Media Convergence Essay

What is meant by the term media convergence with regard to technology, and how has it affected everyday life? For technology, media convergence is when different media come together to do a similar task. The poster child for this is the smart phone. Smart phones are used to talk, text, email, social network, school, business, web browsing, and take picture and video. There are things that I’m sure I missed, but the smart phone has become the epicenter of technological convergence. I spend a lot of my time on my phone posting and promoting for my business. I make jewelry, cat pads, and blankets so I make my items, take a picture, post it to my Etsy page, and promote my store with my phone. When I get an order, I get an email to my phone I contact the buyer for details, and take payments all with my phone. With going to school, I need to check up on the forums to read and respond per class requirements. It makes it easy to do my schoolwork when I’m not home at my laptop. I can pull up the reading for the class on my document reader on my phone and catch up while I’m out and about. I have a six month old and I love taking his picture! I take his picture and post it on Facebook, Instagram, and send it to my family. My family lives in another state so I use my phone to do FaceTime with them so we can see each other all the time. The smartphone has made productivity so much easier because it’s all in one place and instant gratification is satisfied. For some people, the smartphone has become a big distraction and a burden. I think that cell phones, in general, have done damage to people’s grammar and spelling. They use shorthand and abbreviations for words and have forgotten the rule of your and you’re because they are using the shorthand ur. It’s sad.

Veterans

Also, currently not enough care is given to veterans. Veterans have devoted their lives to this country and have made many sacrifices. There are approximately 21. illion veterans In the U. S. as of 2012. Of those veterans over 32,000 soldiers were wounded in Iraq. Also 4,787 U. S. troops died in Iraq serving their country. This service is not as appreciated as you would think, and I believe more effort should be put into taking care for all our veterans. The New Affordable Care Act makes it very difficult for veterans to receive reliable medical benefits and some even do more for our country. Many veterans still contribute to the nation's work force, even after returning home from war. Over half of the veterans In the U. S. are still able to work after returning rom war.Many veterans suffer from post-traumatic stress disorder (PTSD) and are not given the proper attention and care to get back on their feet and find a job. 1 OF2 stu01es snow tnat 4 cases 0T PISD were present arter tne Vletnam war, ana 1 million lifetime cases as a result of the same war. A third of the veterans in the U. S. are out of a Job due to the symptoms of PTSD. The VA needs to take it upon themselves to help veterans cope with life after the war, so that they can get their life back on track. After returning home from war veterans find it very difficult to get a Job and provide or themselves.Especially the individuals who were wounded, while defending their country. A majority of these people are wounded mentally as well as physically, and they cannot provide for themselves anymore. Many people believe that veterans are more of a pain than anything else. Since their tax dollars are being used to fund programs like the VA. These organizations are making it very difficult for veterans to receive any health benefits. The new rule is that veterans must be active duty for 24 continuous months in order to be eligible for any kind of medical coverage.Veterans hat have put their lives on the line to defend their country should not have to worry about how they are going to provide for themselves. It is my firm belief that the VA should extend their support for all veterans for everything they have done for our country. This service should be provided to veterans forever. Veterans have done more than enough to deserve this care, and they can still contribute to the labor force. Finally, not enough care is given to our veterans. Between 130,000 and 200,000 veterans are homeless in America. This represents between one fourth and one fifth of all of the homeless people in the country.

Protestant Reformation Essay Example | Topics and Well Written Essays - 500 words

Protestant Reformation - Essay Example This belief gave immense power to the priests and the Pope, who was the highest titled priest of the world. The priests used that power of intercession to ensure the growth and prosperity of the 'church' to the detriment, many times, of the citizenry that made that immense power and wealth possible. Many times, the arrogance and power that were wielded by these priests caused an environment of resentment among the people that were supposedly being served. Not only was this power a continuing slap in the community's face, but salvation was also for sale! In order to raise funds for more and more elegant buildings and to support the avaricious appetites of the clergy individuals were told that the only way to be "saved" was by literally paying for your sins. An individual at that time may have to do a few "hail Mary's" but in order to ensure salvation, silver and gold coins given into the hands of the local monasteries was by far and away a more viable option. This air of resentment and anger had been simmering for decades and along with the 'salvation for sale environment" was part of the problem according to Luther's eyes.

Study Skills Assignment Example | Topics and Well Written Essays - 750 words

Study Skills - Assignment Example A few years ago AIDS and Cancer were the only concerns of mankind when it came to incurable epidemics. Recently new more terrible diseases like ‘Bird Flu’ and ‘Swine Flu’ have threatened human existence with their accelerated growth. More than half of earths total population productivity has already been diverted towards human use (Brown, 2004; Green, 1992). This population continues to grow at an alarming pace. Only in the last fifty years human population had doubled from 2.5 billion to 6.1 billion. Will our earth be able to support a population of 12.2 billion in 2050 (currently 76 million people are added to our population each year)? This is the question that needs to be asked. The Earth’s productive capacity will not be enough to sustain such a pace in population growth. Most of this population increase is fueled by developing nations with lack of health care facilities. This contribution cannot be controlled by increasing awareness only because ‘most of the increase is by population momentum (49%), followed by unwanted pregnancies (33%)’. Moreover if we expand our focus to the entire world almost 80 million out of a total 210 million is contributed by unwanted pregnancies. This is a cl ear target for mankind, healthcare facilities and birth control can help reduce the alarming rate of population growth. For this purpose financial help is needed to provide low cost and preferably free contraceptives to underdeveloped nations. ‘This would almost need approximately around $54.8 billion dollars’. The continuous increase in population is placing an intense pressure of natural resources. According to the world back currently approximately 2 billion people in the world are malnourished. This is more than thirty percent of total world population. This situation is expected to get worse as population grows and productivity of crops

LESSONS FROM THE CRISES IN COTE D'IVOIRE Essay Example | Topics and Well Written Essays - 500 words

LESSONS FROM THE CRISES IN COTE D'IVOIRE - Essay Example the investment policies of foreign countries the Industrial sector shows high growth rate .Other fast growing sectors are automotives, food and beverages, infrastructure, oil and gas, medical, telecommunications and IT. But now the country is facing the problem of underdevelopment and financial crisis. In 1979, Ivory Coast rated one of the highest rates of economic growth among the developing countries and it was considered as an economic hotspot with limited state intervention in economy. To identify the cause of the crisis in Ivory Coast, one must go back to the socio-political settings. Arthur B. Dennis observes that, â€Å"The crisis in Ivory Coast is a drama of political leaders playing the xenophobia card to divide the tribes and rule.† (Dennis 2007). The greed of the political leaders resulted in the civil war and to the division of the country into two. In 1843, Ivory Coast became a French settlement and its history is closely related to colonization. Ivory Coast became a Republic in 1958 and in 1960 the leader of the Democratic Party of Ivory Coast (PDCI), Felix Huaphonet Boigny became the President. Here begins the era of single party system in Ivory Coast and this party ruled till 1993. Moreover, the authoritarian rule under Felix Huaphonet Boigny resulted in large scale protest from the side of the people. Foreign interest and economic dependency of the rulers, political greed of leaders and the rebellious groups also act as the main factors of the crisis. A. Ekissi points out the severe ness of the civil war, â€Å"Beginning on Thursday November 4, 2004, the war resumed with aerial bombardments carried out by the loyalist army on the rebel-controlled zones† (Ekissi 2004) which describes the involvement of foreign forces in the affairs of the country. The key issue of the conflict is the question of national identity among the foreigners who had settled in Ivory Coast. The policies of the government resulted in economic depression and other problems

The Massive Government Cover-Up of the Attack on the USS Liberty Essay

The Massive Government Cover-Up of the Attack on the USS Liberty - Essay Example There were many questions that remained unanswered during the last 40 years, but recently declassified documents and newly uncovered testimony has shed new light on the events surrounding this tragic event. Examining what we know about the reports from the time, and the information that has been made public since, makes a convincing case that the attack was a deliberate action by the Israeli government and resulted in a massive cover-up by the Navy inquiry. The official explanation at the time was that in the heat of battle the Israeli Air Force had misidentified the USS Liberty as an Egyptian vessel. Yet, according to a CIA memo of June 13, 1967, 5 days after the attack, the agency reported that two Israeli Mirage fighters had orbited the Liberty on a reconnaissance flight just six hours before the attack (Central Intelligence Agency, 469). The CIA further reported that the weather was clear, the ship was plainly marked, and had a US flag flying. (Central Intelligence Agency, 470). In addition the Liberty was 200 feet longer than the Egyptian ship and had an Ensign that was clearly visible and appropriately marked. To examine the case of mistaken identity requires that we evaluate what the Israelis knew and when they knew it. The initial air assault took place at 13:58 hours and a second wave occurred at 14:04 (Bregman, 89). These flights consisted of machine gun strafing and napalm, which damaged the deck, antennas, and some communications capability. Israeli tape recordings from that day verify that Colonel Shmuel Kislev, the Commander of Israeli Air Control, knew that it was an American ship by 14:14 hours (Bregman, 89). At 14:26, 12 minutes after they had confirmed it was a US ship, Israeli torpedo boats arrived at the scene. By 14:31, 17 minutes after verifying identification, the Israeli boats had fired 5 torpedoes (Bregman, 89). One of the torpedoes hit the Liberty, killed 25 crewmen, and put the USS Liberty out of commission. Motives for the attack are difficult to ascertain in the aftermath of war. Military and governments sometimes act as organisms with no clearly definable goal. A plausible explanation has been offered that contends Israel feared that the Liberty would intercept sensitive communications regarding their plans to attack Syria's Golan Heights. If the US were alerted to the plan, they might have tried to prevent what Israel perceived as a vital operation. A CIA report identified Defense Minister Moshe Dyan as the Israeli leader that ordered the attack (Brands, 211). Dyan had gambled that Johnson would not fully investigate the incident. According to Brands, Johnson made a minimal effort to investigate the area, but was concerned about alarming the Egyptians or the Russians (212). After Johnson was unable to gather any information from the scene, the Israelis apologized. Not wanting to destroy the fragile alliance with Israel, Johnson accepted the apology and ordered the incident to be kept quiet (Brands, 212). The following day, Israel launched an attack against Syria, which wrapped up the final phase of the Six Day War. There could be little believability that the Israelis were unaware of a major US intelligence ship just off their coast in international waters. It had been in the Mediterranean since June 5 (Joint Chiefs of Staff). The cover story of mistaken identity was so weak, that according

Nutrition and the relationship to athletic performance Essay

Nutrition and the relationship to athletic performance - Essay Example Proper eating habits play an integral role in fueling the body to operate effectively. Even the well conditioned and best trained athlete will have a hard time performing at peak level if improperly nourished. Also, it is essential for the athlete to understand that a balanced diet is critical not only for athletic excellence but also to maintain tissues that have been damaged during physical activity and, more importantly, for the young athlete who will need the additional nutrients to allow for continued growth and bone development. Carbohydrate is the most efficient and recommended source of glucose that the body needs to produce energy. Once ingested, the body converts carbohydrates into glucose that will give the athlete power and stamina to endure high intensity, short duration activities. Excess glucose, called glycogen, is absorbed in the liver and muscle tissues for later use. If the body lacks sources of carbohydrates, the body is forced to convert fat and protein into energy resulting in poor performance and increased fatigue. Carbohydrates are divided into two groups, the simple and complex carbohydrates. The simple carbohydrates, sometimes also referred to as the "bad carbs", are commonly found in refined or packaged food such as sugar, candy, chips, milk, honey and, fruit juices. Although, these types of carbohydrates are easily digested, they lack essential vitamins and nutrients that can normally be found in food sources containing complex carbohydrates. They are so-called because, unlike the simple carbohydrates, complex carbohydrates take longer to digest but it brings with it the essential vitamins and minerals that the body needs on a daily basis. This type of carbohydrate is commonly found in fresh fruits and vegetables, oatmeal, rice, bread, cereal, pita, pretzel, muffins and, pasta dishes. Although there are many recommendations on the amount of carbohydrate to be taken daily, most experts agree that carbohydrate consumption should consist of at the most two-thirds (2/3) of any given meal, roughly 3 to 4 times of a persons' weight in pounds. This means, for example, a person weighing 160 pounds should consume about 480-640 grams of carbohydrate everyday to maintain his energy level. And as exercise and training increase, carbohydrate consumption should be increased appropriately. According to the studies made by Leslie Bonci M.P.H., R.D., the following increase in carbohydrate intake is recommended for the active athlete: 3 grams/lb body weight for 1 hour of training 4.5 grams/kg body weight for 2 hours training 5 grams/kg body weight for 3 hours training, and 6 grams/kg body weight for 4+ hours of training (Bonci, n.d.a, Carbohydrate Needs section, par.1) Another technique used by endurance athletes, like bicyclers, swimmers and long-distance runners is "carbohydrate loading" or commonly referred to as

Godfather movie Essay Example | Topics and Well Written Essays - 500 words

Godfather movie - Essay Example this film to be preserved in its national archives and it was noted by the American Film Institute as the second greatest film produced by Hollywood after Citizen Kane. The story of the film is quite complex but there are several themes which run throughout the film with regard to the action and the dialogue. The importance of family has been noted as a central theme even though the film does glorify crime and violence to achieve certain ends. However, considering that the film is essentially a crime drama, it is difficult to object to that being a part of the action since that defines the genre of the film itself. Of course, crime related films had been made before The Godfather came to the scene but instead of glorifying them and eventually showing their downfall to send the message that crime does not pay, this film humanizes criminals. Undoubtedly, the characters are all involved in shady dealings and are certainly not upright citizens but the manner in which they are shown to have a deep psychology and how they take interest in their own families and their wellbeing gives them a human touch. This allows the viewers to empathize with the family which appears to be struggling to keep up with changing times. The crime business moves from the hands of one generation to the other and even though there is change, some things and certain values remain the same for the family. In fact, the value of the film and appreciation for the artistic values held within has been noted by quite a few critics. Universally, the film has received positive reviews and is often at or near the top of lists made of the greatest films of all times. Not only have other critics paid their respects to The Godfather, other films, television shows and even cartoons have taken inspiration from The Godfather with parodies, satires and even remakes of the story. This homage to the film crosses cultural and international barriers as even Bollywood has made films that pay homage to The

Supply chain management Essay Example | Topics and Well Written Essays - 1750 words - 1

Supply chain management - Essay Example Moreover, the research also addresses other fundamental concepts such as the procedures which precede the decision to invest in capital equipment and required services, whether to undertake measures that are associated with strategic outsourcing and an explanation of the legal issues and local and international contract disputes which are faced by the company. History and Background of the Organization Hewlett-Packard Company (HP) was founded in 1939 by Stanford University students Bill Hewlett and Dave Packard (Hewlett-Packard 2013). Since, its inception in a Palto Alto garage the primary objective of the business was built on the foundations of promoting a distinct within the industry. According to Hewlett-Packard (2013), the first product that was built by engineers, Bill Hewlett and Dave Packard was an audio oscillator which provides assistance to sound engineers. Eight samples of the company’s first ever creation were bought by Walt Disney Studios for their project, Fanta sia. The product line by HP broadly includes Personal Computer systems (PC’s), printing & imaging (inkjet and printing), and enterprise services (software & services, and accessories & networking) (Hewlett-Packard 2013). The company sells high quality laptops, desktop computers, tablets, monitors, servers, storage systems, handheld devices, printers, toners, ink, softwares, and networking accessories. Among its services are consultation, outsourcing, infrastructure, applications and other technological services (Reuters n.d.). The Organization’s Supply Chain Management Efforts According to the International Business Blog, HP organizes its company based on product departmentalization (McEntee 2010). That is, it has three main product departments including Personal Computer systems, printing and imaging, and enterprise services. The organization chart for HP found on the Cogmap website shows Leo Apotheke as the CEO, president and Chairman of the HP company with nine Exec utive Vice Presidents (EVP’s) below it handling the different departments including technology solutions group, human resources, imaging and printing, personal systems group, and so on (2013). Below the EVP’s are the SVP’s (Senior Vice Presidents) after which come the VP’s (Vice Presidents) and then the GM’s (General Managers). Charlie McMurty is the SVP for supply chain and Randy Salley is the SVP for Information Technology (IT) and supply chain systems. To deal with supply chain issues after facing rising inventory and customer dissatisfaction in the late 1980s, HP called an internal consulting group known as SPaM (Strategic Planning and Modeling) consisting of industrial engineers and management scientists to solve problems regarding supply chain (Lee & Billington 1995). The supply chain of HP’s computational and other products included the production of integrated circuits, board assembly, final assembly and delivery. The initiative of i mproving supply chain issues was first started by the 1990 CEO of HP, John Young (Lee & Billington 1995). The company had a very diverse product line and therefore inefficiencies could occur anywhere along the chain. The first step was the identification of the problem. The shipment of supplies could be delayed or the supplies could be

Environmental Causes of Delinquency Research Paper

Environmental Causes of Delinquency - Research Paper Example It highlights the similarities and differences between them by explaining how each factor influences criminal behaviour among the minors. As environmental factors, they tend to rely on each other to form the identity of the minors as they grow up. However, when they are all controlled, the youths can be prevented from engaging in criminal acts and develop into normal, law-adhering citizen. Keywords: Delinquent Behaviour, Crime, Environment, Youths, Juveniles, Minors, Drugs, Families, Poverty, Social Setting, Gender, Peer Group, Street Gangs, Robbery, Sexual Activities, Drug Abuse Introduction For a long time, juvenile delinquency has been a key concern in societies and the governments all over the world. It not only costs the youths themselves, but also the society in large; the general government’s time and financial resources are used to combat criminal activities among the youth. In considerable terms, children’s experience in the social setting, way of being brought up, and association contribute to shaping their characters and interests in life as they grow up. There are many factors in the environment that influence a child’s development, and consequently, participation in delinquency, such as social and economic factors affecting their personal lives, morale, confidence, and the well being of their families. What the children or minors hear and see from the environment remains quite clear in their memory, and most of the time, they are always persuaded to practice it to satisfy their quest. Ever wondered why young girls and men engage in sexual behaviours, form gangs, get convinced to drop out from school, commit murders, and engage in vandalism or any other illegal acts? Well, the root of causes lies in the environmental factors and control. Influence of Family Characteristics The family is the pillar of the child in development and largely contributes to what minors’ associate with early in life. At first, it begins with par ental supervision and the quality of the established relationship between the parents and the child. Based on supervision, parents get to correct their children’s behaviour early before they develop into serious problems. In many cases, due to poor supervision or lack of it, the minors have become addicts to watching unregulated programmes in the absence of their parents, contributing to depiction of violent movies and pornography, which are psychologically unhealthy for their age. The parents sometimes fail to control their children’s access to the internet or what they watch out of ignorance, viewing it as an escape to perform their other demanding roles. With such an opportunity, in their state of sexual curiosity, it easily leads to subsequent sexual crimes through the media that expose them to incest, rapes, child pornography, and prostitution as they watch cartoon pornography. The minors will copy the acts to identify themselves with movie stars who may be commit ting crimes, the fact of which might be unknown to the children. It goes without mentioning that parents should also use effective disciplining techniques to correct and not harshly punish the minors because to them, it could seem unjust and could even increase their anger to transform into something else. Children brought up in broken families or by separated

Conflict & Stress Management Essay Example for Free

Conflict Stress Management Essay 1.0 INTRODUCTION Stress and conflict are two major issues any organisation faces. They are inevitable in all facets of life, be individual or organisational. If not handled well they can be a hindrance for the company performance. Conflict and stress both varies according to the organisation and its culture. But both need to be managed well to avoid unnecessary problems. Conflict is a perception. Surveys show that employees spend as much as 42% of their time engaging in or attempting to resolve conflicts and 20% of managers’ time is taken up by conflict related issues (Gupta, Boyd, Kuzmits, 2011). This valuable time can be utilised in making the organisation a more efficient and an effective one. Organisations which fail to address conflict have the risk of losing their competitive advantage. Conflict can be viewed in many ways and there are different management styles which can deal with conflict. The leadership of the organisation must be involved in dealing with conflict as they would have to negotiate and bargain in order to overcome conflict. Stress is a major concern with today’s working people. This is because the world is developing in a faster pace which requires constant adaptation. Stress not only affects ones work-life balance, but also their personal life which creates chaos for individuals. According to some estimation, humankind losses 100 million workdays every year due to the aftermath of stress (Treven Potocan, 2005). Work stress needs to be managed well so it can actually improve the well being of the individuals as well as the organisation. Both of these factors will be viewed in the context of Nippon Lanka and will be analysed thoroughly on how they overcome these issues to maintain a healthy relationship with employees. Improvements and recommendations for the current methods will also be discussed. 2.0 OVERVIEW Nippon Lanka Pvt Ltd (NPLK) is a joint venture (JV) between the Nippon PLC Japan (NPJ) and Silicone Coatings Pvt Ltd (SC) Sri Lanka where the NPJ brought over 60% of Silicones shares. This joint venture is advantageous to both parties where NPJ is able to use this as an entry method and SC as an opportunity to be a part of a global industry. Formation of this JV took almost a year where Nippon Lanka studied SC and the relevant industry as whole to get an idea of the present market conditions. It was found that there was no better time to enter the Sri Lankan market due to the post war era development. Therefore SC was considered due to their strong presence in the market. Today after about three months from successfully forming the JV the company is going through a transition period. There aren’t any major changes to positions in the hierarchy but there are role changes and employees are finding it difficult to adapt to their new roles. Example: The Managing Director (MD) of the company who was the owner of the company still is the MD how ever to day the person is a salaried employee. The General Manager who was reporting directly to MD today has to report to the Board of directors where MD is just one out of the five directors. When examining the company culture towards conflict, the company culture and the value system which has been there for 35 years from the date of the establishment is now being changed. SC was established in 1979, as a small scale manufacture and a distributer of paint related ancillaries. By the time Nippon approached SC it had grown into the largest local player in the market where it was second only to the global giant Akzonobal by a 3% margin. It is evident that SC has been a one man show up to the time of the JV, the full value system and the operational procedures were laid down by the founder himself and not most of the managers found it enticing to be part of. Therefore the HR turnover was such that on average about six key resources left the company. In this back ground let’s see how the conflict and stress management function takes place within the organization. 3.0 CONFLICT AND CONFLICT MANAGEMENT 3.1 Conflict Management Styles Conflict can be defined as the process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something the first party cares about (Robbins S., Judge T. Vohra N., 2011:441). It is that point in an ongoing activity when an interaction crosses over to become an interparty conflict. Conflict can be seen as good and bad with corresponding positive and negative outcomes where this would all depend on how one views conflict. There are three basics views of conflict. These are the Traditional view, the Interactionist view and Managed conflict view. The traditional view sees conflict as bad and something that must be eliminated through the use of authority. Poor communication, lack of openness and failure to respond to employee needs could be seen as few of the causes. The interactionist view is that conflict is desirable, necessary for high performance teams and should be encouraged. The contemporary view is that conflict is inevitable and it may be positive or negative but it must be managed to be beneficial. Nippon Lanka follows a more interactionist view where conflict is encouraged and the company is of the view that a perfectly cooperative, harmonious group would hinder dynamism, creativity and innovation where a minimal level of conflict is needed to prevent a lacklustre, uninterested attitude among the group. As mentioned earlier, not all conflicts are good, and this view only supports functional conflict. Functional conflict is a constructive form of conflict that supports the goals of the group and improves performance. The type of conflict at hand would distinguish a functional conflict from a dysfunctional conflict. Although these are distinct types of conflict, the occurrence of one type of conflict can lead to a conflict of another type taking place. For example, the process of costing has been kept confidential, and this has led to the tension between the sales team and the costing team. 3.2TYPES OF CONFLICT PRESENT IN NIPPON LANKA 3.2.1Relationship conflict Conflicts between two people are known as relationship conflicts. These conflicts arise as a result of miscommunication, disagreements or misunderstandings between people. One such situation at Nippon Lanka arose between the Brand Manager and the Marketing Manager. The Brand manager has been with the company for 5 years and has previously worked with two Heads of marketing. Once the new marketing manager was appointed, it was found that the latter was less experienced and was not willing to corporate with the Marketing Head. This triggered huge problems for the new comer. The management was aware of this, but wasn’t able to remove him from the position due to the valuable connections the customers. However, the Marketing Manager understood this inferiority complex of the Brand Manager. Having gone through the initial hardships the new marketing manager somehow managed to win the trust of the Brand manager. Now they are working harmoniously, directing all their efforts towards the benefit of the company. 3.2.2.Data Conflict This occurs when decisions are made without adequate information. At Nippon Lanka, the costing department works in isolation. They do not consult the sales and marketing team when arriving at the costs, so more often than not, the cost of the product is either too high, depriving them of valuable orders and potential growth, or at times its too low depriving the opportunity for the company to charge a premium price on an innovative product or to achieve efficiency through specialisation. 3.2.3Interest Conflict Conflicts of interest mainly deal with psychological issues, where an individual or organisation behaves in a certain manner, with the aim of meeting a particular interest which is not shared by everyone else. The JV with the Japanese company was not disclosed or made public, even though doing so would have been acting in the best interests of the company. The MD did not like the idea of publicising the 60:40 JV that was taking place, as it would be viewed as a takeover. However, the rest of the company felt that some amount of public awareness would have positively impacted the companys future performance. Another example would be when the HR department wanted to minimise the over time cost they imposed a rule where all sales vehicle needs to be back at the HO by 5 pm. As an example what the Sales representatives would do is when they need to deliver goods up to Negombo, covering Wattala, Ja-ela, Seeduwa and Negombo. They would turn back from Seeduwa at 3.30 pm in order to make it back to office by 5 pm, without covering their full distance to Negombo. What followed was a delay in the delivery and travelling additional mileage, having to revisit incomplete routes taking the same path. 3.2.4 Structural Conflict Structural conflict arises from unclear and undefined roles and reporting lines. The RD and the production manger are directly reporting to the MD. The other managers report to the GM, where the GM reports to the MD. Currently when a sales representative needs to develop a sample for a particular customer, the sales representative will not have the adequate support since the request from the sales rep will not be taken seriously from the RD manager and the GM cannot question them for not doing it right. Only 10 out of 1 samples are successful and yet the RD manager has managed to survive, distracting the control and supervisory system of the top management since there is no clear reporting structure. 3.2.5 Value Conflict A value conflict comes about when two people or groups have dissenting views on moralitythat basic understanding of what is naturally right or wrong. As mentioned earlier, the cost manager considered himself and his department superior than the other departments, with the notion that the information handled need not be disclosed to anyone else. At present, the cost manager is in prison, facing charges of fraud. Although the environment helped the person to carry out fraud, this is a clear example of conflicting values. 3.3 THE CONFLICT PROCESS Figure 1: The Conflict Process (Source: Robbins S., Judge T. Vohra N., 2005:444) 3.3.1Stage I: Potential opposition or incompatibility The first stage talks about the conditions that are needed for conflict to arise. They may not directly lead to conflict, but they need to be present for conflict to surface. They can be referred to as the causes of conflict and can be condensed into three general categories, namely communications, structure and personal variables. Communication, either too much or too little information passed between members can result in potential opportunities for conflict to arise. At Nippon Lanka, the manner in which the costing of the products is carried out is not communicated to the members in the other dept and this has been the initiating factor for conflict to set in. Structure includes several variables such as size, degree of specialization in the tasks assigned to the group members, role clarity, member-goal compatibility, leadership styles, reward systems, and the degree of dependence among groups. The sales and promotions manager at Nippon Paints follow an aggressive, predator style of leadership where excuses were not tolerated and was only interested in the achievement of results and targets. An example would be, the samples taken from the production team that is used for sales and promotion does not meet the required standards of quality where 9 out of 10 samples would fail. Same time, the Sales and promotions manager would also be very demanding of the sales representatives in terms of getting the desired targets. In some cases, employees have resigned due this demanding nature. Personal variables are mainly due to differences in personal traits of individuals. Diverse issues such as prejudice and disagreements over ones contribution to the group, as well as the rewards one deserves. For example, at Nippon Paints, the General Manager is prepared to hire new trainees at Rs. 15,000/=, whereas the Sales and Promotions Manager feels that the market rate of Rs. 30,000/= should be paid to them. The low salaries have deterred attracting the talented individuals and therefore not achieving the fullest potential. 3.3.2Stage II: Cognition and Personalization If the conditions mentioned in stage I negatively affect something one party cares about, then the potential for opposition or incompatibility surfaces in the second stage. One or both parties must be aware and perceive that these conditions exist. However, just because it is perceived does not make the conflict personalized. It may not have an effect on either or both parties. The conflict has to be felt, for individuals become emotionally involved, leading to anxiety, tension, frustration or hostility. 3.3.3Stage III: Intentions Intentions get in the way of peoples perceptions and emotions and act as decisions for them to react the way they do to the situation at hand. They are important, as one has to make inferences of the other partys intentions to know and understand the reason behind that partys behavior and to respond accordingly. Conflicts tend to escalate at this point merely because of the wrong inferences being made. Sometimes a behavior might erroneously reflect the persons intentions. Two dimensions are used, namely cooperativeness (the degree to which one party attempts to satisfy the other partys concerns) and assertiveness (the degree to which one party attempt to satisfy his or her own concerns) to identify five conflict handling intentions. This has been attached to Appendix 1 with the styles explained. 3.3.4Stage IV: Behavior This stage includes actions, statements and reactions made by the conflicting parties. Intentions of each party are implemented through these behaviors and can be seen as a dynamic process of interaction. Conflicts usually start slow; characterized by indirect rather subtle forms of tension and escalate as the tension builds. At this latter stage things could become highly destructive where such conflicts are almost always dysfunctional. 3.3.5Stage V: Outcomes Behavior would lead to outcomes, where some are functional in that the conflict results in an improvement in the groups performance or it may also be dysfunctional in that it hinders group performance. Functional conflict can be beneficial for the company as it provides a medium through which problems can be aired and tensions released. This improves the quality of decisions, stimulates creativity and innovation, encourages interest and curiosity among group members and it forces and environment of self-evaluation and change. Some companies discourage conflict as they prefer yes-men, loyal to the higher ups to the point of never questioning company actions. As for dysfunctional conflict it would reduce group effectiveness and group cohesiveness. At the extreme, conflict can bring group functioning to a halt and potentially threaten the groups survival. Refer Appendix II for the example of a conflict Process at Nippon paints. 3.3 NEGOTIATING AND BARGAINING Before the organisation starts negotiating they should be aware of the nature of the conflict. There is a certain process that needs to be followed in negotiation. Negotiation is by definition the management of crossed demands, where each one of us expresses requests hoping the other will try to fulfil them (Lempereur, A. 2012). As it is said â€Å"Everything is negotiation in life†, so every party involved in the process would like to take the best out of it. 3.3.1 Bargaining Strategies There are two bargaining strategies that could be discussed. Distributive bargaining and integrative bargaining. In the current context what is more obvious is integrative bargaining which makes both the parties involved satisfied creating a win-win situation. An example for this was when a sales representative requests for a personal vehicle they need to achieve a certain level of sales targets. If they maintain the sales targets for a sustainable period they will be given a personal vehicle. But by any chance if they do not keep up to the said targets their salaries will be reduced in accordance with the cost of maintaining the vehicle by the company. Through a situation like this, what is created is a long term positive relationship for the company. As a company, they increase the sales levels and the employees will also be satisfied as their needs are also met. 3.3.2 Negotiation Process Negotiation can happen in 5 steps; these are preparation and planning, definition and ground rules, clarification and justification, bargaining and problem solving and closure and implementation. Some do not have a positive ending or a closure. But negotiations that have an effect for the organisation will go through a process. An example of this would be when the company needs to host certain function in hotels they would negotiate with them for the best bargain. As they have cost constraints, there are certain limitations and getting the best bargain with the best outcome would be the perfect scenario. Before the start of the negotiation with the relevant hoteliers the in-charge person will prepare the list of things that need to be discussed. These would be the pricing, menu items, additional services that are required and assess what the other party goals and prepare well for them. In this instance a budget per person would be Rs. 3,000. But the relevant hotels cost was higher. Then the menus for these relevant amounts will be compared. In the Sri Lankan context rather than a 4 or 5 course meal, action stations with koththu and hoppers have a vibrant feeling and also cost less. So in the negotiation table the other alternatives will be put across. Since information is all gathered, the representative will develop a strategy. The person will also determine the Best Alternative to a Negotiated Agreement (BATNA). So here the BATNA will be to get cost per person at Rs. 3,000 having action stations with cocktail menu. The person will determine when and where to have the appointment. The ideal place would be at hotel premises because then the ambiance where service capacity can also be viewed. The meeting would be planned in the best time where both parties are not strained with other commitments and can concentrate for a best outcome. Once the initial stance is made then there will be further clarifications and explanations. Then both parties will try to come up with concessions in order to make a decision. Once both parties are satisfied they will formalize the agreement. In this process Nippon Lanka representatives will stress on the fact that if one event is made a success; then the hotel is winning a long term corporate client. This enhances their business. 3.3.3 Third Party Negotiation This is crucial for Nippon Lanka as they deal with lot of suppliers and customers. Advertising is a crucial part for this organisation and dealing with media is important to get a good advertising deal. Earlier they were dealing with the television and radio stations by themselves and it was quite strenuous. Getting a good deal that is worth their money was tough and time consuming, having deal with different organisations, so they decided to obtain third party involvement. The outcome was to get a consultant to act on media buying for the organisation. A consultant is a skilled and impartial third party who attempts to facilitate problem solving through communication and analysis (Robbins S., Judge T. Vohra N., 2011:457). They are there to improve the current status and to get a win-win solution for both parties. When Nippon started using a third party advertising firm to do media buying, they were able to get good deals from media as they have a high bargaining power. 4.0 WORK STRESS STRESS MANAGEMENT Stress is a dynamic condition in which an individual is confronted with an opportunity, demand, or resource related to what the individual desires and for which the outcome is perceived to be both uncertain and important (Robbins, Judge Vohrs, 554). Most of the time stress is discussed in the negative contest but this is not true at all times. Stress can be taken into the system as an advantage. In the current organisation stress factor is not talked openly even though people are put under stress levels it is not considered as value adding option for the organisation. In the organisation currently what is seen is the challenge stresses but sometimes these same factors do become hindrance stressors for the employees. 4.1 Sources of stress The main sources of stress in the organisation comes from environmental and organisation factors. When it comes to environmental factors; the three types of uncertainties are economic, political and technological. These play a minimal role compared to organisational and personal factors. In considering environment factors; the workers are stressed on the technological aspect. Research and development team is always under pressure in getting a new product development before their competitors. Organisation heads are concerned about the Political uncertainty. Whenever a new rule or regulation is passed by government with regard to the consumer protection or protecting environment this takes a toll in the organisation activities. They must be aware of the new laws and how to tackle them, this adds a lot of strain in the management as they need to alter or change certain decisions according to political scenarios. Change in economic policies and recessions or booms in the economic cycle create stress on the organisation. Current economic down turn have made a toll in the sales teams as consumers are spending less and government projects have considerably reduced. At the same time government is not paying their debt and collections have become harder. Organisational factors are the ones that are created by the organisation which creates stress on employees. Task demands such as collecting debts in 90 days have a strain on the employee. This increases the job pressure. Role demands relate to pressure that occurs due to the job role. Managers and above have high role related pressures compared to subordinates due to the heavy work load which needs to be performed in less time. Most employees complain that they are given more work than they can handle and it stresses them out a lot. At the same time many complain the targets given are not practical. There is a minimal level of interpersonal demands where other employees are not supportive. Personal factors which increase stress are different to every individual. But this does create a hindrance in the organisation performance. All or some of these factors create a high turnover or absenteeism, reduction in productivity and decrease in job satisfaction. Sadly Nippon Lanka has not recognised the importance of stress management in order to curb it or cure it. The main organisational stress come comes from the current management change, this is because the task and role demands have changed and employees need to adjust to the new roles. Personal factors too trigger stress level of the employees. 4.2 Managing Stress at Nippon Lanka Pvt Ltd Based on the study, it is visible that Nippon Lanka uses stress as a positive motivator, but at some points it goes out of hand where it depletes the collaboration and coordination amongst the teams and also inter department. Based on the job roles, the department heads can think of the stress levels which can be imposed on the team members to get results and to meet targets. However the stress levels should be correctly managed so that it motivates results and not deplete and impede the team building and performance drive within the teams. As it is observed, some amount of stress comes from the non-alignment of the reporting lines. Therefore the suggestion is to relook at the reporting lines so that stress does not occur due to incorrect alignment of the business structure which has a negative impact and which creates unnecessary types of stress within teams. Together with the Job role enrichment, reporting lines should also be re-aligned so that the company will only be left with stress which causes the company to perform and not to impede. 5.0 CONCLUSION In conclusion conflict, negotiation and stress are all visible in Nippon Paint. Conflict is unavoidable at the organisation due to the dealings they have among the departments and the third parties. To overcome conflict certain understanding among employees and stakeholders must be implemented. It can be seen that conflict, negotiation and stress are interlinked with each other on some level. Organisational conflict styles may shape an organisations social environment, affecting the level of ongoing conflict and thus the level of stress among employees. Nippon Lanka to a great extent follows an integrative style of conflict management which leads to lower task conflict, reducing relationship conflict, which reduces stress. However, there are many instances where the management has not come up with a solution to the conflict at hand, where they are not willing to step in and the employees are left to resolve the matter, which at most times remains unresolved. The recommended improvements with regard to this has been discussed in Section 3.4. It is important that with the JV taking place, the new management plays an active role in resolving these long running issues so that the organisation and its performance does not get affected. The current JV could also trigger new conflicts and stress levels within the organisation where it is crucial that these issues are identified and resolved. The new management must take this opportunity to place greater prominence of recognizing the on-going stress levels within the organisation and deal with them appropriately. Improved management of conflict, negotiations and stress would benefit the individuals and the organisation in terms of high performing, content, dedicated employees who deliver results.

Impact of training on employee performance

Impact of training on employee performance The importance of training and development to employees performance and for that matter to employees and organisational performance cannot be overemphasised. Noe (1999) affirms that management of individual skills is an important aspect of doing business today, and employee development will likely grow in the future. The benefits of employee development extend beyond the actual skills gained and their contribution to an individuals productivity. The issue of training is paramount to the success of any organisation and this function of training has been examined for decades now. However, in todays business climate of continuous changes and uncertainty, the importance of training to employee and organisational performance as a whole, needs to be seen from a new perspective. The need for organisations to respond to the needs of its human capital and the effect of training on their performance of the organisation has become a crucial subject for business activity. It is important to note that there is an established link between training and performance. Not only does training enhance employee motivation and satisfaction, increases productivity, reduces the problems associated with the supervision of employees but also creates a reservoir of qualified employee as well as reduces work related activities as a result of increased knowledge, skills, abilities and competences. According to the Journal of Industrial Training, November / December 1947 edition, it is suggested that training be defined as that tool of management which through sound principles of teaching and learning, is utilised to raise the productive ability and to maintain and improve the performance of all employees. Training which consists of planned programmes must be on-going designed to improve performance at the individual, group, and organisational levels. Improved performance, in turn, implies that there have been measurable changes in knowledge, skills, attitude, and social behaviour. In fact, well-planned, well-executed training efforts may fail unless companies and communities help workers see training as a long term investment in their own career. Nestlà © Ghana Limited started business in Ghana in 1957 under the trading name of Nestlà © Products (Gh) Limited with the importation of Nestlà © products such as milk and chocolates. In 1968, it was incorporated as Food Specialties (Gh) Limited to manufacture and market locally well known Nestlà © brands. The company became Nestlà © Ghana Limited in 1987. In 1971 the production of the IDEAL Milk and MILO started at the Tema Factory which has since been expanded further with products not only produced for Ghana but also exported across West Africa. In 2003, Nestlà © Ghana Ltd invested in a new warehouse, the Central Distribution centre, located next to the factory in Tema. The company also runs sales offices with warehouses in Kumasi, Takoradi, Koforidua and Tamale. The main objectives of the company are the development of the local and regional West African market. Since it was established, the company has significantly stimulated the Ghanaian economy with a dynamic, well trained and dedicated workforce, manufacturing and marketing well known quality brands such as Ideal Full Cream Evaporated Milk, Carnation Filled Milk, Carnation Tea Creamer, Milo, Chocolim, Choco Milo, Cerevita Porridges, Cerelac and Nestlà © infant cereals. Nestlà © Ghana Ltd also imports and distributes brands such as Nido Milk Powder, Lactogen and Nan Infant Formula and soluble coffee Nescafe. All those products can be found all over the countrys extended distribution network. The company also takes an important role in the social life of Ghana by promoting medical students in health sciences, supporting child education and social events as well as sports. In addition to all these, the Nestle Ghana Ltd in its Investment Projects/ Growth Strategy, has invested some 130 billion cedis in 2004 and 2005 to increase its production capacity, particularly in the area of cocoa-based beverages, and to construct modern and efficient distribution facilities next to the factory in Tema. STATEMENT OF PROBLEM Over the years, performances within some sectors of the company have not been particularly impressive. Even though through its brands, profits have soared, it is believed that the level of employees skills, knowledge and competencies, if improved, would enhance not only the companys image but also shoot profits through the roof. Nestle Gh Ltd has elaborate training and development policies for its employees which include study leave, on-the-job training, off-the-job training, special short courses, mentoring and workshops among others All of the above are aimed at updating the knowledge, skills, abilities and competences of its employees in order to achieve organisational goals and objectives. PURPOSE OF STUDY The general objective of the study will be to assess the effects of training on the performance of employees of the Nestle Ghana Ltd The specific objectives of the study are to: Examine the knowledge, skills and qualifications of employees of the Nestle Ghana Ltd Examine the training needs of employees of Nestle Ghana Ltd Ascertain employee performance management or appraisal system of Nestle Ghana Ltd Determine effects of training on job performance of employees of Nestle Ghana Ltd Make recommendations to the institution on ways to improve upon training and performance of employees and to inform policy and programme formulation Research Questions The following research questions have been formulated to guide the study: What are the criteria for selecting trainees in Nestle Ghana Ltd? How does training affect employee performance in Nestle Ghana Ltd? What level of importance does Nestle Ghana Ltd attach to training? Significance of the study One of the sources of improving on the knowledge, skills, attitudes, effectiveness and performance of employees in every institution is through sustained training and development. In this direction, there has been a reasonable amount of studies conducted on the subject matter in Ghana. However, studies of such kind are inadequate. It is therefore significant to undertake a study to assess the effects of training on the performance of employees of Nestle Ghana Ltd. The study is thus intended to serve as a reliable source of data for relevant agencies, researchers, students, and organisations and institutions interested in the effects of training on employee performance. Furthermore, the study is expected to contribute to knowledge and existing literature on training and its effects on employee performance. SCOPE OF THE STUDY The study will focused on assessing the impact of training on employee performance by using Nestle Ghana Ltd. LITERATURE REVIEW According to Herzberg (1966) human resources constitute the ultimate basis for the wealth of a nation or an organisation, Human resources, particularly employees energies, talents, skills, abilities, knowledge and efforts are often useful in the production of goods or rendering services. Employees are often described as the most significant and dynamic among organisational resources since the character and strength of an organisation is invariably tied up with the quality and attributes of its employees (Cole, 2002). Employee training and development therefore is not only essential but also critical to an organisations survival. The global trend now is the training and development of human resources as the knowledge that human beings possess is the pivot for achieving an increase in total factor productivity (UNIDO, 1995). Training and development is a comprehensive learning system designed to enhance individual performance for the purpose of improving organisational effectiveness and efficiency. Training is the process of facilitating organisational learning, performance and change through formal and informal interactions, initiatives and management actions for the purpose of enhancing an organisations performance, capacity, capability, competence, competitiveness and readiness (Gilley, England Gilley, 2002). Theoretical framework According to Cole (1998) training and development activities depends on the policy and strategies of an organisation. Many organisations in the review of related literature as regards training in an organisation are not quite easy, as available literature encounters many difficulties. Beginning with, the use of the two terms of training and development are thought of as one entity. Some authors such as Cole (1998) and Robbins (1991) equate staff development to human resource development which focuses on among other things, preparing employees for greater responsibility and advancement. Others however look at it from the view of workers education and training. According to Robbins (1991), when management provide employees with training, its intention is to instil preferred work behaviours and attitudes in them. This may be most obvious during the new employees orientation, which is a type of training in itself. Daft (as cited in Mullins 1999) is of the view that all organisations are open systems and ignoring the environment may lead to failure in the entire system. Organisations and the environment in which they operate are constantly in link with each other. Indeed, interdependence is very crucial since the malfunction or neglect of any one of them inevitably affects the others and the total system. The training functions in any organisation is functionally linked to this whole work system and any extortion in the series of independent systems could affect productivity, hence the effectiveness by training (Mullin, 1999). Motivation is concerned with the factors that influence people to behave in certain ways, Armstrong (2006). Motivation is a tool for encouragement, a driving force that defines behaviour. It can be intrinsic, that is, self generating factors or extrinsic which is motivation that originates outside the individual. The survival of any training programme is dependent on its sensitivity to the demands of the environment, which includes the trainees, management and the entire community. It must be emphasized that the most literature agrees that the aim of the training process is to help develop the organisations employees skills, knowledge and attitude that have been regarded necessary for an effective performance of their work. According to Mc-Beath (1994), development is about total growth of knowledge, experience and abilities of the individual, the development of the whole person as he progresses towards his ultimate potential, being long term and future oriented opportunities to acquire knowledge, skills and attitudes largely off-the-job, to help achieve designed performance or levels of knowledge. The definition is role of employee specific. Training is seen as teaching lower level employees how to perform their present job while development involves teaching managers and professional employees skills needed for their present and future jobs. Rae (1994) identifies the following training functions as the most commonly found in organisations. General job skills training: This sees staff at all levels frequently possessing a common problem or needs in order to carry out their jobs efficiently. Functional job skills training: concerns itself mainly with situations where organisations introduce new or revised operating systems, procedures and so on. On-the job training: refers to face-to-face, individualized training or instruction on-the job at the work place. Technical skills training: generally refers to training in the information technology where specific and technological skills are required. Professional skills training: involve the training of professional staff such as Accountants, Surveyors, Auditors, Architects, etc. Management training: trainers in many large organisations specialize in training and development of managers. In trainer training: the trainers themselves require advance skills in their existing line of work. To Mullin (1999), the purpose of training is to improve knowledge and skills, and to change attitudes. Mullins again states that in order to secure the full benefits of successful training, there must therefore be a planned and systematic approach to the effective management of training According to Douglas and Philip (1987), there are several training principles pertaining to training and learning. The generalisations are the results of efforts to formulate a reasonable useful set of descriptive statements concerning the trainee and training methods, materials and situations. Some writers who have written on training observed that most training reported was for organisational rather than individual development. This presupposes that carrier development does not appear to be fully blamed for such positions since some employers lose considerable human resource annually after investing heavily in them. The concern here is whether organisations are justified in maintaining such policies. Foster as cited in Mayo and Du Bois (1993) states that training should create conditions and stimuli to evoke response in others, to develop knowledge, skills and attitudes, to produce changes in behaviour and finally to attain specific objectives. The connection between training and organisational goals implies that training in an organisation could be strategic, informal and operational (OConnor, Bronner Delaney, 1996). Informal training is based on the need to give the employees information about the organisation which includes orientation, developing corporate citizenship, and creating a contextual reference for employees (Noe, 1999). METHODOLOGY Thomas (1996) in his deliberations on the descriptive surveys method stressed that data sometimes live buried with the minds or within the attitudes, feeling reactions of men and women and they can act as clues for further investigations to be canned out. The use of the survey method enables the researcher to systematically collect data about the nature of the training programme and its attendant challenges that the participants face. The sample population used in this research was thirty staff members of Nestle Ghana Ltd. There will be three groups of respondents: a. workers who have been in the company for just a year and have undergone only orientation training b. workers who have undergone in-service training within the company c. workers who have gone into international training. These are usually managerial staff. The Human Resource unit of Nestle Ghana Ltd will be contacted to provide the sample size of workers of the company who fall under these categories. Respondents will be issued questionnaires to fill on the information required. Where possible, there will be unstructured interviews with the respondents as to questionnaires they are required to fill. Research Instruments The standard questionnaire will be the main instrument for data collection for the trained staff of Nestle Ghana Ltd. It will be used to elicit responses from the beneficiaries as to how they are involved in the objective setting and the training needs assessment of the training programmes among others. All the questions will be asked to ascertain whether the purpose of training can be perceived in terms of ensuring that employees have the requisite knowledge, skills and attitudes required to perform well at post. The questionnaires will consist of both open and closed questions. The closed-ended questions are asked to make sure of uniformity and greater reliability. The open-ended techniques will used to probe further on the questions and also eliminate ambiguities. The study will be based on both primary and secondary data sources. The primary data consists of responses to the questionnaire administered to Nestle Ghana Ltd staffs who have attended some training programmes. In addition bits of information will also be taken from other published and unpublished studies related to the study. The data collected will be matched, synthesized and coded for easy presentation. Data collected from respondents will be analysed with the Statistical Package for the Social Sciences (SPSS). CONCLUSION The research will highlight the importance of training to Nestle Ghana Limited and develop a link between training and both employee and company development.REFERENCES Armstrong, M (2006) Human Resource Management Practice, London: Kogan Page. Cole, G. A. (2002) Personnel and Human Resource Management, (5th ed.). London: Book Powers ELST Douglas, M. G Philip, H. D. (1987) The Complete Book of Training Theory, Principles and Techniques. London: Pfeiffer Co Gilley, J. W., England, S. A Gilley, A. M. (2002) Principles of Human Resource Development, (2nd ed.), Perseus, US. Herzberg, F. H. (1966) Work and the Nature of Man, Cleveland: World Publishing Co. International Journal of Industrial Training, November / December 1947 edition Mayo, G. D., Du Bois P. (1993) The Complete Book of Training. San Diego, California: University Associates Inc. Mc-Beath, G. Rands, D. N. (1994) Salary Administration (3rd ed.). Oxford: Blackwell. Mullin, Laurie J. (1999) Management and Organisational Behaviour (5th ed.). London: Prentice Hall Noe, R. A. (1999) Employee Training and Development, New York: McGraw Hill. OConnor, B. N., Bronner, M., Delaney, C. (1996) Training for Organisations. Cincinnati, OH: South Western Educational Publishing. Rae, L. (1994) The Skills of Human Relations Training, London: Gower. Robbins, S. P. (1991). Organisational Behaviour. Englewood Cliffs, N.J.: Prentice Hall. Thomas S. B. (1996) Method and Analysis in Organisational Research. Virginia: Reston Publishing Co. UNIDO (1995) 30 years of Industrial Development 1966-1996, London: ISC and UNIDO. . Impact of Training on Employee Performance Impact of Training on Employee Performance The importance of training and development to employees performance and for that matter to employees and organisational performance cannot be overemphasised. Noe (1999) affirms that management of individual skills is an important aspect of doing business today, and employee development will likely grow in the future. The benefits of employee development extend beyond the actual skills gained and their contribution to an individuals productivity. The issue of training is paramount to the success of any organisation and this function of training has been examined for decades now. However, in todays business climate of continuous changes and uncertainty, the importance of training to employee and organisational performance as a whole, needs to be seen from a new perspective. The need for organisations to respond to the needs of its human capital and the effect of training on their performance of the organisation has become a crucial subject for business activity. It is important to note that there is an established link between training and performance. Not only does training enhance employee motivation and satisfaction, increases productivity, reduces the problems associated with the supervision of employees but also creates a reservoir of qualified employee as well as reduces work related activities as a result of increased knowledge, skills, abilities and competences. According to the Journal of Industrial Training, November / December 1947 edition, it is suggested that training be defined as that tool of management which through sound principles of teaching and learning, is utilised to raise the productive ability and to maintain and improve the performance of all employees. Training which consists of planned programmes must be on-going designed to improve performance at the individual, group, and organisational levels. Improved performance, in turn, implies that there have been measurable changes in knowledge, skills, attitude, and social behaviour. In fact, well-planned, well-executed training efforts may fail unless companies and communities help workers see training as a long term investment in their own career. Nestlà © Ghana Limited started business in Ghana in 1957 under the trading name of Nestlà © Products (Gh) Limited with the importation of Nestlà © products such as milk and chocolates. In 1968, it was incorporated as Food Specialties (Gh) Limited to manufacture and market locally well known Nestlà © brands. The company became Nestlà © Ghana Limited in 1987. In 1971 the production of the IDEAL Milk and MILO started at the Tema Factory which has since been expanded further with products not only produced for Ghana but also exported across West Africa. In 2003, Nestlà © Ghana Ltd invested in a new warehouse, the Central Distribution centre, located next to the factory in Tema. The company also runs sales offices with warehouses in Kumasi, Takoradi, Koforidua and Tamale. The main objectives of the company are the development of the local and regional West African market. Since it was established, the company has significantly stimulated the Ghanaian economy with a dynamic, well trained and dedicated workforce, manufacturing and marketing well known quality brands such as Ideal Full Cream Evaporated Milk, Carnation Filled Milk, Carnation Tea Creamer, Milo, Chocolim, Choco Milo, Cerevita Porridges, Cerelac and Nestlà © infant cereals. Nestlà © Ghana Ltd also imports and distributes brands such as Nido Milk Powder, Lactogen and Nan Infant Formula and soluble coffee Nescafe. All those products can be found all over the countrys extended distribution network. The company also takes an important role in the social life of Ghana by promoting medical students in health sciences, supporting child education and social events as well as sports. In addition to all these, the Nestle Ghana Ltd in its Investment Projects/ Growth Strategy, has invested some 130 billion cedis in 2004 and 2005 to increase its production capacity, particularly in the area of cocoa-based beverages, and to construct modern and efficient distribution facilities next to the factory in Tema. STATEMENT OF PROBLEM Over the years, performances within some sectors of the company have not been particularly impressive. Even though through its brands, profits have soared, it is believed that the level of employees skills, knowledge and competencies, if improved, would enhance not only the companys image but also shoot profits through the roof. Nestle Gh Ltd has elaborate training and development policies for its employees which include study leave, on-the-job training, off-the-job training, special short courses, mentoring and workshops among others All of the above are aimed at updating the knowledge, skills, abilities and competences of its employees in order to achieve organisational goals and objectives. PURPOSE OF STUDY The general objective of the study will be to assess the effects of training on the performance of employees of the Nestle Ghana Ltd The specific objectives of the study are to: Examine the knowledge, skills and qualifications of employees of the Nestle Ghana Ltd Examine the training needs of employees of Nestle Ghana Ltd Ascertain employee performance management or appraisal system of Nestle Ghana Ltd Determine effects of training on job performance of employees of Nestle Ghana Ltd Make recommendations to the institution on ways to improve upon training and performance of employees and to inform policy and programme formulation Research Questions The following research questions have been formulated to guide the study: What are the criteria for selecting trainees in Nestle Ghana Ltd? How does training affect employee performance in Nestle Ghana Ltd? What level of importance does Nestle Ghana Ltd attach to training? Significance of the study One of the sources of improving on the knowledge, skills, attitudes, effectiveness and performance of employees in every institution is through sustained training and development. In this direction, there has been a reasonable amount of studies conducted on the subject matter in Ghana. However, studies of such kind are inadequate. It is therefore significant to undertake a study to assess the effects of training on the performance of employees of Nestle Ghana Ltd. The study is thus intended to serve as a reliable source of data for relevant agencies, researchers, students, and organisations and institutions interested in the effects of training on employee performance. Furthermore, the study is expected to contribute to knowledge and existing literature on training and its effects on employee performance. SCOPE OF THE STUDY The study will focused on assessing the impact of training on employee performance by using Nestle Ghana Ltd. LITERATURE REVIEW According to Herzberg (1966) human resources constitute the ultimate basis for the wealth of a nation or an organisation, Human resources, particularly employees energies, talents, skills, abilities, knowledge and efforts are often useful in the production of goods or rendering services. Employees are often described as the most significant and dynamic among organisational resources since the character and strength of an organisation is invariably tied up with the quality and attributes of its employees (Cole, 2002). Employee training and development therefore is not only essential but also critical to an organisations survival. The global trend now is the training and development of human resources as the knowledge that human beings possess is the pivot for achieving an increase in total factor productivity (UNIDO, 1995). Training and development is a comprehensive learning system designed to enhance individual performance for the purpose of improving organisational effectiveness and efficiency. Training is the process of facilitating organisational learning, performance and change through formal and informal interactions, initiatives and management actions for the purpose of enhancing an organisations performance, capacity, capability, competence, competitiveness and readiness (Gilley, England Gilley, 2002). Theoretical framework According to Cole (1998) training and development activities depends on the policy and strategies of an organisation. Many organisations in the review of related literature as regards training in an organisation are not quite easy, as available literature encounters many difficulties. Beginning with, the use of the two terms of training and development are thought of as one entity. Some authors such as Cole (1998) and Robbins (1991) equate staff development to human resource development which focuses on among other things, preparing employees for greater responsibility and advancement. Others however look at it from the view of workers education and training. According to Robbins (1991), when management provide employees with training, its intention is to instil preferred work behaviours and attitudes in them. This may be most obvious during the new employees orientation, which is a type of training in itself. Daft (as cited in Mullins 1999) is of the view that all organisations are open systems and ignoring the environment may lead to failure in the entire system. Organisations and the environment in which they operate are constantly in link with each other. Indeed, interdependence is very crucial since the malfunction or neglect of any one of them inevitably affects the others and the total system. The training functions in any organisation is functionally linked to this whole work system and any extortion in the series of independent systems could affect productivity, hence the effectiveness by training (Mullin, 1999). Motivation is concerned with the factors that influence people to behave in certain ways, Armstrong (2006). Motivation is a tool for encouragement, a driving force that defines behaviour. It can be intrinsic, that is, self generating factors or extrinsic which is motivation that originates outside the individual. The survival of any training programme is dependent on its sensitivity to the demands of the environment, which includes the trainees, management and the entire community. It must be emphasized that the most literature agrees that the aim of the training process is to help develop the organisations employees skills, knowledge and attitude that have been regarded necessary for an effective performance of their work. According to Mc-Beath (1994), development is about total growth of knowledge, experience and abilities of the individual, the development of the whole person as he progresses towards his ultimate potential, being long term and future oriented opportunities to acquire knowledge, skills and attitudes largely off-the-job, to help achieve designed performance or levels of knowledge. The definition is role of employee specific. Training is seen as teaching lower level employees how to perform their present job while development involves teaching managers and professional employees skills needed for their present and future jobs. Rae (1994) identifies the following training functions as the most commonly found in organisations. General job skills training: This sees staff at all levels frequently possessing a common problem or needs in order to carry out their jobs efficiently. Functional job skills training: concerns itself mainly with situations where organisations introduce new or revised operating systems, procedures and so on. On-the job training: refers to face-to-face, individualized training or instruction on-the job at the work place. Technical skills training: generally refers to training in the information technology where specific and technological skills are required. Professional skills training: involve the training of professional staff such as Accountants, Surveyors, Auditors, Architects, etc. Management training: trainers in many large organisations specialize in training and development of managers. In trainer training: the trainers themselves require advance skills in their existing line of work. To Mullin (1999), the purpose of training is to improve knowledge and skills, and to change attitudes. Mullins again states that in order to secure the full benefits of successful training, there must therefore be a planned and systematic approach to the effective management of training According to Douglas and Philip (1987), there are several training principles pertaining to training and learning. The generalisations are the results of efforts to formulate a reasonable useful set of descriptive statements concerning the trainee and training methods, materials and situations. Some writers who have written on training observed that most training reported was for organisational rather than individual development. This presupposes that carrier development does not appear to be fully blamed for such positions since some employers lose considerable human resource annually after investing heavily in them. The concern here is whether organisations are justified in maintaining such policies. Foster as cited in Mayo and Du Bois (1993) states that training should create conditions and stimuli to evoke response in others, to develop knowledge, skills and attitudes, to produce changes in behaviour and finally to attain specific objectives. The connection between training and organisational goals implies that training in an organisation could be strategic, informal and operational (OConnor, Bronner Delaney, 1996). Informal training is based on the need to give the employees information about the organisation which includes orientation, developing corporate citizenship, and creating a contextual reference for employees (Noe, 1999). METHODOLOGY Thomas (1996) in his deliberations on the descriptive surveys method stressed that data sometimes live buried with the minds or within the attitudes, feeling reactions of men and women and they can act as clues for further investigations to be canned out. The use of the survey method enables the researcher to systematically collect data about the nature of the training programme and its attendant challenges that the participants face. The sample population used in this research was thirty staff members of Nestle Ghana Ltd. There will be three groups of respondents: a. workers who have been in the company for just a year and have undergone only orientation training b. workers who have undergone in-service training within the company c. workers who have gone into international training. These are usually managerial staff. The Human Resource unit of Nestle Ghana Ltd will be contacted to provide the sample size of workers of the company who fall under these categories. Respondents will be issued questionnaires to fill on the information required. Where possible, there will be unstructured interviews with the respondents as to questionnaires they are required to fill. Research Instruments The standard questionnaire will be the main instrument for data collection for the trained staff of Nestle Ghana Ltd. It will be used to elicit responses from the beneficiaries as to how they are involved in the objective setting and the training needs assessment of the training programmes among others. All the questions will be asked to ascertain whether the purpose of training can be perceived in terms of ensuring that employees have the requisite knowledge, skills and attitudes required to perform well at post. The questionnaires will consist of both open and closed questions. The closed-ended questions are asked to make sure of uniformity and greater reliability. The open-ended techniques will used to probe further on the questions and also eliminate ambiguities. The study will be based on both primary and secondary data sources. The primary data consists of responses to the questionnaire administered to Nestle Ghana Ltd staffs who have attended some training programmes. In addition bits of information will also be taken from other published and unpublished studies related to the study. The data collected will be matched, synthesized and coded for easy presentation. Data collected from respondents will be analysed with the Statistical Package for the Social Sciences (SPSS). CONCLUSION The research will highlight the importance of training to Nestle Ghana Limited and develop a link between training and both employee and company development.REFERENCES Armstrong, M (2006) Human Resource Management Practice, London:  Kogan Page. Cole, G. A. (2002) Personnel and Human Resource Management, (5th ed.).  London: Book Powers ELST Douglas, M. G Philip, H. D. (1987) The Complete Book of Training Theory,  Principles and Techniques. London: Pfeiffer Co Gilley, J. W., England, S. A Gilley, A. M. (2002) Principles of Human  Resource Development, (2nd ed.), Perseus, US. Herzberg, F. H. (1966) Work and the Nature of Man, Cleveland: World  Publishing Co. International Journal of Industrial Training, November / December 1947 edition Mayo, G. D., Du Bois P. (1993) The Complete Book of Training. San Diego,  California: University Associates Inc. Mc-Beath, G. Rands, D. N. (1994) Salary Administration (3rd ed.). Oxford:  Blackwell. Mullin, Laurie J. (1999) Management and Organisational Behaviour (5th ed.).  London: Prentice Hall Noe, R. A. (1999) Employee Training and Development, New York: McGraw  Hill. OConnor, B. N., Bronner, M., Delaney, C. (1996) Training for  Organisations. Cincinnati, OH: South Western  Educational Publishing. Rae, L. (1994) The Skills of Human Relations Training, London: Gower. Robbins, S. P. (1991). Organisational Behaviour. Englewood Cliffs, N.J.: Prentice  Hall. Thomas S. B. (1996) Method and Analysis in Organisational Research. Virginia:  Reston Publishing Co. UNIDO (1995) 30 years of Industrial Development 1966-1996, London: ISC  and UNIDO.

Chilli Peppers and the Southeast Asian Identity

Chilli Peppers and the Southeast Asian Identity Introduction Chilli peppers are an integral part of Southeast Asian cuisine today. Many people associate chilli so closely with Southeast Asian cuisines that some shops in Western countries selling Southeast Asian food have had to add excessive amounts of chilli to their food in order to cater to what foreigners think is Southeast Asian food. However, chilli peppers were actually introduced into Southeast Asia a little less than 500 years. Therefore, they are not an indigenous aspect of Southeast Asian cuisine but rather a product of globalisation. Yet today, Southeast Asian cuisines display a penchant for chillieswith almost every cuisine claiming a variation of a chilli condiment (Williams, 2010, p. 41). In this essay, the key issues will be to explore why chillies became so popular in Southeast Asian in the first place and how their importance has evolved over the years to make them an integral part of Southeast Asian identity through the means of cuisine. Firstly, we will look at the history of chilli peppers and how they were brought into the Southeast Asian region. Secondly, we will see what Southeast Asian cuisine was like before chilli peppers became such an integral part of it. Thirdly, we will explore why chilli peppers caught on so quickly as part of the indigenous cuisine. Lastly, I will argue that the role of chilli has evolved in Southeast Asian cuisine and today, its popularity transcends culinary trends to form an integral part of Southeast Asian identity. The History of Chilli The colonial powers and the prevalence of trade in the Southeast Asian region were the key factors in introducing chilli peppers to the cuisines of Southeast Asian. Chilli peppers were the indigenous plants of the Americas from 6000 BC. SEA Cuisine before Chilli Southeast Asian cuisine before the introduction of chilli already indicated a local preference for spicy food. In Thailand, people were seasoning their food with ginger and peppercorns. This preference for spicy food might be an indication of local conditions that made the region more susceptible or accommodating of spicy food. Unsurprisingly, when the Portuguese introduced chilli peppers to the regions in the 1500s, the Thai were the quickest to adapt them into their food. The Prevalence of Chilli in SEA Cuisine The prevalence of chilli in SEA cuisine after its introduction to the region less than 500 years ago is the result of a combination of factors that include sociological reasons, culinary reasons, scientific reasons and geographical reasons. It is hard to explain the popularity of chilli in the region due to biology. Recent studies have indicated that Asians 25% more likely than people of other races to be supertasters. Supertasters are more sensitive to certain tastes and Asians would therefore be more prone to experiencing the burn of capsaicin through chilli consumption. Yet despite this ethnic trait, the prevalence of chilli in SEA cuisine exceeds that of European or American cuisine. I argue that the popularity of chilli in the region can be explained by a confluence of factors exclusive to SEA countries. Firstly, rice is a staple food in all the SEA countries. SEA countries today are responsible for a larger than proportionate share of the global rice export market, with countries like Thailand and Vietnam being famous for rice planting. In the past, many people in SEA countries survived through subsistence farming and rice was a staple food because it was cheap and filling. Even when rice was not eaten, people substituted it with rice-based products like rice noodles. By making rice a staple part of the SEA diet, people could reduce their consumption of expensive meats and vegetables and therefore, lower the cost of their meals. With the introduction of chilli in the region, people began adding it into their meats and vegetables to give it extra spiciness. The extra spiciness of the meats and vegetables meant that the amount of meat and vegetables for meals could be further reduced since people ended up eating more rice to reduce the burn of the capsaicin from the chillies. By addin g a relatively cheap ingredient like chilli to their dishes, SEA people could therefore reduce their consumption of more expensive foodstuffs, thus explaining the prevalence of chilli in the cost-conscious SEA region. Secondly, chillies were adapted into a region which was already trying different methods to deal with food spoilage. In countries with landlocked areas and muddy rivers, it was not always easy to obtain the freshest of ingredients for the preparation of food. Vegetables grown in certain areas took on a weird taste and often contributed to what many people would consider unpalatable dishes in a meal. In a time with no refrigeration, it was not always possible to consume food before it started going bad in the hot and humid weather, which meant that rotting food was always a possibility during meals. To reduce food spoilage, fermentation of food (like shrimp paste) and sun drying ingredients (ie fish) had become a popular aspect of SEA cooking during this time. However, the resulting dried ingredients were more pungent and had a stronger taste than before and when added back into cooked food, could make it taste less palatable. With the introduction of chilli peppers into food cooked w ith dried ingredients, Southeast Asian cooks were able to Thirdly, recent studies have shown that chilli-based cuisine is popular because it promotes the release of endorphins. The capsaicin in chilli peppers have been found to promote endorphin release in the human brain in order to deal with the burn of spicy food, thus making a torturously spicy meal paradoxically pleasurable. In Britain, researchers were looking into the popularity of curry in the United Kingdom and they concluded that the reason curry had grown so popular was because the spice in the curry caused peoples hearts to beat faster after consumption, mimicking the after-effects of sex. Assuming that these findings of Western researchers can be applied to Southeast Asians, we can thus see that there is a scientific reason to explain the popularity of chilli-based cuisine in the region. Finally and most importantly, the popularity of chilli can be attributed to a self-perpetuating cycle of cultural transmission through immigration in a geographically connected area. Southeast Asian is a region of diverse cultures and religions and this regional trait expresses itself most clearly in the varied dietary restrictions among the different SEA countries. The Muslims abstain from pork, while the Hindus do not consume beef and the more religious Buddhists avoid meat altogether. However, chilli peppers are a plant-based cooking ingredient and do not violate any culinary restrictions of various SEA ethnic and religious populations. Being a geographically connected area that has long been involved in trade, SEA was exposed to the cultural transmission of chilli-based cuisines through local and foreign traders who eventually settled down in these lands as immigrants. As chillies became more widely used in local cuisines due to its culinary adaptability, more chillies were grown within the region itself and this resulted in a self-perpetuating cycle that cemented its place in Southeast Asian kitchens. A combination of these factors explains the prevalence of chilli in the Southeast Asian region and it also accounts for why Filipino and Northern Vietnamese cuisines incorporate less chilli in their food compared to their neighbours. For the Philippines, The Role of Chilli in Shaping SEA Identity Due to their popularity in Southeast Asian cuisines, chilli peppers have transcended culinary traditions and come to occupy an exalted role in shaping Southeast Asian identity today. Spicy food is now part of the identity of the region while the ability to tolerate and even relish chillies is now seen as an informal rite of passage among SEA communities today. Spicy food is now closely associated with the identity of the region in a globalised world. Southeast Asian cuisine seen in the eyes of non- Southeast Asian people is determined by the spiciness of the food and the excessive use of chillies in cooking. With the increasing influx of SE immigrants to Western countries, Westerners are exposed to Southeast Asian cuisine and because Southeast Asians use more spices and chillies as opposed to salt and pepper, Westerners have come to view chillies as a defining aspect of Southeast Asian cuisine. If you visit any hawker centre in Singapore today, an order of almost any dish will invariably be accompanied with chilli condiments ranging from chicken rice chilli to sambal goreng to the freshly cut chilli peppers soaked in soya sauce. Due to cultural perceptions of Southeast Asian food, more hawkers are inclined to include a chilli condiment with the kind of food they serve and this in turn exposes more people to chilli-based food that they come to see as normal or even synonymous with Southeast Asian cuisine. In many Southeast Asian communities, the ability to tolerate chilli-based food or even relish the taste of chilli peppers is the ultimate, albeit informal, rite of passage to adulthood. The irony of associating chillies with regional and personal SEA identity is that not all Southeast Asians embrace chilli as part of their diet. As mentioned earlier, Southeast Asians are supertasters and theoretically more sensitive to capsaicin. The absence of chilli in certain SEA based cuisines (Northern Vietnam Philippines)

My Educational Philosophy :: Philosophy of Education Teaching

My Educational Philosophy Everyone has their own reasons for choosing a career. Some people make decisions based on the family business or income statistics. In my case, none of the before mentioned explanations apply. My decision making process began after tenth grade, which happened to be the beginning of my Four-H counseling career. At this particular 4-H camp, I was honored to hold the title ‘counselor‘. It is a position that holds power, influence, and respect. Throughout the week, I fulfilled my position by helping numerous children with an array of situations. The campers were taught new camp songs while also shown how to deal with troubling circumstances. The smiling faces at the end of the week proved that the entire staff had been successful. In that one week, I realized that I can make a difference. The feeling of triumph that I felt was incredible; that is the feeling that I want to experience more often. So, why do I want to be a teacher? For one, I have the desire to help others. I want to make students feel like they are someone. I hope to make every child know they can succeed in life. After explaining the cell division process, I am excited to see the look of accomplishment on a child’s face once they finally understand -- that is the feeling of success. As a teacher, I will be given many opportunities to lend that special helping hand. The subject that I have chosen to teach is one that I did not dominate throughout my high school career. That is why I chose the General Science degree. I can relate with the student that is too shy to raise their hand and ask a question. I know what it is like to work a little harder because something does not come naturally. And, most of all, I know how it feels to succeed. That is the feeling that I want everyone to experience. Corresponding with a science degree, I am also pursuing a mathematics degree. I believe that God gives everyone a gift of a natural talent -- this gift should be implemented in life.

Political Magazine: The Nations Essay -- Expository Politics Essays

Political Magazine: The Nations In 1865, a small political magazine was founded and given the name The Nation. This magazine was not meant to be a mainstream magazine that tries not to offend anyone. Rather The Nation was originally intended to provide the facts of the current issues and avoid exaggeration and political alliance with any party or sect. (The Nation’s founding prospectus, 1865) Nearly 140 years later, The Nation continues to raise eyebrows with its bold publications and political slant. Upon examining The Nation’s printed editorials and comments and the magazine’s website, it can easily be found that The Nation is a clearly liberal magazine as it has been for quite some time. In the February 18, 2002, edition of The Nation, the â€Å"Comment† section was overflowing with evidence of the magazines liberal stance. The entire column â€Å"Little but War Itself† was devoted to the disappointment of the magazine in President Bush and his State of the Union address. As the article points out, Bush seems to be an extremely meek President who does not want to say anything too risky. The author of this article, Robert L. Borosage writes, â€Å"Emboldened by success in war, Bush had little to offer but war itself† (4). This quote clearly illustrates how Borosage sees Bush as lacking the backbone to take any real stance despite his enormous approval rate brought on by the success of the United States in the War on Terrorism. Later in this article, Borosage describes Bush’s plans for the future as featuring â€Å"permanent tax cut for corporations, cuts not linked to new investment or new jobs – a simple payback to his contri butors† (4). This harsh criticism of President Bush depicts him as being more worried about returning p... ...is article could not scream the political orientation of The Nation any louder than it already does. This letter is written in the form of an open letter from Michael Moore to President Bush. The letter bluntly accuses Bush and his administration of being completely wrapped up in the Enron scandal not just involved in the scandal. It even goes so far as to say Bush allowed Enron officials to interview and pick government officials that would influence Enron and its business affairs. When reading a political news source it is important to know the political orientation of the source. The political orientation of a publication can usually be determined through examination of the opinions incorporated into the editorials and comments published. In the case of The Nation, the vast majority of articles presented offer a liberal view of the issue being discussed.