditional menu at a reasonable price. The trainees can have meals and snacks against cash payment and also entertain guests and visitors at the cafeteria. Trainees may utilise the cafeteria as follows provided no training activity is scheduled:Days (a) (b) (c) 7. Timing Weekdays 1430 – 1515 h and1730 1815 h Wednesdays/Saturdays 1430 – 1515 h and 1730 2000 h Sundays /holidays 1000 2000 h Amenities. The following facilities are also available: (a) (b) Tailoring service. Stationery and General store. 13 (c) (d) (e) (f) (g) Trainees Saloon. Laundry. STD booth. Broadband Internet (this facility is available within the squadrons). Cobbler facility. 8. Transport. Transport is provided to trainees for training purposes only. The trainees are not allowed to keep any form of private/personal transport. 9. Medical Facilities. A Medical Inspection Room (mini hospital) is available at Indian Naval Academy. A 64-bed hospital with state of the art facilities is under construction. There are many large military and civil hospitals in the vicinity of the Academy where trainees are referred for specialised medical treatment, if required. Medical treatment is provided free of cost to the trainees. 10. Cultural and Social Activities. These activities are conducted from time to time for all round development of the trainees. They include the following: (a) (b) (c) (d) (f) Inter Squadron Dramatics. Inter Squadron Debate. Inter Squadron Quiz. Academy Dinner Night. Squadron Socials 11. Guest Lectures and Practice Public Speaking. Guest lectures by eminent personalities are organised periodically. Prepared talks and snap talks are also conducted regularly, wherein trainees are given the opportunity to develop their oratory skills. 12. Messing. While under training at the Academy, you will be messing in the Trainees’ Mess. You will be provided with entitled messing and allied services (including light, water, and conservancy and part payment of laundry). Entitled messing or allowance in lieu, will not, however, be admissible during vacations, when you are permitted to leave the Academy premises. 13. Accommodation. You will be provided with free accommodation and would be obliged to live in the accommodation allotted. Each trainee shall have an independent cabin of his own. Permission to live out will not be granted in any case. 14. Telephone Calls. An STD booth is located in the Cafeteria where Trainees are permitted to make STD calls. Trainees are not permitted to keep mobile phone at the Academy. 14 15. Incoming STD Calls from Parents/Guardians. Incoming calls from next of kin/guardians will be entertained only on the days and timings as below at designated phones located in the Squadrons: (a) (b) All Saturdays All Sundays/holidays 1830 2030 h 1600 2100 h 16. Civilian Bearers. Civilian bearers or orderlies are employed to carry out various chores, so that the trainees can focus on training activities. 17. Internet. A broadband internet facility operates from the Computer room in each Squadron and from the library during stipulated times. 18. Bank. A branch of the State Bank of India with an ATM facility is functional in the campus. In addition, a branch of ICICI bank, located in Payyanur has an ATM facility in close proximity of trainees’ accommodation. You will be required to open a bank account on arrival (if not opened prior joining) and shall be given an ATM card within two weeks. Alternately, you may choose to open an account in either of these banks at your home town and carry along necessary documents/ATM card for transactions at Ezhimala. Trainees are not permitted to keep more than Rs 1000/- in cash within the Academy. Branches of all major banks and their ATM facilities are located at Kannur. 15 SECTION IV ORGANISATION AND TRAINING 1. Organisational Structure. The Indian Naval Academy organisational structure is designed to provide optimum resources for the conduct of training. The main departments under The Commandant are Training Faculty, Academic Faculty, Administration (including base depot ship, INS Zamorin), Logistics and Medical (including Naval Hospital Navjeevani). All matters relating to trainees fall under the purview of the Training Faculty. The Training Faculty deals with professional training in naval service subjects, and all forms of outdoor training. All matters pertaining to trainees such as accommodation, messing, discipline etc are also dealt by the Training Faculty. The administration, logistics and medical departments provide vital support for the conduct of training. 2. Decorum of Training. Being the ‘cradle’ for all officer entrants of the Navy and Coast Guard, it is imperative that all trainees at the Indian Naval Academy maintain the highest standards of turnout and self-discipline. . Initial Training. The period of initial training is 22 weeks training for trainee SLTs. On completion of ab-initio training you shall proceed for specialised training in your respective branches at various training establishments/ ships of the Indian Navy. Some of you may also proceed on leave prior specialised training as per a detailed plan which will be intimated on arrival at eth Academy. 4. Major Service Subj ects Covered. The list of various service subjects covered for Naval Orientation course is placed at Appendix J. 5. Examination. Examinations are conducted at various stages during the course and trainees are graded for performance based on a prescribed scale. Incentives for excellence in service subjects include book prizes, awards, trophies and medals. 6. Outdoor Training. The following outdoor activities form an important part of the curriculum: (a) Physical Training (PT). PT sessions are conducted in the early mornings and extra coaching is conducted in the afternoons. Beginning with simple exercises, the trainee is gradually conditioned for advanced exercises over a period of ten weeks. The trainee is required to clear the prescribed PT tests by the end of the course. Failure to clear the mandatory physical tests within the laid down period (including grace period) would entail relegation (repetition of the course). (b) Swimming. Swimming is compulsory and all trainees are required to clear the basic swimming test before the end of course. The basic swimming test consists of swimming 50 m (any stroke) followed by floating for three minutes while wearing a full sleeve shirt and a pair of trousers. (c) Watermanship Training (WST). Theoretical as well as practical instructions are imparted in watermanship. Sufficient practical classes are conducted, so as to enable the trainee to understand the parts of a boat, rig the sails of a boat and 16 handle the boats in water. Proficient trainees are also given the opportunity to sail in Enterprise Class dinghies as part of the hobby club activities. Watermanship activities include:(i) Pulling/sailing training in 27 feet service whaler boat (rowing and sailing boat). (ii) (iii) Sailing (yachting) in Enterprise Class dinghy (sailboat). Power boat handling. d) Drill. Drill is the bedrock of discipline. Instructions in squad drill (ie, as part of a contingent) are imparted from the beginning of the course till completion. Rifle and sword drill form an integral part of parade training. Trainees are also taught how to lead a contingent/ squad. Small Arms training is an integral part of the training curriculum. The trainees are taught to handle and fire a variety of small arm s during their stay at the Academy. (e) Camps. During the course, the trainees would proceed for an outdoor camp of four days duration. During the camp, trainee would be acquainted with aspects of map reading, land fighting, survival in hostile terrain as well as long distance sailing. (f) Outbound Visits. The trainees would also visit various civil/military establishments during outbound educational trips organised by the Academy. 7. Passing Out Parade (POP). A Passing Out Parade is held at the end of the course wherein successful trainees pass out of the Indian Naval Academy and proceed for their next phase of training. 17 SECTION V PHYSICAL CONDITIONING 1. Physical fitness is a major attribute of an individual in uniform. Being physically fit enables an individual to utilise his mental faculties better and the Indian Navy desires that all its personnel are able to utilise their potential to the optimum in the service of the navy and the country. Physical training therefore forms an important element of the training curriculum at the Indian Naval Academy. 2. Past experience has revealed that trainees experience considerable difficulty in adapting to the physical training regime. Our analysis shows that this is primarily on account of the fact that a majority of the trainees have had very limited participatory experience in sports activities. 3. Realising the limitations prevalent in our schools and colleges on the physical fitness training front, a very scientific approach is being followed at the Academy to gradually lead the candidates to the required standards of physical proficiency. It would however be prudent for candidates to utilise the time available prior to joining the navy, to condition themselves physically so that they can adapt to the training regime easier. A candidate should endeavour to do the following at least three to four times a week: Ser (a) (b) (c) Activity Running/jogging Sit-ups – straight legs Push ups Remark At least 2 to 3 km 20 10-15 . Proficiency in swimming is another necessity for a person in white uniform. It will help to a great extent if you can avail of the facilities of any water body in the vicinity of your home and gain experience in this field. You will of course be trained by the navy in swimming, but it will help if you already posses the basic skills. 5. Physical Efficienc y Test. During your training at the Academy, you will be required to clear the Physical Efficiency Test (PET). These physical tests are designed for an average person and are the minimum standards expected from an officer in uniform. The PET standards expected to be passed are as follows: Ser No (a) (b) (c) Test For Men 2. 5 km run Bent knee sit ups Push ups Less than 11:30 25 repetitions 21 repetitions Remark 18 Ser No (d) (e) Test 300 m shuttle Swimming Less than 59 s Remark (f) (g) (h) (j) (k) (l) 50 m any style, 03:00 floating and 5 m jump For Women 1 mile run Less than 11:00 Bent knee sit ups 20 repetitions Shot put throw (12 4. 5 m lbs) 60 m sprint Less than 10 s Jump and reach 11† and more Swimming 50 m any style, 03:00 floating and 3 m jump 6. Swimming Test. During your training at the academy, you will also be required to clear a swimming test of swimming 50 m (Breast Stroke) followed by 03:00 min standing floating and 5 m jump(Standing-Feet down) for men and 3 m jump (Standing-Feet down) for women. 19 Appendix A (Refers to Para 6 of Section II) LETTER OF ACKNOWLEDGEMENT (Fax/Speed Post) Name of the Candidate_________________ (In block letters) Address _______________________________ ________________________________________ ________________________________________ Ph No: _________________________________ The Directorate of Manpower Planning Recruitment (OI R Section) Integrated Headquarters, Ministry of Defence (Navy) Room No 204, C Wing, Sena Bhavan New Delhi 110011 Fax No: 011-23011282 SELECTION UNDER PERMANENT/ SHORT SERVICE COMMISSION Sir, 1. I have the honour to acknowledge the receipt of Integrated Headquarters, Ministry of Defence (Navy) Letter OF/ ________ dated _______________ selecting me for training as a Sub Lieutenant (Permanent/ Short Service Commission). 2. I confirm that I will report to the Commandant, Indian Naval Academy on ________________ for the training commencing on ________________. . I expect to reach Payyanur railway/ bus station at ________ (Time) on ___________ (Date) by _______________________________________ (name and number of train/ bus). Yours faithfully, (Signature) Copy to: The Commandant (Fax No: 04985-224165) (for Training Captain) Indian Naval Academy Naval Academy PO Ezhimala, Kannur 670310 Kerala 20 Appendix B (Refers to Para 7 of Section I I) LIST OF CLOTHING- MEN TRAINEES Personal Clothing 1. 2. 3. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. Socks (plain black and white) : Six pairs each Neck tie : One Pure white full sleeve ready made shirts with no pleats : Three front borders Vests cotton (white sleeveless eg VIP Bonus) : Twelve Underwear (readymade white) : Twelve Towels (plain white Turkish large) : Three Sleeping suits (Light Blue) : Three Handkerchiefs (plain white) : Twelve Trousers (black colour with single pleat outwards) : Two Civil clothing : Four pairs Alarm clock : One Black shoes – Derby Pattern (without the toe piece, : One pair eg Bata Ambassador) : One Torch pocket (size to suit carrying in shirt pocket) Black leather sandals with back strap : One pair Bathroom slippers : One pair White and black thread with buttons and at least two needles Bedding 19. 20. White bed sheets White pillow covers Sports Clothing 21. 22. 23. 24. 25. 26. 27. White T-shirts with collars (plain white half sleeves) : White shorts (plain white, single pleat, without elastic) : Swimming cap (maroon colour for Sikh personne l only) : Personal sports gear like racquets etc : White cotton sports socks : Swimming trunk (dark sober colours) : White Sports (running) shoes (Reebok/Nike/Adidas) : T Recruitment Essay Example Recruitment Essay Recruitment plays a major role in any organisational structure. It has to do with the selection of the best candidate for a specific and vacant job posting. There are numerous methods and techniques which it uses to accomplish the objective of choosing the right candidate for a role. It is the responsibility of the Human Resources department to carry out the task of recruitment. At the heart of every organization is the recruitment and selection process (Robert 2007). In the process of so doing, there are various methods which it uses in order to come to the decision of hiring a candidate, out of numerous candidates to fill a vacancy. Below is a summary of the whole process of recruitment and selection as illustrated by the Chartered Institute of Personnel and Development: There are various recruitment and selection methods which hiring managers can use to make decisions about recruitment. These include the use of interview techniques, the use of the candidates, resume/CV, assessment centres, work-based tests, competency-based assessments, graphology, simulations, application forms, interest inventories among others (Roberts 2005). All the mentioned types of recruitment and selection processes all have varying unique components which make them applicable for use by different recruiters. There are also limitations to the usage of certain recruitment methods over other methods and hence the need for the recruiter to be aware of the right method for the job description, which in turn will enable them to select the right candidate. What are the benefits of using interviews in the recruitment over non-competency tests? How are assessment centres better than using methods like graphology in selecting candidates? It all depends on the Human Resources team to know what will work best and hence, take the appropriate measures to implement the correct recruitment plan. We will write a custom essay sample on Recruitment specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Recruitment specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Recruitment specifically for you FOR ONLY $16.38 $13.9/page Hire Writer For the purpose of this paper, I will be focusing on the use of assessment centres in the selection process. An in-depth analysis of assessment centres will be carried out. This will involve the evaluation of its strengths, weaknesses and the perceived utility. How these centres work and what is the main purpose of the assessment centre? In what ways is it unique and distinct, when compared to other recruitment and selection processes? These questions will be answered during the course of this analysis. The term assessment centre refers to an approach or method which is used to analyse candidates, through the use of tests that are designed specifically to evaluate individual characteristics by being geared towards a developmental approach. It is very hands-on approach and enables the candidate to be fully involved in the various evaluations used. Therefore, it is typical for candidates to be invited to assessments centres where they are involved in tasks where they are evaluated based on their approach to certain projects, while at the same time being monitored by assessors, whose roles are to provide the feedback at the end of the period. The tasks performed are similar to the actual requirements of the job for which the candidate is being recruited for. It is usually inclusive of general skills tests like teamworking and relationship building, leadership, flexibility, communication, decision-making among others (Pigford 2000:33). The use of psychometric tests as well as interviews are employed. Therefore, it is very important that the candidates prepare thoroughly and try to be as natural as possible. Strengths Assessment centres are very efficient when a large amount of candidates apply for one position. It has the unique effect of short-listing the best candidates using the various tools of assessment. These centres are also very effective in observing the candidates in simulated conditions, in order to ascertain their suitability for the role. This is really important because there are processes of selections, whereby the candidates put up an appearance which is completely false. Hence, when they are offered the job, they cannot meet the expectations of the company because they never had the right skills in the very first place. This danger is easily eradicated by the use of assessment centres. Another advantage of an assessment centre is that it uses various approaches to determine the interpersonal skills of prospective candidates. These skills include communication, leadership, teamworking and decision-making just to mention a few. These centres are also very cost-effective because they usually are held and conducted for not just one individual, but a group of them. The cost benefits are also intangible at first, however upon a closer examination, its cost-effectiveness can be felt. For instance, the cost to the business of making the time to interview candidates at different dates is reduced when all the candidates are invited to be in one venue. As noted, this process is very time efficient as it is cost-efficient. For the same reasons of bringing the hiring managers and candidates together in a very short space of time is definitely an excellent advantage. In addition to the above mentioned, assessment centres are very unique because they can combine numerous selection methods together. For instance, assessment centres also conduct competency based tests, psychometric tests and they also use interview skills in some cases. The result of this is that the feedbacks from such assessments are of very high quality because they have taken various aspects into consideration. A unique advantage of assessments centres are because they can be used interchangeably for the purpose of assessment and for the purpose of development. In other words, assessment centres help both the candidates and employers to re-address aspects of their practises, with the desire to improve upon them. Finally, for the candidate, the assessment centre is serves as an excellent way to demonstrate practical skills which the employer is looking for. More often than not, it is not uncommon to have candidates with a wide variety of skills and attributes which they display at the assessment centre, thereby leading to an impressive display and performance, which the employer is impressed by. These centres are all about performance management (Edenborough 2005:22) Assessment centres are very objective and are used to examine candidates and ‘cross-examine’ them again, in other words, actually proving that the resume and the person specification actually are a definite match. This is an advantage which it has over interviews, where candidates sometimes say what the recruiters would like to hear (Price 2007). Weaknesses Traditionally, assessment centres were known to test candidates to the limit, after which they were given some scores and results indicating their results. This was seen to be a one-sided technique because the candidates were not allowed to actively participate in the activities. Therefore, development was non-existent.   Even with modifications to the original ideology of these centres, there are still occasions when such takes place. In this case,   Ã‚  Ã‚  Ã‚   this serves as a limitation and defeats the entire purpose of assessment centres. Assessment centres do not place a great deal of emphasis on self-assessment. Therefore, the candidates has little self-evaluation and feedback. To the average candidate, the assessment centre tends to be seen as very daunting. Due to the very essence of its nature, a lot of candidates see it as stressful as sitting for examinations. Therefore when they go to these centres, they do not particularly look forward to it. Furthermore, in comparison to selection procedures like interest inventories, the assessment centre cannot be comparable and is often not seen as fun or discovering the true personality of a candidate and matching their personas with the job specification. Interviews, are sometimes incorporated into assessment centres, however, candidates seem to be more forthcoming with interviews than the concept of the assessment centre approach. There is another limitation with assessment centres which is overwhelmingly describable – the duration for which it lasts. The thought of continuous assessment for a couple of days can be viewed as being too long and very rigorous. It puts the candidates under intensive and sometimes under extra strain. It is advised that these centres should not be too pressurised( Sabbagh) Unlike the interview sessions, assessment centres do not afford the candidates and assessors opportunities to develop strong interaction and good rapport. Whereas in face to face and one-on-one selection processes, the candidates and interviewers can communicate more up-close unlike in assessment centres. The reason that this is necessary is because there are certain traits and perceptive characteristics, which the hiring manager can only discover about candidates when there is a more face-to-face selection process. Inasmuch as the assessment centre is a more rigorous and perhaps objective method of selection, there is not enough provision for feedback from the candidate. Expanding on this point further, there may or may not be the incorporation of periods for candidates to ask specific questions regarding the company and the job advertised. Assessment centres generally have few assessors dealing with a large volume of candidates. This may be a cost-effective strategy employed by the business, however, it also has its limitations. With few assessors, the chances are that it can be alot of work on the part of the assessors. When they could be focusing on ways of harnessing the interpersonal potentials of candidates, they are busy trying to meet the needs of all candidates. It is therefore challenging in such regards and has its negative implications. Assessment centres are more interested in the present needs of the company and how these can be fulfilled. In this regards, it can be viewed as an approach to selection which covers short term business needs and not long-term business need. This is reflected in the outcome of the selection of candidates, as only those that can meet the present business needs are chosen. This therefore tends to neglect harnessing opportunities from good candidates that are capable of adding continuous value to the business both in the present and in the future as well. Therefore, it can be suggested that these centres are not exactly the most efficient in terms of harnessing great potential in a wide pool of candidates. More often than not, the assessors at these centres tend to be the actual hiring managers themselves. For this reason, they are not specifically trained in efficient co-ordination of recruitment and selection methodologies. However, because they are perceived to give better feedback on how the candidates react to simulated effects, then it is assumed that they make good assessors. It is important to note however, that the role of the actual manager and the human resources personnel are different, however, they need to work in conjunction with each other to secure the best suited candidate. Therefore, it should not be solely left to the hiring manager to deal with the selection process as it is not entirely the expertise field of the manager. The feedback process for assessment centres tend to be specifically focused on particular needs of the company and may not be as comprehensive to both the candidates and the company as well. There is usually a slow process of feedback for the performance of candidates and this has its consequences. For instance, during the sometimes lengthy period of awaiting feedback, the likelihood of candidates accepting job offers elsewhere is tremendously increased. These limitations are very apparent and in order for a company to secure the best candidates, it is of absolute importance, that these limitations be addressed in a timely and efficient manner. It is undoubtedly of crucial importance because there is alot at stake, which should not be undermined. Utility of the Assessment Centres The assessment centre is a re-invention of recruitment and selection and has many innovative techniques to offer to the organisations. Indeed the testimonials received from various human resources teams are indicative as to the fact that this has been a breakthrough in the area of candidate recruitment. These centres are of tremendous assistance to organisations that have a large number of candidates applying for specific jobs. It makes it easier to narrow down the numbers and retain ‘perceived high-quality’ candidates for future screening. The approach of using this selection method has become popular in recent times and is set to continue to with such a track record (Minden 2004) As assessment centres are used by companies to recruit external candidates. It will be a good prospect in the near future to extend this on to internal candidates who apply for positions. The need to so do is neglected because these candidates are already in the company system. However, it can be viewed distinctly as an approach used to assess suitability of candidates and ensuring that they have been taking advantage of the numerous self-enhancement facilities, courses and programs which are designed to help employees during the course of working within the organisation. Assessment centres do need to place greater emphasis on the developmental aspects of the recruitment process. It is generally geared towards selection and the entire aspects leading up to this process. However, it is just as important for the right candidate to be selected as it is for self-assessments to take place. There is scope for development in this area which will in return reap greater benefits. For instance, with such incentives, companies will see the need to synergise the assessment and developmental functional processes, thereby resulting in greater, efficiency and cost-effectiveness. As stated earlier, most candidates view assessment centres as very rigorous. In order to change such a perception, there is the need to incorporate selection processes which have similar recruitment and selection objectives but are less subjective an intense, and yet still give the same result. There are numerous advantages to be derived by so doing. When different types of selection strategies are used, it becomes more of a multi-assessment which can be customised to the different candidates. For instance, interest inventories can be used to identify the personal preference or liking for specific job types and their corresponding activity. Furthermore, it is helpful in covering a wide variety of areas, ordinarily not identifiable by the assessment centre approach. The use of ability tests are also another aspect that need to be incorporated into assessment centres and are less rigorous than numeracy and psychometric tests. Its techniques need to be harnessed more than it regularly i s. From situational interviews to competency-based interviews or the biographical interviews, there needs to be more interview sessions incorporated into the assessment centre selection process. Biographical interviews tend to focus more on the information provided via the resume of the candidate and is aptly suited in detecting consistencies or inconsistencies and other personal attributes that can only be provided by the face-to-face interviewing of candidates. In conclusion, the availability of many recruitment and selection methods is so vital in the whole process of hiring candidates. The different methods all have unique strengths, weaknesses and utilities. In order to derive the best benefit from whichever process, it is important to ensure that it is the best approach to suit the needs of the business and will definitely attract the brightest potentials on board.

Medicaid APA Essay Example

Medicaid APA Essay Example Medicaid APA Paper Medicaid APA Paper According to the New York State Department, Medicaid is a program created by the government to assist the New York working class, particularly those who could not afford to pay for their health care and medical needs. Accordingly, this benefit poses a few requisites before a person could avail. Among them includes; the very high medical bills that no ordinary employee can afford; a supplemental security income or (SSI), as well as age, disability and income requirements that falls within certain bracket identified as fit to be considered beneficiary. The scope of Medicaid is so vast that it caters to almost all kinds of health care needs, from ordinary illness, to maternity and childcare benefits and even to those critical in nature, such as cancer and chemotherapy. It began as a program that pays off health care benefits for disabled, unemployed as well as the elderly. In 1996, The Michigan Department of Health was created along with a portion of the Department of Public; Mental and the Medical Services Administration; and is responsible for the collection of information of a wide range of health related information. The purpose of this collection is the baseline monitoring of the well being of its citizen and is mainly responsible for health policy and management of the population. It set goals to maintain and to execute to strive for healthier conditions; promote access to the broadest possible range of quality services and supports; prevent disease, promote wellness and improve the quality of life. The Medicaid health care coverage for people with limited incomes, mental health services for those with mental illness or disabilities, health promotion, disease prevention, drug enforcements, treatment and education are among its basic duties. In order for Michigan to accomplish these goals, funding for health services comes from the Federal Government in the form of operating grants. The rest comes from taxes paid by its citizens. Medicaid uses utilization review, which is the process of evaluating the appropriateness of services provided. The main objective is to review each case and determine the most appropriate level of service and the setting in which it should be delivered, the most cost-efficient methods for care delivery, and the need to plan subsequent care. It is divided into three categories which are prospective, concurrent, and retrospective. One example of prospective care is preventing unnecessary or inappropriate institutionalization. It notifies the concurrent review system that a case will be occurring and allows them to prepare for discharge planning. Concurrent utilization review occurs when decisions regarding appropriateness are made during the course of health care utilization. An example of this would involve monitoring the length of inpatient stays and discharge planning. Retrospective utilization is managing utilization after the services have been delivered. The review is based on an examination of medical records to access the appropriateness of care. This can be helpful for taking corrective action and for monitoring subsequent progress. Utilization control is about is practice profiling, a method that refers to the development of provider-specific practice patterns and the comparison of individual practice patterns to some norm. The profiles are basically used to identify which physicians, compared to other physicians in their category, are using surgery, tests, or hospitalization excessively. The profile reports are used to give feedback to providers so that they can modify their behavior of medical practice. They can also help detect fraud and abuse. Medicaid provides many programs that help families in need with assistance for medical, nutritional, food, day care or other expenses. It encompasses a wide array of the public and includes: adults, children and teens, senior citizens, pregnant women or persons with disabilities, some of which are broken down according to specific guidelines. The up-to-date health care coverage and the promotion of quality of care are made possible through the maintenance of agency regulatory control. One of which is CMS, that plays a key role in the overall direction of the healthcare services and serves approximately 90 million beneficiaries (US Department of Health. 2005). It anticipates accomplishing the mission by continuing to transform and modernize the health care system. They set standards and guidelines for organizations to follow and adhere to in order to provide the best possible care. Another important regulatory system is called the Health Plan Employer Data and Information Set which is a set of performance data developed and maintained by the National Committee for Quality Assurance. It is most widely used to standardize performance measure in the managed care industry. HEDIS establishes accountability in managed care and assure that employers, regulators and consumers have the information the need. In a home health care situation the primary care giver is usually not the physician. The physician is communicated with by phone and with documentation from the caregivers. The primary caregivers are usually the nurses and other team members who are involved directly with the patients care. Although, the original order to begin home care must be initiated by the physician if skilled care is to be obtained. According to the 1995 Guide to Health Insurance for People with Medicare pays the full cost of medically necessary home health visits by a Medicare-approved home health agency. This coverage must meet specific criteria, but it can be a relief to family members to know that their loved ones can be taken care of at home without worrying about the expenses. Unfortunately, if the care to be given within the home is termed not medically necessary the expense is not covered. This can include items such as meal and medication delivery, a percentage of necessary durable medical equipment, personal care and homemaker services. Health care services that are not included can become quite numerous. It is often difficult for family members to understand why specific services are not covered especially when they appear to be necessary for the care of the patient. These costs can add up quite quickly and the impact of the cost can become quite distressing for family members and patients on a limited budget. In these cases a Social Worker is usually provided to help the patient and family explore other avenues which may enable them to cover their health care costs. Assisted living is an arrangement to residents of a facility that enables them to complete certain daily activities while remaining independent. The services provided enable the resident to achieve maximum function of their activities of daily living. These services help assist the aged, blind, disabled, and other functionally limited individuals with necessary daily activities which they require help with or are unable to perform on their own. Personal care does not include specific health oriented services which would require the services of a certified or licensed professional. The goal of an assisted living facility is to have the residents feel independent. Reference Page Department of Health (2007). Medicaid in New York City. Retrieved online on 16 March 2007 from: health. state. ny. us/health_care/medicaid/#definitionCare. US Department of Health: on Center for Medicare and Medical Services. USA. gov, page last updated on 07 July 2005, and retrieved on 16 March 2007 from: cms. hhs. gov/History/