Training Module Assignment Example | Topics and Well Written Essays - 1250 words

Training Module - Assignment Example With regard to project management timeline, it can be apparently observed that there pertain numerous scopes as well as risks relating to the development of the training plan. In this regard, the scopes might encompass generation of greater customer value and employee motivation among others. On the other hand, the risks might comprise having negative attitude towards the organization and unwillingness of the leaders among others. It is to be stated that different sorts of activities like interactive learning, demonstrations and analysis of case studies can be executed in order to make the training plan more effectual for Tesco. 2. Identification and Rationale of the Goals/Objectives Goals/objectives in the training module are the major considerations that can support an organization to accomplish its desired expectations (Gullett & Bedi, 2007). Therefore, following are the major objectives that require to be undertaken in order to build an effective training module. Increasing Produ ctivity Increasing productivity will be a primary objective of the overall training module which can eventually enable Tesco to strive the capability of each individual employee within the organization. The main reason behind this objective is to maintain and develop the present brand position along with long-term sustainability of the organization in the highly competitive retail industry (Koller,Harvey, & Magnotta, 2010). Establishing Communication between Employees and Working Environment The objective of establishing effective communication between the personnel and the working environment can deliver adequate support to an organization towards developing the performance level of each individual. The rationale of this particular objective is to increase the amount of coordination amid the employees and raise operational effectiveness by a greater level (Wilson, Stine & Bowen 2009). Minimizing Cost and Time Cost and time minimization is often regarded as the major goals of traini ng module that can enable an organization to increase its revenue and accomplish superior competitive position over its chief business market participants. In terms of rationale, it can be affirmed that the objective of minimizing cost and time has been taken into concern for Tesco due to the augmentation of extreme business market competition in the respective industry and alterations in the business environment (Wilson, Stine & Bowen 2009). 3. Outcomes and Rationale of the Training Module In relation to the proposed training module for Tesco, it can be anticipated that three major outcomes can significantly reinforce the performance of the organization. The potential outcomes from the training module have been discussed in the following section. Adequate Control of the Process The training module concerning electronic and online technological aspect can improve the capability of Tesco to obtain greater control and efficiency in its overall operational as well as functional process (Ellis, 2009). Increase Knowledge and Capability The training module concerning electronic and online technology can emphasize upon providing greater scope for innovation and also formulating effective ways to meet the ultimate objectives of the organization at large (Ellis, 2009). Productive Working Environment The nature of the proposed training module can be recognized as that it has been designed to make aware the employees to become much

Crime and criminal justice Assignment Example | Topics and Well Written Essays - 750 words

Crime and criminal justice - Assignment Example y garnishment of earnings fits the crime except the crime is robbery.  Day fines might not be the mainly useful sanction in discouraging or preventing crime but it is an immense method to secure the citys budget shortfall! An entity who commends a crime may be verdict to penitentiary or contracted a term of try-out by the courts. Electronic Monitoring is an electronic scheme that supplies the probation bureaucrat or bail representative a statement about whether the lawbreaker was obtainable at abode when the wrongdoer was requisite to stay put at his/her abode. Home detention (HD) is a verdict that requires a wrongdoer to stay put at an approved dwelling at all epoch under electronic scrutinizing and close control by a try-out bureaucrat.  It can aid offenders to uphold family affairs, keep effective or vigorously seek work, go to training or rehabilitative programmer. Sentences might range in extent from 14 days to 12 months. Day exposure center a place where select lawbreakers must report whilst on try-out or parole and where the lawbreaker receives an augmented concentration of services. Preparing lawbreakers for triumphant transition rear to their families and reentry to the society is the focal point of the Boards society reentry dissection. Successful reentry can augment public wellbeing, improve the vigor of the society, maintain families, perk up the advantage of kids and lower pricey criminal justice operating cost. That’s why reentry into the society is so vital. The PBPP has made sizeable savings in it is condition reentry scheme through the preparation of agents to extra successfully work with crooks, the maturity of society relationships with associations that can aid lawbreakers to be successful, and the perfection of it is reentry practices. 3- Please explain in detail the supervision of juveniles in the community. Please be sure to discuss probation, the juvenile court system, the role of juvenile records, child protective services,

Banking, Customer Satisfaction IDBI Bank Awareness

Banking, Customer Satisfaction IDBI Bank Awareness CHAPTER- I 1.1 Title of the study 1.2 Scope of the study 1.3 Objective of the study 1.4 Significance of study 1.5 Researcher methodology 1.1 Title of the study:- â€Å"A survey on banking products, customer satisfaction awareness of IDBI Bank† 1.2 Scope Importance of the Study Each and every project study along with its certain objectives also have scope for  future. And this scope in future gives to new researches a new need to research a  new project with a new scope. Scope of the study not only consist one or two future  business plan but sometime it also gives idea about a new business which becomes  much more profitable for the researches then the older one. Scope of the study could give the projected scenario for a new observed in my project  are not exactly having all the features of the scope which I described above but also  not lacking all the features. Research study could give an idea of network expansion for capturing more  market and customer with better services and lower cost, with out compromising  with quality. In future customer requirements could be added with the product and services for  getting an edge over competitors. Consumer behavior could also be used for the purpose of launching a new  product with extra benefits which are required by customers for their account  (saving or current ) and/or for their investments. Factors which are responsible for the performance for bank can also be used for  the modification of the strategy and product for being more profitable. 1.3 Objectives of the study:- To know the customer needs and expectations. To find out the factors which customer take into consideration in opening a account To know that up to what extent a customer is satisfied with the bank To know the customer complaints and their redressal 1.4 Significance of the study:- Every research is conducted to fulfill certain objectives and these objective in turn fulfill some purpose and are of significance for one or more then one party these research is significant for:- To the Researcher:- This study provides the researcher a practical insight of various activities and function of the bank The researcher will also be able to develop on in depth knowledge of banking sector The study is also required for the partial fulfillment of the requirement for the degree of MBA as per the curriculum To the Bank:- The study would help IDBI Bank to know the customers attitude (about awareness and satisfaction level) towards its various products. 1.5 Research Methodology:- 1) Type of Research Research is descriptive in nature 2) Universe Customer of IDBI Bank in New Delhi 3) Sampling Unit Existing customer of IDBI Bank 4) Sampling Technique Convenience method of sampling was used 5) Sample Size 200 respondents 6) Data Type Primary secondary data PRIMARY DATA The Primary data are those which are collected afresh and for the first time, and thus  happen to be original in character. SECONDARY DATA The secondary data are those which have already been collected by someone else  and which have already been passed through the statistical process. CHAPTER II 2.1 Industry Introduction 2.2 Introduction to IDBI bank: All about 2.3 Management Organization 2.4 IDBI bank business chart 2.5 IDBI bank organizational chart 2.6 Product Services 2.7 Subsidiaries of IDBI 2.8 Review of literature 2.1 Industry introduction The Indian Banking industry, which is governed by the Banking Regulation  Act of India, 1949 can be broadly classified into two major categories, non-scheduled banks and scheduled banks. Scheduled banks comprise  commercial banks and the co-operative banks. In terms of ownership,  commercial banks can be further grouped into nationalized banks, the State  Bank of India and its group banks, regional rural banks and private sector  banks (the old/ new domestic and foreign). These banks have over 67,000  branches spread across the country in every city and villages of all nook and  corners of the land. The first phase of financial reforms resulted in the nationalization of 14 major  banks in 1969 and resulted in a shift from Class banking to Mass banking. This in turn resulted in a significant growth in the geographical coverage of  banks. Every bank had to earmark a minimum percentage of their loan  portfolio to sectors identified as â€Å"priority sectors†. The manufacturing sector  also grew during the 1970s in protected environs and the banking sector was  a critical source. The next wave of reforms saw the nationalization of 6 more  commercial banks in 1980. Since then the number of scheduled commercial  banks increased four-fold and the foreign banks (numbering42), regional rural  banks and other scheduled commercial banks accounted for 5.7 percent, 3.9  percent and 12.2 percent respectively in deposits and 8.41 percent, 3.14  percent and number of bank branches increased eight-fold. And that was not  the limit of growth. After the second phase of financial sector reforms and liberalization of the  sector in the early nineties, the Public Sector Banks (PSB) s found it  extremely difficult to compete with the new private sector banks and the  foreign banks. The new private sector banks first made their appearance after  the guidelines permitting them were issued in January 1993. Eight new  private sector banks are presently in operation. These banks due to their late  start have access to state-of-the-art technology, which in turn helps them to  save on manpower costs. During the year 2000, the State Bank Of India (SBI) and its 7 associates  accounted for a 25 percent share in deposits and 28.1 percent share in credit. The 20 nationalized banks accounted for 53.2 percent of the deposits and 47.5  percent of credit during the same period. Current Scenario: The industry is currently in a transition phase. On the one hand, the PSBs,  which are the mainstay of the Indian Banking system are in the process of  shedding their flab in terms of excessive manpower, excessive non  Performing Assets (Npas) and excessive governmental equity, while on the  other hand the private sector banks are consolidating themselves through  mergers and acquisitions.   PSBs, which currently account for more than 78 percent of total banking  industry assets are saddled with NPAs (a mind-boggling Rs 830 billion in  2000), falling revenues from traditional sources, lack of modern technology  and a massive workforce while the new private sector banks are forging  ahead and rewriting the traditional banking business model by way of their  sheer innovation and service. The PSBs are of course currently working out  challenging strategies even as 20 percent of their massive employee strength  has dwindled in the wake of the successful Voluntary Retirement Schemes  (VRS) schemes. The private players however cannot match the PSBs great reach, great size  and access to low cost deposits. Therefore one of the means for them to  combat the PSBs has been through the merger and acquisition (M A) route. Over the last two years, the industry has witnessed several such instances. For instance, HDFC Banks merger with Times Bank Icici Banks acquisition  of ITC Classic, Anagram Finance and Bank of Madurai. Centurion Bank,  Indusind Bank, Bank of Punjab, Vysya Bank are said to be on the lookout. The  UTI bank- Global Trust Bank merger however opened a pandoras box and  brought about the realization that all was not well in the functioning of many  of the private sector banks. Private sector Banks have pioneered internet banking, phone banking,  anywhere banking, mobile banking, debit cards, Automatic Teller Machines  (ATMs) and combined various other services and integrated them into the  mainstream banking arena, while the PSBs are still grappling with disgruntled  employees in the aftermath of successful VRS schemes. Also, following  Indias commitment to the W To agreement in respect of the services sector,  foreign banks, including both new and the existing ones, have been permitted  to open up to 12 branches a year with effect from 1998-99 as against the  earlier stipulation of 8 branches. Tasks of government diluting their equity from 51 percent to 33 percent in  November 2000 has also opened up a new opportunity for the takeover of  even the PSBs. The FDI rules being more rationalized in Q1FY02 may also  pave the way for foreign banks taking the M A route to acquire willing Indian  partners. Meanwhile the economic and corporate sector slowdown has led to an  increasing number of banks focusing on the retail segment. Many of them are  also entering the new vistas of Insurance. Banks with their phenomenal reach  and a regular interface with the retail investor are the best placed to enter into  the insurance sector. Banks in India have been allowed to provide fee-based  insurance services without risk participation, invest in an insurance company  for providing infrastructure and services support and set up of a separate  joint- venture insurance company with risk participation. Aggregate Performance of the Banking Industry Aggregate deposits of scheduled commercial banks increased at a  compounded annual average growth rate (Cagr) of 17.8 percent during 1969-99, while bank credit expanded at a Cagr of 16.3 percent per annum. Banks  investments in government and other approved securities recorded a Cagr of  18.8 percent per annum during the same period. In FY01 the economic slowdown resulted in a Gross Domestic Product (GDP)  growth of only 6.0 percent as against the previous years 6.4 percent. The WPI  Index (a measure of inflation) increased by 7.1 percent as against 3.3 percent  in FY00. Similarly, money supply (M3) grew by around 16.2 percent as against 14.6  percent a year ago. The growth in aggregate deposits of the scheduled commercial banks at 15.4  percent in FY01 percent was lower than that of 19.3 percent in the previous  year, while the growth in credit by SCBs slowed down to 15.6 percent in FY01  against 23 percent a year ago. The industrial slowdown also affected the earnings of listed banks. The net  profits of 20 listed banks dropped by 34.43 percent in the quarter ended  March 2001. Net profits grew by 40.75 percent in the first quarter of 2000-2001, but dropped to 4.56 percent in the fourth quarter of 20002001. On the Capital Adequacy Ratio (CAR) front while most banks managed to  fulfill the norms, it was a feat achieved with its own share of difficulties. The  CAR, which at present is 9.0 percent, is likely to be hiked to 12.0 percent by  the year 2004 based on the Basle Committee recommendations. Any bank  that wishes to grow its assets needs to also shore up its capital at the same  time so that its capital as a percentage of the risk-weighted assets is  maintained at the stipulated rate. While the IPO route was a much-fancied one  in the early ‘90s, the current scenario doesnt look too attractive for bank  majors. Consequently, banks have been forced to explore other avenues to shore up  their capital base. While some are wooing foreign partners to add to the  capital others are employing the M A route. Many are also going in for right  issues at prices considerably lower than the market prices to woo the  investors. Interest Rate Scene The two years, post the East Asian crises in 1997-98 saw a climb in the global  interest rates. It was only in the later half of FY01 that the US Fed cut interest  rates. India has however remained more or less insulated. The past 2 years in  our country was characterized by a mounting intention of the Reserve Bank  Of India (RBI) to steadily reduce interest rates resulting in a narrowing  differential between global and domestic rates. The RBI has been affecting bank rate and CRR cuts at regular intervals to  improve liquidity and reduce rates. The only exception was in July 2000 when  the RBI increased the Cash Reserve Ratio (CRR) to stem the fall in the rupee  against the dollar. The steady fall in the interest rates resulted in squeezed  margins for the banks in general. Governmental Policy: After the first phase and second phase of financial reforms, in the 1980s  commercial banks began to function in a highly regulated environment, with  administered interest rate structure, quantitative restrictions on credit flows,  high reserve requirements and reservation of a significant proportion of  lendable resources for the priority and the government sectors. The  restrictive regulatory norms led to the credit rationing for the private sector  and the interest rate controls led to the unproductive use of credit and low  levels of investment and growth. The resultant ‘financial repression led to  decline in productivity and efficiency and erosion of profitability of the  banking sector in general. This was when the need to develop a sound commercial banking system was  felt. This was worked out mainly with the help of the recommendations of the  Committee on the Financial System (Chairman: Shri M. Narasimham), 1991. The resultant financial sector reforms called for interest rate flexibility for  banks, reduction in reserve requirements, and a number of structural  measures. Interest rates have thus been steadily deregulated in the past few  years with banks being free to fix their Prime Lending Rates(PLRs) and  deposit rates for most banking products. Credit market reforms included  introduction of new instruments of credit, changes in the credit delivery  system and integration of functional roles of diverse players, such as, banks,  financial institutions and non-banking financial companies (Nbfcs). Domestic Private Sector Banks were allowed to be set up, PSBs were allowed  to access the markets to shore up their Cars. Implications Of Some Recent Policy Measures: The allowing of PSBs to shed manpower and dilution of equity are moves that  will lend greater autonomy to the industry. In order to lend more depth to the  capital markets the RBI had in November 2000 also changed the capital  market exposure norms from 5 percent of banks incremental deposits of the  previous year to 5 percent of the banks total domestic credit in the previous  year. But this move did not have the desired effect, as in, while most banks  kept away almost completely from the capital markets, a few private sector  banks went overboard and exceeded limits and indulged in dubious stock  market deals. The chances of seeing banks making a comeback to the stock  markets are therefore quite unlikely in the near future. The move to increase  Foreign Direct Investment FDI limits to 49 percent from 20 percent during the  first quarter of this fiscal came as a welcome announcement to foreign  players wanting to get a foot hold in the Indian Markets by in vesting in willing  Indian partners who are starved of net worth to meet CAR norms. Ceiling for  FII investment in companies was also increased from 24.0 percent to 49.0  percent and have been included within the ambit of FDI investment. IDBI bank: all about The economic development of any country depends on the extent to which its  financial system efficiently and effectively mobilizes and allocates resources. There are a number of banks and financial institutions that perform this  function; one of them is the development bank. Development banks are  unique financial institutions that perform the special task of fostering the  development of a nation, generally not undertaken by other banks. Development banks are financial agencies that provide medium-and long-term financial assistance and act as catalytic agents in promoting balanced  development of the country. They are engaged in promotion and development  of industry, agriculture, and other key sectors. They also provide  development services that can aid in the accelerated growth of an economy. The objectives of development banks are: To serve as an agent of development in various sectors, viz. industry,  agriculture, and international trade To accelerate the growth of the economy To allocate resources to high priority areas To foster rapid industrialization, particularly in the private sector,  so as to provide employment opportunities as well as higher production   To develop entrepreneurial skills To promote the development of rural areas To finance housing, small scale industries, infrastructure, and social  utilities. 2.2 Introduction to the Bank IDBI the tenth largest development bank in the world has promoted world class institutions in India. A few of such institution built by IDBI are the National Stock Holding Corp. (NSE), the National Securities Depository Services Ltd.( NSDL ) Stock Holding Corp. of India (SHICL) etc. IDBI is a strategic investor in a plethora of institutions, which have revolutionized the Indian Financial Markets. IDBI promoted IDBI BANK to mark the formal foray of the Idbi group into commercial Banking. Idbi Bank, which began with an equity capital base of Rs. 1000 million (Rs.800 million contribute by IDBI and Rs. 200 millions by SIDBI), commenced its first branch at Indore in November 1995. The birth of Idbi bank took place after RBI issued guidelines for entry of new private sector banks in January 93. Subsequently, IDBI as promoters sought permission to establish a commercial bank and retained KPMG a management consultant of international repute to prepare the principle approval to establish Idbi bank on February 11th 1994 thereafter the bank was incorporated at Gwalior under companies act on 15th September 1994 with its registered office at Indore. The Certificate of Commencement of Business was received on 2nd December 1994. Banks registered office is in Indore and Head Office in Mumbai. One of the reason for the growth of Indian banks like ICICI and IDBI is that they have been allowed freedom to open any no. of branches in a particular city or suburb. They have also been given the freedom to open ATMs unlike in both cases the foreign banks who have been restricted in both of these areas. 2.3 Management Organisation IDBI Bank is a Board-managed organisation. The responsibility for the day-to-day  management of operations of the Bank is vested with the Chairman Managing  Director and two Deputy Managing Directors, who draw upon the support and  expertise of a cross- disciplinary Top Management Team. As on March 31, 2008, IDBI  Bank had a combined employee base of 8989, including professionals from the fields  of accountancy, management, engineering, law, computer technology, banking and  economics. Mr. Yogesh Agarwal, Chairman Managing Director Mr. Jitender Balakrishnan, Mr. O.V. Bundellu, (Deputy Managing Director) (Deputy Managing Director) OTHER BOARD OF DIRECTORS 2.4 IDBI Bank business chart 2.5 IDBI bank organizational chart 2.6 Products Services Free services Following services are provided to every type of A/C holder in general- ATMs : Besides cash withdrawals, some of the important things that you can do through the International Debit cum ATM card are : Balance Enquiry Statement Request Cheque-book Request Mini statements Cheque and Cash Deposits International usage Make purchases at 51,000 merchant establishments in India and over 10 million worldwide. Fabulous discounts and great deals at various establishments Internet Banking: Internet Banking gives you the power to access your bank account from your Personal Computer. Some of the important features of Internet Banking are : Account Balance Inquiry Transaction tracking and history Cheque status inquiry Funds transfer facilities to Own-account or third-parties Cheque book Requests Stop payment Requests FD renewal Requests Phone Banking: Just pick up your phone and access your account. The following features are available through Phone Banking : Available round the clock 24*7*365 Current Balance Inquiry Last 5 transactions inquiry Statement by fax fax-back, fax to another number, fax to registerednumber, Statement by mail Cheque status enquiry Cheque book request Balance as of a particular date Mobile Banking: The unique feature is that this facility is available across all mobile service providers. Balance enquiry Details of Last three transactions Cheque payment status Cheque book request Statement request Other services Sunday Banking Some of our branches are also open on Sundays that gives you an opportunity to complete all your banking requirements at your convenience. Locker Our branches provide lockers facility at nominal charges Who can open Account? Resident Individuals, Minors, Hindu Undivided Family (HUF), Trusts, Associations, Clubs, Societies, Foreign National residing in India can open a/c. Documents required for Account Opening: Account opening form Latest passport size photograph Self cheque or cash deposit Copy of passport In the absence of passport copy, copy of one document each from List A and List B is required: List A Voters ID card * Defense services Id/ Government ID Driving License * PAN card Photo credit card List B Latest bank account/credit card statement Latest electricity/telephone/mobile phone bill Latest copy of LIC policy or insurance premium receipt Latest copy of NSC Letter from employer certifying current mailing address Latest house lease agreement SuperSavings Account An assortment of benefits, earnings and convenience. Be it happiness in life or more time for yourself, you have always desired more  of it. So why settle for less with your savings account? The SuperSavings Account is a complete financial package that provides you  with easy access to your money and complete banking convenience too. It  offers you a whole range of options for optimal management of your money. Which means, with SuperSavings Account you not only save your money but  also make it grow. So apart from the basic benefits of a savings account, we offer you options for  faster transfer of funds, options to pay your bills or tax online and options to  grow money at attractive interest rates in the savings account. All these  features are offered for a minimum balance of Rs 5,000. Please click on the  links given below to find out more about each of these features. The SuperSavings Account is a complete financial package that provides you  with easy access to your money and complete banking convenience too. It  offers you a whole range of options for optimal management of your money. Which means, with SuperSavings Account you not only save your money but  also make it grow. Roaming Current Account A Current account for every business No two businesses are the same, which is why IDBI Bank offersfive Roaming Current Accounts Gold to suit your business needs. Based on the balance you choose to maintain in the account,  you can then choose your specific Roaming Current Account accordingly. IDBI Bank Current Accounts not only gives you the flexibility of banking  anytime, anywhere, but also allows you to save more money while doing  business across the country. Roaming Current Account from IDBI Bank comes packed with a host of  services and facilities that makes your banking convenient and hassle-free. With services such as multi-city and multi-branch banking, electronic funds   transfers, national clearing in selected cities, 247 cash withdrawals from  ATMs, Internet Banking, Phone Banking and SMS Banking, you are assured  of faster remittances and collection of funds at competitive rates. Whats  more, extended IDBI Banking hours and Sunday Banking, all this to simplify  banking for you! Features:- Make payments to your vendors in different cities without any costs. Receive payments form your customers without any charge deducted from the  amount Do all your banking right from where you are or wherever you travel Most importantly, maintain better relations with your vendors and customers. All this, only with the IDBI Bank RoamingCurrent Account. You can open a Current Account (Basic RoamingCurrent Account)with only  Rs 10,000. Keep in mind, you will have to maintain an average quarterly  balance of Rs 10,000. But this is nothing compared to a host of services and  facilities that will make your current account work more effectively and  efficiently. Open Current Accounts Following can open current A/c: Sole Proprietorship Firm Partnership firm Private and Public Limited Companies Hindu Undivided Family Trusts Societies, Clubs Associations Documents required for account opening: Sole Proprietorship Account opening form Signed declaration in the Account Opening form Passport Copy or Self-cheque along with a copy of (any one) >> Voter ID card >> Defence Id/Govt ID >> Driving License >> PAN card >> Photo credit card In addition the following forms are required Proof of existence of sole proprietorship firm (any one) >> Electricity/Telephone bill for the sole proprietorship firm >> Shop and Establishment certificate >> Proof of PAN /GIR No or Form 60 (only for cash deposits) >> Latest passport sized photograph of the sole proprietor If the address mentioned in any of the above documents is different from that stated in the account opening form, kindly submit any one of the following to confirm the present address >> Ration card >> gas connection receipt >> latest telephone bill >> latest electricity bill Partnership firm Account opening form Signed declaration in the Account Opening form Passport copies of all partners or Self-cheque along with a copy of (any one) >> Voter ID card >> Defence Id/Govt ID >> Driving License >> PAN card >> Photo credit card In addition the following forms are required Proof of existence of partnership firm (any one) >> Shop and Establishment certificate >> Copy of registration certificate >> Copy of partnership deed >> Letter of consent signed by all partners (as per banks format) Private Limited and Public Limited Companies Account opening form Copy of certificate of incorporation Names and latest passport sized photographs of the authorized signatories Certified true copy of memorandum and articles of association Certified true copy of commencement of business PAN /GIR No details or Form 60 Names, addresses of directors of the companies Certified true copy of board resolution Hindu Undivided Family Account opening form Signed declaration by Karta and Co-parcenors in the Account opening Form Names and signatures addresses of Karta and co-parcenors Names, signatures and latest passport sized photographs of authorized signatories PAN /GIR No details or Form 60 Trusts Account opening form Copy of Trust Deed Copy of the resolution of the Trustees Copy of registration certificate Names and latest passport size photographs of the authorized signatories Names, addresses of the trustees Clubs/Societies and Associations Names and signatures and latest passport sized photographs of authorized signatories Copy of rules and by-laws Copy of the resolution of members for account operation Copy of registration certificate Account Opening Form Idbi banks Business Special Current account gives a host of free services and facilities that ensure optimal utilization of funds, higher liquidity and cost savings. At he same time you dont have to keep a higher minimum balance. You need to keep an Average quarterly balance of Rs. 50,000 only to avail the free services Business Premium Bronze (Rs. 1 lac-AQB) Type of Accounts: Bronze Average Quarterly Balance (AQB):1lac Free funds transfers (per month) Cheque payable locally (in over 65 idbi bank locations) :1.5 cr Demand Draft per day (on over 65 idbi bank locations) :10 lack Demand Draft (on over 300 non-idbi bank locations) :chargeable Electronic Funds Transfers :1.5 cr Pay Orders : un limited Free cheque collection (per month) Outstation cheque collection (on idbi bank locations) :50 lac Daily cheque pick-up from your establishment* :Yes Free Inter-branch banking Any branch cash withdrawal (per day) : 1lac Any branch cash deposit (per day) : Rs 20,000 Total limit for Free transactions (per day) : 6.86 cr Cost saving to the customer per year : 16 lac Also available Basic Current Account (AQB of Rs 10,000). you get monthly statement of account, certificate of balance, seep-in from FD and Net, Phone and Mobile banking facilities all FREE Business Premium Silver (Rs. 3 lacks -AQB) Types of Accounts: Silver Ø Average Quarterly Balance (AQB):3lac Banking, Customer Satisfaction IDBI Bank Awareness Banking, Customer Satisfaction IDBI Bank Awareness CHAPTER- I 1.1 Title of the study 1.2 Scope of the study 1.3 Objective of the study 1.4 Significance of study 1.5 Researcher methodology 1.1 Title of the study:- â€Å"A survey on banking products, customer satisfaction awareness of IDBI Bank† 1.2 Scope Importance of the Study Each and every project study along with its certain objectives also have scope for  future. And this scope in future gives to new researches a new need to research a  new project with a new scope. Scope of the study not only consist one or two future  business plan but sometime it also gives idea about a new business which becomes  much more profitable for the researches then the older one. Scope of the study could give the projected scenario for a new observed in my project  are not exactly having all the features of the scope which I described above but also  not lacking all the features. Research study could give an idea of network expansion for capturing more  market and customer with better services and lower cost, with out compromising  with quality. In future customer requirements could be added with the product and services for  getting an edge over competitors. Consumer behavior could also be used for the purpose of launching a new  product with extra benefits which are required by customers for their account  (saving or current ) and/or for their investments. Factors which are responsible for the performance for bank can also be used for  the modification of the strategy and product for being more profitable. 1.3 Objectives of the study:- To know the customer needs and expectations. To find out the factors which customer take into consideration in opening a account To know that up to what extent a customer is satisfied with the bank To know the customer complaints and their redressal 1.4 Significance of the study:- Every research is conducted to fulfill certain objectives and these objective in turn fulfill some purpose and are of significance for one or more then one party these research is significant for:- To the Researcher:- This study provides the researcher a practical insight of various activities and function of the bank The researcher will also be able to develop on in depth knowledge of banking sector The study is also required for the partial fulfillment of the requirement for the degree of MBA as per the curriculum To the Bank:- The study would help IDBI Bank to know the customers attitude (about awareness and satisfaction level) towards its various products. 1.5 Research Methodology:- 1) Type of Research Research is descriptive in nature 2) Universe Customer of IDBI Bank in New Delhi 3) Sampling Unit Existing customer of IDBI Bank 4) Sampling Technique Convenience method of sampling was used 5) Sample Size 200 respondents 6) Data Type Primary secondary data PRIMARY DATA The Primary data are those which are collected afresh and for the first time, and thus  happen to be original in character. SECONDARY DATA The secondary data are those which have already been collected by someone else  and which have already been passed through the statistical process. CHAPTER II 2.1 Industry Introduction 2.2 Introduction to IDBI bank: All about 2.3 Management Organization 2.4 IDBI bank business chart 2.5 IDBI bank organizational chart 2.6 Product Services 2.7 Subsidiaries of IDBI 2.8 Review of literature 2.1 Industry introduction The Indian Banking industry, which is governed by the Banking Regulation  Act of India, 1949 can be broadly classified into two major categories, non-scheduled banks and scheduled banks. Scheduled banks comprise  commercial banks and the co-operative banks. In terms of ownership,  commercial banks can be further grouped into nationalized banks, the State  Bank of India and its group banks, regional rural banks and private sector  banks (the old/ new domestic and foreign). These banks have over 67,000  branches spread across the country in every city and villages of all nook and  corners of the land. The first phase of financial reforms resulted in the nationalization of 14 major  banks in 1969 and resulted in a shift from Class banking to Mass banking. This in turn resulted in a significant growth in the geographical coverage of  banks. Every bank had to earmark a minimum percentage of their loan  portfolio to sectors identified as â€Å"priority sectors†. The manufacturing sector  also grew during the 1970s in protected environs and the banking sector was  a critical source. The next wave of reforms saw the nationalization of 6 more  commercial banks in 1980. Since then the number of scheduled commercial  banks increased four-fold and the foreign banks (numbering42), regional rural  banks and other scheduled commercial banks accounted for 5.7 percent, 3.9  percent and 12.2 percent respectively in deposits and 8.41 percent, 3.14  percent and number of bank branches increased eight-fold. And that was not  the limit of growth. After the second phase of financial sector reforms and liberalization of the  sector in the early nineties, the Public Sector Banks (PSB) s found it  extremely difficult to compete with the new private sector banks and the  foreign banks. The new private sector banks first made their appearance after  the guidelines permitting them were issued in January 1993. Eight new  private sector banks are presently in operation. These banks due to their late  start have access to state-of-the-art technology, which in turn helps them to  save on manpower costs. During the year 2000, the State Bank Of India (SBI) and its 7 associates  accounted for a 25 percent share in deposits and 28.1 percent share in credit. The 20 nationalized banks accounted for 53.2 percent of the deposits and 47.5  percent of credit during the same period. Current Scenario: The industry is currently in a transition phase. On the one hand, the PSBs,  which are the mainstay of the Indian Banking system are in the process of  shedding their flab in terms of excessive manpower, excessive non  Performing Assets (Npas) and excessive governmental equity, while on the  other hand the private sector banks are consolidating themselves through  mergers and acquisitions.   PSBs, which currently account for more than 78 percent of total banking  industry assets are saddled with NPAs (a mind-boggling Rs 830 billion in  2000), falling revenues from traditional sources, lack of modern technology  and a massive workforce while the new private sector banks are forging  ahead and rewriting the traditional banking business model by way of their  sheer innovation and service. The PSBs are of course currently working out  challenging strategies even as 20 percent of their massive employee strength  has dwindled in the wake of the successful Voluntary Retirement Schemes  (VRS) schemes. The private players however cannot match the PSBs great reach, great size  and access to low cost deposits. Therefore one of the means for them to  combat the PSBs has been through the merger and acquisition (M A) route. Over the last two years, the industry has witnessed several such instances. For instance, HDFC Banks merger with Times Bank Icici Banks acquisition  of ITC Classic, Anagram Finance and Bank of Madurai. Centurion Bank,  Indusind Bank, Bank of Punjab, Vysya Bank are said to be on the lookout. The  UTI bank- Global Trust Bank merger however opened a pandoras box and  brought about the realization that all was not well in the functioning of many  of the private sector banks. Private sector Banks have pioneered internet banking, phone banking,  anywhere banking, mobile banking, debit cards, Automatic Teller Machines  (ATMs) and combined various other services and integrated them into the  mainstream banking arena, while the PSBs are still grappling with disgruntled  employees in the aftermath of successful VRS schemes. Also, following  Indias commitment to the W To agreement in respect of the services sector,  foreign banks, including both new and the existing ones, have been permitted  to open up to 12 branches a year with effect from 1998-99 as against the  earlier stipulation of 8 branches. Tasks of government diluting their equity from 51 percent to 33 percent in  November 2000 has also opened up a new opportunity for the takeover of  even the PSBs. The FDI rules being more rationalized in Q1FY02 may also  pave the way for foreign banks taking the M A route to acquire willing Indian  partners. Meanwhile the economic and corporate sector slowdown has led to an  increasing number of banks focusing on the retail segment. Many of them are  also entering the new vistas of Insurance. Banks with their phenomenal reach  and a regular interface with the retail investor are the best placed to enter into  the insurance sector. Banks in India have been allowed to provide fee-based  insurance services without risk participation, invest in an insurance company  for providing infrastructure and services support and set up of a separate  joint- venture insurance company with risk participation. Aggregate Performance of the Banking Industry Aggregate deposits of scheduled commercial banks increased at a  compounded annual average growth rate (Cagr) of 17.8 percent during 1969-99, while bank credit expanded at a Cagr of 16.3 percent per annum. Banks  investments in government and other approved securities recorded a Cagr of  18.8 percent per annum during the same period. In FY01 the economic slowdown resulted in a Gross Domestic Product (GDP)  growth of only 6.0 percent as against the previous years 6.4 percent. The WPI  Index (a measure of inflation) increased by 7.1 percent as against 3.3 percent  in FY00. Similarly, money supply (M3) grew by around 16.2 percent as against 14.6  percent a year ago. The growth in aggregate deposits of the scheduled commercial banks at 15.4  percent in FY01 percent was lower than that of 19.3 percent in the previous  year, while the growth in credit by SCBs slowed down to 15.6 percent in FY01  against 23 percent a year ago. The industrial slowdown also affected the earnings of listed banks. The net  profits of 20 listed banks dropped by 34.43 percent in the quarter ended  March 2001. Net profits grew by 40.75 percent in the first quarter of 2000-2001, but dropped to 4.56 percent in the fourth quarter of 20002001. On the Capital Adequacy Ratio (CAR) front while most banks managed to  fulfill the norms, it was a feat achieved with its own share of difficulties. The  CAR, which at present is 9.0 percent, is likely to be hiked to 12.0 percent by  the year 2004 based on the Basle Committee recommendations. Any bank  that wishes to grow its assets needs to also shore up its capital at the same  time so that its capital as a percentage of the risk-weighted assets is  maintained at the stipulated rate. While the IPO route was a much-fancied one  in the early ‘90s, the current scenario doesnt look too attractive for bank  majors. Consequently, banks have been forced to explore other avenues to shore up  their capital base. While some are wooing foreign partners to add to the  capital others are employing the M A route. Many are also going in for right  issues at prices considerably lower than the market prices to woo the  investors. Interest Rate Scene The two years, post the East Asian crises in 1997-98 saw a climb in the global  interest rates. It was only in the later half of FY01 that the US Fed cut interest  rates. India has however remained more or less insulated. The past 2 years in  our country was characterized by a mounting intention of the Reserve Bank  Of India (RBI) to steadily reduce interest rates resulting in a narrowing  differential between global and domestic rates. The RBI has been affecting bank rate and CRR cuts at regular intervals to  improve liquidity and reduce rates. The only exception was in July 2000 when  the RBI increased the Cash Reserve Ratio (CRR) to stem the fall in the rupee  against the dollar. The steady fall in the interest rates resulted in squeezed  margins for the banks in general. Governmental Policy: After the first phase and second phase of financial reforms, in the 1980s  commercial banks began to function in a highly regulated environment, with  administered interest rate structure, quantitative restrictions on credit flows,  high reserve requirements and reservation of a significant proportion of  lendable resources for the priority and the government sectors. The  restrictive regulatory norms led to the credit rationing for the private sector  and the interest rate controls led to the unproductive use of credit and low  levels of investment and growth. The resultant ‘financial repression led to  decline in productivity and efficiency and erosion of profitability of the  banking sector in general. This was when the need to develop a sound commercial banking system was  felt. This was worked out mainly with the help of the recommendations of the  Committee on the Financial System (Chairman: Shri M. Narasimham), 1991. The resultant financial sector reforms called for interest rate flexibility for  banks, reduction in reserve requirements, and a number of structural  measures. Interest rates have thus been steadily deregulated in the past few  years with banks being free to fix their Prime Lending Rates(PLRs) and  deposit rates for most banking products. Credit market reforms included  introduction of new instruments of credit, changes in the credit delivery  system and integration of functional roles of diverse players, such as, banks,  financial institutions and non-banking financial companies (Nbfcs). Domestic Private Sector Banks were allowed to be set up, PSBs were allowed  to access the markets to shore up their Cars. Implications Of Some Recent Policy Measures: The allowing of PSBs to shed manpower and dilution of equity are moves that  will lend greater autonomy to the industry. In order to lend more depth to the  capital markets the RBI had in November 2000 also changed the capital  market exposure norms from 5 percent of banks incremental deposits of the  previous year to 5 percent of the banks total domestic credit in the previous  year. But this move did not have the desired effect, as in, while most banks  kept away almost completely from the capital markets, a few private sector  banks went overboard and exceeded limits and indulged in dubious stock  market deals. The chances of seeing banks making a comeback to the stock  markets are therefore quite unlikely in the near future. The move to increase  Foreign Direct Investment FDI limits to 49 percent from 20 percent during the  first quarter of this fiscal came as a welcome announcement to foreign  players wanting to get a foot hold in the Indian Markets by in vesting in willing  Indian partners who are starved of net worth to meet CAR norms. Ceiling for  FII investment in companies was also increased from 24.0 percent to 49.0  percent and have been included within the ambit of FDI investment. IDBI bank: all about The economic development of any country depends on the extent to which its  financial system efficiently and effectively mobilizes and allocates resources. There are a number of banks and financial institutions that perform this  function; one of them is the development bank. Development banks are  unique financial institutions that perform the special task of fostering the  development of a nation, generally not undertaken by other banks. Development banks are financial agencies that provide medium-and long-term financial assistance and act as catalytic agents in promoting balanced  development of the country. They are engaged in promotion and development  of industry, agriculture, and other key sectors. They also provide  development services that can aid in the accelerated growth of an economy. The objectives of development banks are: To serve as an agent of development in various sectors, viz. industry,  agriculture, and international trade To accelerate the growth of the economy To allocate resources to high priority areas To foster rapid industrialization, particularly in the private sector,  so as to provide employment opportunities as well as higher production   To develop entrepreneurial skills To promote the development of rural areas To finance housing, small scale industries, infrastructure, and social  utilities. 2.2 Introduction to the Bank IDBI the tenth largest development bank in the world has promoted world class institutions in India. A few of such institution built by IDBI are the National Stock Holding Corp. (NSE), the National Securities Depository Services Ltd.( NSDL ) Stock Holding Corp. of India (SHICL) etc. IDBI is a strategic investor in a plethora of institutions, which have revolutionized the Indian Financial Markets. IDBI promoted IDBI BANK to mark the formal foray of the Idbi group into commercial Banking. Idbi Bank, which began with an equity capital base of Rs. 1000 million (Rs.800 million contribute by IDBI and Rs. 200 millions by SIDBI), commenced its first branch at Indore in November 1995. The birth of Idbi bank took place after RBI issued guidelines for entry of new private sector banks in January 93. Subsequently, IDBI as promoters sought permission to establish a commercial bank and retained KPMG a management consultant of international repute to prepare the principle approval to establish Idbi bank on February 11th 1994 thereafter the bank was incorporated at Gwalior under companies act on 15th September 1994 with its registered office at Indore. The Certificate of Commencement of Business was received on 2nd December 1994. Banks registered office is in Indore and Head Office in Mumbai. One of the reason for the growth of Indian banks like ICICI and IDBI is that they have been allowed freedom to open any no. of branches in a particular city or suburb. They have also been given the freedom to open ATMs unlike in both cases the foreign banks who have been restricted in both of these areas. 2.3 Management Organisation IDBI Bank is a Board-managed organisation. The responsibility for the day-to-day  management of operations of the Bank is vested with the Chairman Managing  Director and two Deputy Managing Directors, who draw upon the support and  expertise of a cross- disciplinary Top Management Team. As on March 31, 2008, IDBI  Bank had a combined employee base of 8989, including professionals from the fields  of accountancy, management, engineering, law, computer technology, banking and  economics. Mr. Yogesh Agarwal, Chairman Managing Director Mr. Jitender Balakrishnan, Mr. O.V. Bundellu, (Deputy Managing Director) (Deputy Managing Director) OTHER BOARD OF DIRECTORS 2.4 IDBI Bank business chart 2.5 IDBI bank organizational chart 2.6 Products Services Free services Following services are provided to every type of A/C holder in general- ATMs : Besides cash withdrawals, some of the important things that you can do through the International Debit cum ATM card are : Balance Enquiry Statement Request Cheque-book Request Mini statements Cheque and Cash Deposits International usage Make purchases at 51,000 merchant establishments in India and over 10 million worldwide. Fabulous discounts and great deals at various establishments Internet Banking: Internet Banking gives you the power to access your bank account from your Personal Computer. Some of the important features of Internet Banking are : Account Balance Inquiry Transaction tracking and history Cheque status inquiry Funds transfer facilities to Own-account or third-parties Cheque book Requests Stop payment Requests FD renewal Requests Phone Banking: Just pick up your phone and access your account. The following features are available through Phone Banking : Available round the clock 24*7*365 Current Balance Inquiry Last 5 transactions inquiry Statement by fax fax-back, fax to another number, fax to registerednumber, Statement by mail Cheque status enquiry Cheque book request Balance as of a particular date Mobile Banking: The unique feature is that this facility is available across all mobile service providers. Balance enquiry Details of Last three transactions Cheque payment status Cheque book request Statement request Other services Sunday Banking Some of our branches are also open on Sundays that gives you an opportunity to complete all your banking requirements at your convenience. Locker Our branches provide lockers facility at nominal charges Who can open Account? Resident Individuals, Minors, Hindu Undivided Family (HUF), Trusts, Associations, Clubs, Societies, Foreign National residing in India can open a/c. Documents required for Account Opening: Account opening form Latest passport size photograph Self cheque or cash deposit Copy of passport In the absence of passport copy, copy of one document each from List A and List B is required: List A Voters ID card * Defense services Id/ Government ID Driving License * PAN card Photo credit card List B Latest bank account/credit card statement Latest electricity/telephone/mobile phone bill Latest copy of LIC policy or insurance premium receipt Latest copy of NSC Letter from employer certifying current mailing address Latest house lease agreement SuperSavings Account An assortment of benefits, earnings and convenience. Be it happiness in life or more time for yourself, you have always desired more  of it. So why settle for less with your savings account? The SuperSavings Account is a complete financial package that provides you  with easy access to your money and complete banking convenience too. It  offers you a whole range of options for optimal management of your money. Which means, with SuperSavings Account you not only save your money but  also make it grow. So apart from the basic benefits of a savings account, we offer you options for  faster transfer of funds, options to pay your bills or tax online and options to  grow money at attractive interest rates in the savings account. All these  features are offered for a minimum balance of Rs 5,000. Please click on the  links given below to find out more about each of these features. The SuperSavings Account is a complete financial package that provides you  with easy access to your money and complete banking convenience too. It  offers you a whole range of options for optimal management of your money. Which means, with SuperSavings Account you not only save your money but  also make it grow. Roaming Current Account A Current account for every business No two businesses are the same, which is why IDBI Bank offersfive Roaming Current Accounts Gold to suit your business needs. Based on the balance you choose to maintain in the account,  you can then choose your specific Roaming Current Account accordingly. IDBI Bank Current Accounts not only gives you the flexibility of banking  anytime, anywhere, but also allows you to save more money while doing  business across the country. Roaming Current Account from IDBI Bank comes packed with a host of  services and facilities that makes your banking convenient and hassle-free. With services such as multi-city and multi-branch banking, electronic funds   transfers, national clearing in selected cities, 247 cash withdrawals from  ATMs, Internet Banking, Phone Banking and SMS Banking, you are assured  of faster remittances and collection of funds at competitive rates. Whats  more, extended IDBI Banking hours and Sunday Banking, all this to simplify  banking for you! Features:- Make payments to your vendors in different cities without any costs. Receive payments form your customers without any charge deducted from the  amount Do all your banking right from where you are or wherever you travel Most importantly, maintain better relations with your vendors and customers. All this, only with the IDBI Bank RoamingCurrent Account. You can open a Current Account (Basic RoamingCurrent Account)with only  Rs 10,000. Keep in mind, you will have to maintain an average quarterly  balance of Rs 10,000. But this is nothing compared to a host of services and  facilities that will make your current account work more effectively and  efficiently. Open Current Accounts Following can open current A/c: Sole Proprietorship Firm Partnership firm Private and Public Limited Companies Hindu Undivided Family Trusts Societies, Clubs Associations Documents required for account opening: Sole Proprietorship Account opening form Signed declaration in the Account Opening form Passport Copy or Self-cheque along with a copy of (any one) >> Voter ID card >> Defence Id/Govt ID >> Driving License >> PAN card >> Photo credit card In addition the following forms are required Proof of existence of sole proprietorship firm (any one) >> Electricity/Telephone bill for the sole proprietorship firm >> Shop and Establishment certificate >> Proof of PAN /GIR No or Form 60 (only for cash deposits) >> Latest passport sized photograph of the sole proprietor If the address mentioned in any of the above documents is different from that stated in the account opening form, kindly submit any one of the following to confirm the present address >> Ration card >> gas connection receipt >> latest telephone bill >> latest electricity bill Partnership firm Account opening form Signed declaration in the Account Opening form Passport copies of all partners or Self-cheque along with a copy of (any one) >> Voter ID card >> Defence Id/Govt ID >> Driving License >> PAN card >> Photo credit card In addition the following forms are required Proof of existence of partnership firm (any one) >> Shop and Establishment certificate >> Copy of registration certificate >> Copy of partnership deed >> Letter of consent signed by all partners (as per banks format) Private Limited and Public Limited Companies Account opening form Copy of certificate of incorporation Names and latest passport sized photographs of the authorized signatories Certified true copy of memorandum and articles of association Certified true copy of commencement of business PAN /GIR No details or Form 60 Names, addresses of directors of the companies Certified true copy of board resolution Hindu Undivided Family Account opening form Signed declaration by Karta and Co-parcenors in the Account opening Form Names and signatures addresses of Karta and co-parcenors Names, signatures and latest passport sized photographs of authorized signatories PAN /GIR No details or Form 60 Trusts Account opening form Copy of Trust Deed Copy of the resolution of the Trustees Copy of registration certificate Names and latest passport size photographs of the authorized signatories Names, addresses of the trustees Clubs/Societies and Associations Names and signatures and latest passport sized photographs of authorized signatories Copy of rules and by-laws Copy of the resolution of members for account operation Copy of registration certificate Account Opening Form Idbi banks Business Special Current account gives a host of free services and facilities that ensure optimal utilization of funds, higher liquidity and cost savings. At he same time you dont have to keep a higher minimum balance. You need to keep an Average quarterly balance of Rs. 50,000 only to avail the free services Business Premium Bronze (Rs. 1 lac-AQB) Type of Accounts: Bronze Average Quarterly Balance (AQB):1lac Free funds transfers (per month) Cheque payable locally (in over 65 idbi bank locations) :1.5 cr Demand Draft per day (on over 65 idbi bank locations) :10 lack Demand Draft (on over 300 non-idbi bank locations) :chargeable Electronic Funds Transfers :1.5 cr Pay Orders : un limited Free cheque collection (per month) Outstation cheque collection (on idbi bank locations) :50 lac Daily cheque pick-up from your establishment* :Yes Free Inter-branch banking Any branch cash withdrawal (per day) : 1lac Any branch cash deposit (per day) : Rs 20,000 Total limit for Free transactions (per day) : 6.86 cr Cost saving to the customer per year : 16 lac Also available Basic Current Account (AQB of Rs 10,000). you get monthly statement of account, certificate of balance, seep-in from FD and Net, Phone and Mobile banking facilities all FREE Business Premium Silver (Rs. 3 lacks -AQB) Types of Accounts: Silver Ø Average Quarterly Balance (AQB):3lac

Themes of the Odyssey :: essays research papers

Throughout the Odyssey there are many themes that Homer uses to portray different people and events. To name a few, there are the themes of Betrayal and Revenge,Greed and Glutony, Hospitality, Role of the Gods and Wealth (the amount of money one had determined the status he held in the greek society, and this explains Odysseus's love for plunder). To start with the most common one, the role of the gods, one can see many such allusions thrown all over the odyssey. The epic poem starts in Mt.Olympus where the gods are discussing what will happen to Odysseus , Master mariner and warrior of Ithaka. As it so happens he is on the island of Kalypso, one of the lesser gods. Also, as Odysseus travels, one learns about the role of the gods in not only his travels but other peoples ones too. Agisthos, the man who stole Agamemnon's wife and killed him, was sent a message from Zeus by Hermes, giving him the information of what will happen if he kills him. Also, Menelaus, the red haired king of war, had to wrestle with a sea-god in order to gain acceptance and sail all the way back to his homeland of Sparta, and find news about the rest of his companions. He would not find out about his brothers demise until he got home. The next two themes are interelated, Betrayal and Revenge, with Greed and Glutony.THe gods punish those who show greed and glutony, but that does not mean that they cannot be punished as well. A prime example of this is when Posiedon is out feasting among the 'sun-burnt' races that were deemed to be his own. While he was feasting, Odysseus escaped the island of Kalypso, something that Poseidon did not like and was to late to stop from happening. While he was being gluttanos and eating all that food, Odysseus had escaped. Another example would be the murder of Agamemnon. Agisthos was greedy and wanted money and status, as well as Agamemnon's wife and Agamemnon's wife betrayed Agamemnon when she went off with him and even more so when they both killed him. However, the theme of Betrayal is often closely followed by the theme of Revenge. Agamemnon's son, Orestes, would go back and avenge his father's death, killing Agisthos and his mother even though later on in greek mythology he knew he would be punished for killing her.

Imagination Is More Important Than Knowledge Essay

The sum or range of what has been perceived, discovered or learned is what every dictionary or scientist would answer when one would ask them to define knowledge. Imagination, is what these scientists and dictionaries would answer when they were given the question to state one word on the following: ‘The faculty of imagining, or of forming mental images or concepts of what is not actually present to the senses. ’ In 1929, Albert Einstein was brave enough to compare these two to each other after which he came to the conclusion that imagination would be more important in life than knowledge, for knowledge is limited. But when one were to consult anyone or anything on this statement, he would find there is no clear support to take Einstein’s words for granted. Nor is there any clear opposition to question the above said. However, when one would be served with this statement after having read Lagemaat’s book he would immediately start doubting Einstein and his views generating some thought-worthy knowledge issues. For I am too, a reader of Lagemaat’s book, I cannot completely agree or deny his views asking myself how we can possibly rely on our imagination without knowledge as a medium to support it. Or to what extent we, without any knowledge, would take our imagination for granted and thus consider our own imagination knowledge in one way or another. As stated above, even a claim made by one of the most talented mathematicians, can have its validity taking into consideration. By stating that imagination is more important in social life than knowledge, solely by saying that our grounds for knowledge are limited would not suffice. The main question Lagemaat and many of his followers would ask Einstein is in what way we can rely on our imagination in daily life without knowledge as a medium to support it or to what extent imagination makes us blind to knowledge and thus holds us back in real life. For years people used to think the earth was flat. This was due to everyone imagining the earth as a flat square of which you could fall off. ‘How else can we stay on the earth if it wouldn’t be flat? ’ would have been the common thing to think at the time. Humanity did not know what shape the earth had as they had no tools to either go to outer space or observe other planets and the force of gravity. Due to this lack of knowledge the only tool they had was their imagination. People at that time came to a widely accepted conclusion of the earth being flat and you being able to fall off it into the everlasting darkness there being no life whatsoever. By saying imagination is more important that knowledge Einstein suggests we go back to these times of unleashed imagination and forget our search for the absolute truth. In my point of view, this would be a major setback in our current progress. For example, people that thought the earth was flat, also thought you could fall off it and therefore always had set boundaries and did not have the guts to explore more of the world solely driven by the fear of falling off. This led to the exploration of other continents being delayed by a huge amount of time. Going back to the times of our imagination playing a role in our daily decisions would quite frankly mean the same as us evolving back into the animals we once were as there would be nothing that distinguishes us from them. So can we trust our imagination if we do not have any knowledge to support it? No we cannot, we are humans and that is what separates us from any ordinary predator, we have knowledge. Another major loophole in Einstein’s reasoning is that in a world where we would not have any knowledge, and where we were left with imagination, our points of view would automatically be widely accepted and according to Lagemaat’s book, our imagination could then be seen as knowledge although this knowledge not being necessarily true. This completely neglects Einstein’s words in the way that he states we do not need knowledge when we have imagination, but as I said before, all imagination does in that case is take up the position of knowledge neglecting the whole purpose of imagination. An idea I used earlier on, the thought of the earth being flat. Not only did the wrong view on the earth being flat contribute to human kind thinking they could fall off and thus uphold important developments for many years, it also filled up the place of our lacking knowledge. What I’m trying to say is that because of our lack of knowledge we assumed something to be true solely based on our imagination. Thus considering it as knowledge. This type of thinking does not contribute to imagination being the way it was supposed to be: ‘The faculty of imagining, or of forming mental images or concepts of what is not actually present to the senses. ’ In basic mathematics which even Einstein should be able to follow, when A equals B and B equals C, A is equal to C. When imagination and knowledge are both said to lead to the view of the earth being round, knowledge and imagination are equal to each other. Thus stating that something is more important than its equal, is something ridiculous and only possible in the play ‘Animal farm’. Writing this essay made me, as an ordinary human, start to question the vast amount of knowledge I get served every day at school. If there was a way for me to actually find out whether something is really true, I would do it. Sadly I do not have these capabilities and all I can do is rely on the teacher’s words. But as I said before, these could very well be based on nothing but mere imagination and be completely wrong. It is only now that I start to see in what ways Lagemaat is right when he says how knowledge can be interpreted and should be questioned at the same time. It was said that stating imagination was more important than knowledge eventually would lead into us making very false assumptions and decisions in daily due to our knowledge of what is said to be true and what is not, would be lost completely and we would only base our decisions on our own insight and imagination. It was also said that Einstein was very wrong in saying that imagination was more important than knowledge as all imagination would do in that case was to replace knowledge, neglecting the whole purpose of imagination. Abstract The subject on this essay is related to Einstein’s interview in 1929 in which he stated that imagination was more important than knowledge. in the essay itself I will be trying to argue why Einstein was in the wrong by saying the above said. By saying imagination is more important than knowledge, Einstein is basically saying that we as humans would be better off living in a world where we did not keep ourselves busy with our everlasting hunger towards knowledge, but in a world where we would use our imagination instead of knowledge to reason for our decisions in daily life. I will try to disprove this by saying that in world without any knowledge, all imagination essentially would do, was to take up the space of knowledge because our imagination could then be argued to be knowledge as it is widely accepted amongst a large group of people in society. Furthermore there is the argument of human kind not being able to solely base their ideas and thoughts on imagination as this would only lead wrong insight as to how someone can deal with a certain situation and will with no doubt hold us up in our search for progress. This has been backed up by an example on human kind in the time they thought the earth was flat and as George Santayana said: ‘those who cannot remember the past, are condemned to repeat it’.

What Is the Importance of Public Administration in Ghana

gStructure of the new local government system The new local government system is made up of a regional coordinating council (RCC) and a four-tier metropolitan and three-tier municipal/DAs structure. Composition of structure The RCC consists of the regional minister as chairman and his deputies, the presiding member of each DA and the district chief executive of each district in the region, two chiefs from the regional house of chiefs and the decentralized ministries without voting rights.A DA consists of the district chief executive,   two thirds of the members directly elected by universal adult suffrage, the members of parliament (MPs) representing constituencies within the district, and not less than 30% of the members appointed by the president in consultation with chiefs and interest groups in the district. The district chief executive is nominated by the president, approved by two-thirds of the members of the DA present and voting, and appointed by the president. The assembly has a presiding member who is elected from among its members by two-thirds of all the members of the assembly.The sub-district structures include: †¢ The sub-metropolitan DCs which consist of not less than 25 and not more than 30 members, made up of all elected members of the assembly in that   sub-metropolitan district and such other persons resident in the sub-metropolitan district appointed by the president. †¢ The urban council consists of not less than 25 and not more than 30 members made up of not more than eight persons elected from among the members of the relevant DA, not more than 12 representatives from the unit committees in the area of authority of the urban council and not more than 10 persons ordinarily resident in the urban area. The zonal council consists of not less than 15 and not more than 20 members made up of not more than five persons elected from among the members of the relevant municipal assembly, not more than 10 representatives from the unit committees and not more than five persons ordinarily resident in the zone. †¢ The town/area councils consist of not less than 15 and not more than 20 members made up of not more than five persons elected from among the members of the relevant assembly, not more than 10 representatives from the unit committees and not more than five persons ordinarily resident in the town or area. The unit committee consists of not more than 15 persons made up of 10 elected persons ordinarily resident in the unit and not more than five other persons resident in the unit and nominated by the district chief executive, acting   on behalf of the president. Elections to all local government bodies are on a non-partisan basis; the elections are state-sponsored and conducted by the electoral commission. Regional coordinating councils (RCCs) RCCs are established for each of the 10 regions of Ghana. An RCC is an administrative and coordinating rather than a political and policy-making body. Its functio ns are to: monitor, coordinate and evaluate the performance of the DAs in the region; †¢ monitor the use of all monies allocated to the DAs by any agency of the central government; †¢ review and coordinate public services generally in the region †¢ perform such other functions as may be assigned to it by or under any enactment. Metropolitan/municipal/district assemblies DAs in Ghana are either metropolitan (population over 250 000), municipal (one town assemblies with populations over 95 000) or district (population 75 000 and over. ) There are three metropolitan assemblies, four municipal assemblies and 103 DAs.A metropolitan/municipal/DA is: †¢ created as the pivot of administrative and developmental decision-making in the district and is the basic unit of government administration †¢ assigned with deliberative, legislative as well as executive functions †¢ established as a monolithic structure to which is assigned the responsibility of the totality o f government to bring about integration of political, administrative and development support needed to achieve a more equitable allocation of power, wealth and geographically dispersed development in Ghana constituted as the planning authority for the district. Functions of the assemblies These are deliberative, legislative and executive. Section 10(3) of Act 462 lists them as follows: a) be responsible for the overall development of the district and shall ensure the preparation and submission through the regional coordinating council for approval of the development plan to the commission and budget to minister of finance for the district b) formulate and execute plans, programmes and strategies for the effective mobilization of the resources necessary for the overall development of the district ) promote and support productive activity and social development in the district and remove any obstacles to initiative and developmentd) initiate programmes for the development of basic inf rastructure and provide municipal works and services in the district e) be responsible for the development, improvement and management of human settlements and the environment in the district f) in cooperation with appropriate national and local security agencies, be responsible for the maintenance of security and public safety in the district ) ensure ready access to the courts and public tribunals in the district for the promotion of justice h) initiate, sponsor or carry out such studies as may be necessary for the discharge of any of the functions conferred by this Law or any other enactment perform such other functions as may be provided under any other enactment. Sub-district political/administrative structures These being subordinate bodies of the DAs, they perform functions assigned to them by the instruments setting up by the assemblies or delegated to them by the assemblies.They are constituted by the sub-metropolitan DCs, urban/town/ zonal/area councils, and unit committee s. Sub-metropolitan DCs These structures are immediately below the metropolitan assemblies. There are 13 of these structures established by law. These are shown below: This arrangement has been dictated by the complex and peculiar socio-economic, urbanisation and management problems which confront these three metropolis. Urban councils Urban councils are peculiar to settlements of â€Å"ordinary† DAs.They are created for settlements with populations above 15 000 and which are cosmopolitan in character, with urbanisation and management problems, though not of the scale associated with the metropolis. Thirty-four of these councils are established by law. Zonal councils The zonal councils are in the â€Å"one-town† municipal assemblies of Cape Coast, New Juaben, Tamale and Tema, for which the establishment of town/area councils will raise problems of parallel administrative structures. There are 108 of such zonal councils for the four municipal assemblies.They are based o n the electoral commission’s criteria of: commonality of interest, population of 3000 and identifiable streets, land marks, etc. as boundaries. Sub-Metropolitan District Council under Respective Metropolitan Assemblies Assembly Accra Metropolitan Assembly Kumasi Metropolitan Assembly Shama Ahanta East Metropolitan Assembly Ablekuma Asokwa Sekondi Ashiedu Keteke Bantama Takoradi Okaikwei Manhyia Shama Ayawaso Kpeshie Osu Klottey Subin Town/area councils These are found in the metropolitan assemblies and DAs. In the DAs, town councils are established for settlements with populations between 5000 and 1500.Area councils exist for a number of settlements/villages which are grouped together but whose individual settlements have populations of less than 5000. They cover areas with predominantly rural populations and in some cases can be identified with spheres of influence of a particular traditional authority. They are essentially rallying points of local enthusiasm in support of a new local government system. A unit is normally a settlement or a group of settlements with a population of between 500–1000 in the rural areas, and a higher population (1500) for the urban areas.Unit committees being in close touch with the people play the important roles of education, organization of communal labour, revenue-raising and ensuring environmental cleanliness, registration of births and deaths, implementation and monitoring of self-help projects, among others. Committees of District Assemblies In the performance of its functions, the DA works through the executive committee and its subsidiary committees of development planning, social services, works, finance and administration, and justice and security. Executive committeesThe functions of the assembly are performed by the executive committee, which is presided over by the district chief executive and consists of not more than onethird of the total number of members of the assembly excluding the presiding memb er. Heads of departments of the assembly attend the meetings of the relevant sub-committees and advise them on the execution of their functions, but may not vote. A sub-committee can also coopt persons to attend its meetings but also without a vote. The functions performed by the executive committee are to: coordinate plans and programmes of the sub-committees and submit these as comprehensive plans of action to the DA †¢ implement resolutions of the district in collaboration with the office of the DA †¢ oversee the administration of the district in collaboration with the office of the district chief executive †¢ recommend where it considers necessary – in the case of departments outside 364 the supervision of the assembly which are in the district – to the appropriate government ministry/department/agency the appointment and replacement on stated grounds of officers within the area of authority of the assembly adopt measures to develop and execute appro ved plans of the units, areas and towns and sub-metropolitan districts within the area of authority of the assembly †¢ recommend to the DA the coordination, integration and harmonisation of district development plans and policies. Sub-committees of the executive committeeThe sub-committees of the executive committee and the functions they perform are shown below: Development planning sub-committee †¢ takes a comprehensive look at the district †¢ identifies the economic resources/potentials of the district †¢ develops an information base on the resources identifies opportunities and constraints for the exploitation of these resources †¢ prepares exploitation and phasing plans and strategies †¢ consults with other sub-committees and the private sector for the implications that the proposed district plan may have on other sub-committees’ plans †¢ submits the plan to the executive committee for harmonisation with other sub-committee plans. Socia l services sub-committee †¢ takes a comprehensive and long-term look at areas of social development in the district, in particular education, health, social welfare, sports, culture, etc. develops the information base on these areas of social development†¢ prepares a social development plan (long-, medium- and short-term) for the district Sub-Committees of the Executive Committees of the Assembly District Assembly, Executive Committee Development Planning Sub- Committee, Social Services Sub- Committee, Works Sub-committee, Finance Administration, Justice/ Security †¢ identifies the strengths and weaknesses in the social services areas †¢ examines the implications of the social development plan on other sub-sectors of the district economy submits the plans to the executive committee for harmonisation. Works sub-committee The functional areas of the works sub-committee includes roads, electricity, sanitation, water, etc. Within the general framework of Act 462 and the specific functions in the legislative instruments that establish the various assemblies, this sub-committee: †¢ takes a comprehensive look at the infrastructure needs and problems of the district †¢ develops an information base on each of these programme/functional areas †¢ maps out, initiates and phases out programmes for their development and/or provision examines the implications of such actions for the other sub-committee proposals †¢ submits the programmes to the executive committee for harmonisation and action.Finance and administration sub-committee This sub-committee †¢ examines the general financial position of the assembly †¢ examines the revenue mobilisation and expenditure trends of the assembly †¢ maps out strategies to improve revenue mobilisation in the present and sets targets for the future †¢ submits financial plans to the executive committee for harmonisation with other sub-committee plans identifies strategies to ensure judicious utilisation of available resources. Justice and security sub-committee This sub-committee is set up to resolve intra-district and inter-district conflicts and to consider issues that pertain to the enforcement of by-laws of the assembly. To achieve these purposes, the sub-committee: †¢ examines these and other related conflict areas †¢ recommends to the executive committee ways and means to resolve disputes †¢ ensures ready access to the courts and tribunals for the promotion of justice in the district, e. . making sure that premises are available for use by community tribunals and that police logistics are adequate. A DA can form any other sub-committee, depending on the peculiarities of its environment or its area. The committee’s discussed above are, however, mandatory. They can be dissolved and reconstituted but cannot be replaced, for example by a task force. Sub-committees of metropolitan assemblies These and their subject areas are shown in Ap pendix 2. Boards of metropolitan assembliesFor the efficient performance of its functions, a metropolitan assembly has three metropolitan boards: †¢ Metropolitan Planning Board †¢ Board of Metropolitan Works †¢ Board of Administration. The Sub-districts – New Decision-Making points for Poverty Reduction using the Sub-district Development Fund Saboba Introduction At the design stage of DSDA II, an Economic Development Component (Sub-district Development Fund) was suggested as a means to support economic development at the district and sub district levels. An amount of 14. 87 million DKK (US $ 2. 25 million) was earmarked over four years, to support activities of this component. This was designed to reduce poverty through the provision of social infrastructure and improved incomes, while strengthening the institutional and human capacity of the districts and economic stakeholders to manage these resources in an efficient and accountable manner. During the impleme ntation stage a great number of lessons and experiences with regards to the Sub-district Development Fund (SDDF) herein after referred to as the Fund were accumulated and documented.The processes undertaken to reach these are highlighted in this chapter. The Best Practices and Lessons at the Design Stage dentifying and Establishing the Guiding Principles and Objectives Lesson One:Prior to the implementation of the Fund, an exercise was undertaken to establish guiding principles and objectives. The Fund, over the four-year period, operated around a number of principles which comply with the overall framework of Ghana’s decentralisation and poverty reduction programmes and these were: * Broad stakeholder participation in decision making; * Demand-driven;   Need and commitment; *   Viability and ownership; * Equity in resource allocation and targeting; * Decentralised development; and * Local capacity building and sustainability. The objectives which guided the support activ ities and the developed systems were: * To support social and economic development investments that will serve as catalyst for further economic opportunities in ruru mmunities. * To strengthen the existing local government structures and institutions to provide services for decentralised development (financial, training, business development, project management, etc).   To enhance local decision making in project selection and implementation involving relevant stakeholders; * To deepen the sense of community ownership and responsibility for projects, especially post delivery operation and maintenance; and * To promote effective monitoring and evaluation of project implementation, utilisation and management for sustainability. Developing Effective Core Strategies and Approaches Lesson Two: For the SDDF, several strategies were developed through broad stakeholder consultation and validation.These consultations culminated in the formulation of specific strategies for implementation. A model strategy for poverty reduction, focusing on economic and social development was developed to guide implementation. In principle, three-tier strategy model proposed the targeting of economic funds towards projects with the highest potential to serve as catalysts for economic growth. Option 1: Regional economic promotion facility located at the regional level to cater for activities that seek to integrate economic development.Option 2: A district economic development policy and promotion facility, to support D As to establish district-based strategies and policy for economic development; and, Option 3: Community economic development facility categorised into: (a)  Ã‚  Ã‚   Economic Associations targeting those engaged in common economic vocations requiring common facilities and services to enhance their production activities; and (b)  Ã‚  Ã‚   Entire communities: where they require a common asset to broaden economic opportunities for all its residents.Each option was alloc ated a certain percentage of the total funds on the basis of major principles. Stakeholder Consultation and Decisions Lesson Three: Following the formulation of an entry strategy, stakeholders reached agreement on the feasibility of the strategy and made inputs towards owning it. Participating stakeholders included personnel of the Regional Coordinating Council and other regional institutions, personnel of the District Assembly and other district institutions, community level opinion eaders, representatives of women groups and credit/business advisory bodies. These consultations were organised first at the regional level and later at the district level. Involving stakeholders in project conception and inception was found to be critical for purposes of ownership and sustainability. The Best Practices and Lessons at the Implementation Stage At the implementation phase a number of lessons were learnt and some best practices emerged as follows: A Well Defined Implementation Plan and Pro cess Lesson One:The project cycle of the SDDF, was perceived as something beyond a mere list of activities. The processes were defined and shared to ensure their feasibility in relation to anticipated outputs. The instruments to facilitate effective implementation were pre-designed, discussed and modified appropriately. (i) Orientation of beneficiaries on SDDF as an Entry-Strategy: Following stakeholder validation of the economic development model and strategy, detailed orientation sessions in the two regions were organised.

Harriet Tubman Essay Example

Harriet Tubman Essay Example Harriet Tubman Essay Harriet Tubman Essay Ð ¡atherine Clinton’s biography â€Å"Harriet Tubman: The Road to Freedom† is an interesting and comprehensive biography on Harriet Tubman’s life. Catherine Clinton is a renowned historian with a special interest in black history. Many consider Harriet Tubman as the â€Å"Black Moses† of America and for good reason; she has lead hundreds of slaves to freedom, risking her own life for their welfare. This book is truly comprehensive and immersive and focuses on exposing the reality of Harriet Tubman’s life. Most biographical narratives on Tubman have become predominantly focused on her myth, we all know her as the mastermind of the â€Å"underground railroad†, but many aspects of her life have become forgotten. This narrative really focuses on Harriet Tubman, her trials and triumphs, and the truth about one of the most powerful women in American history. The reality of Harriet Tubman’s life is an inspirational and motivating story, one that exceeds her mythological legacy. The purpose of this book was to recreate a historically accurate, and complete portrayal of Harriet Tubman. Clinton first introduces the world in which Harriet Tubman lived in. The book also delves into the topics of social history of American slavery and the antislavery movement, and how Harriet Tubman greatly fought for this cause. Clinton tells the story of Tubman’s struggles and her life around the greater battle for emancipation that was occurring in America. Clinton provides a general overview of conditions for slaves along the Eastern shore; and how Harriet must have lived during her early life. : Harriet Tubman was very much an ordinary woman, with the normal complexities of ordinary life. However, her extraordinary accomplishments are how she is remembered today. However, Harriet Tubman endured travails that all human beings endure. However, what made Harriet Tubman so extraordinary was her strength and courage in facing the realities of life, and the dangers she exposed herself to be very real. Her character truly defines and speaks volumes about who she truly was, rather than her accomplishments. The primary subject of the book is Harriet Tubman herself. Tubman was born during the â€Å"era of good feeling†, a historical period within American history of peace and prosperity. This of course did not apply to African Americans, whose lives were still controlled solely in the hands of their white owners. Clinton narrates Tubman’s journey from being born a slave in Maryland to her daring escape to Canada, her daring journeys back to the United States and the already glorified endeavors of the Underground Railroad. Clinton also explains how Tubman’s husband John Tubman had a substantial influence on Harriet. They were married as teens in Maryland, Clinton says that their early marriage was filled with â€Å"happiness and repose, they loved each other tenderly and with great passion†. Little has been known about the relationship between these two. Clinton paints a picture of a happy couple torn apart through their conflicting moral values. John Tubman was content to live out his life on the farm. John felt that despite the conditions under which he lived, they were not as worse as comparable circumstances at other farms. His indecisiveness when it came to his personal freedom ultimately led him to refuse to run away with Harriet. Running away to Canada without John had a profound effect on her and was a turning point in her life. Harriet took a huge risk, one that took a lot of courage and conviction in her ideals to be able to leave her relationship. Harriet, the real human being, is a truly inspirational woman in history and is more than her legacy on the Underground Railroad. The biography really discerns the reality from myth of Harriet Tubman. The majority of the American public knows the story of Harriet Tubman, her courage in helping bring slaves into the north through a dangerous â€Å"underground railroad†. The danger that she faced through this time of trial, her hunted status in the south, and her courage in standing up for African Americans as well as women’s rights are well documented. However, Harriet Tubman was also a real person, and the personal story behind her accomplishments is far more important than her accomplishments. Tubman grew up much like any other slave. She did not receive divine aid, education, nor did she gain certain advantages over other slaves. The fact that she had a husband did not really separate her from others as well. The fact that Tubman wanted something more and acted upon her vision speaks volumes of her. Harriet Tubman was just as human as anyone else, but her special abilities and her courage arose whenever she needed to. The reason behind her dangerous trips into the heart of the South was that she strongly believed in her moral convictions, and that she put everything into her beliefs. She was an ordinary woman who rose up when called upon to do the extraordinary. The vast majority of people forget that she also lived a normal life, and that what she accomplished is really an inspiring story. Harriet Tubman’s life is just as fascinating a story as the legacy she left behind. She is not a mythological figure of the African American freedom movement, but rather an ordinary individual who through her life experiences and moral convictions, transformed into a remarkable leader. A great lesson that can be drawn from Tubman’s life is that complacency is the greatest obstacle to our moral convictions. It is all too easy to settle for what we have now, than to work for what we want later. Tubman reveals that the battle against complacency and the power to dream for a better tomorrow carries with it great hurdles and responsibilities. One has to rise above what one believes is incapable to accomplish their goals. Tubman applied this philosophy throughout her life. Tubman never saw what she did as extraordinary. What one accomplishes always seems incredible to others, but ordinary to those who went through every step of the way. Clinton, Catherine. Harriet Tubman: The Road to Freedom. First Edition. Boston: Little, Brown and Company, 2004.

Public Relations Theory And Campaign

Public Relations Theory And Campaign Introduction Newlandia education foundation Newlandia education foundation (NEF) was established in the 1900 as a charitable organization, with support from Newlandia government. Since then, this organization still relies on donation from the public to ensure its survival. It is located in the south region of Newlandia Island where schools are faced with inadequate resources such as lack of enough books, stationery, teaching materials among other needs.Advertising We will write a custom critical writing sample on Public Relations Theory And Campaign specifically for you for only $16.05 $11/page Learn More NEF’s mission stands for â€Å"education access for all newlandians regardless of race, religion, sex or economic standing† (Pacific PR, 2010, p.5). However, NEF is faced by the challenge of over-reliance on public support in form of money, reading material, and voluntary services; however, the adult population of Newlandian is very ignorant o f the organization’s vision and mission. The Newlandian unemployment rate is at 12-25% due to lack of education. In addition, south newlandians children live far from school, hence making it impossible for them to attend school, (Pacific PR, 2010, p.8). This campaign aims at convincing the business sector on Newlandian on the importance of supporting childhood education in the future to benefit the children into becoming important people in the society, thus curbing illiteracy and unemployment in the future. In order to ensure effective delivery of information, situational theory, social learning theory, and hierarchy of need theory will be used appropriately. When proper resources are in place, NEF can make an impact on the lives of many children through providing effective education, thus curbing poverty through providence of employment opportunities. Literacy minimizes poverty while boosting employment and social inclusion. Television, newspapers, and radios can be used as campaign tools for spreading the plight of Newlandian. The Newlandian situation requires additional schools, stationery, teaching accessories, and desks in order to ensure learning needs are met. Indeed, raising awareness of the child education situation is the first step in this campaign. Steps towards Public Relation Campaigns According to Musgrave (2001, p.42), when public relations campaigns are planned carefully and executed effectively, they create a difference between success and failure of a program.Advertising Looking for critical writing on communications media? Let's see if we can help you! Get your first paper with 15% OFF Learn More Therefore, the following steps are involved; first, collection of data, which in this case we have all the information needed concerning the Newlandian’s education foundation. The second step involves setting of objectives, the main aim of which is to raise awareness of the Newlandian’s plight and to r aise donations that will aim at increasing education for children in this area. Determining the strategy aims at how the objective will be achieved, therefore publicizing our objectives will attract public’s attention. In addition, setting of communication techniques aims at deciding the number of communication tools to use. In this case, variety of tools will be used, for instance, television, and newspapers among others. Composing the message is a step that involves constructing an appropriate message that will be forwarded to the media with an aim of creating awareness and supporting NEF. Selecting the media involves choosing the appropriate channels of conveying the message. In this case, television, newspapers, radio, and the internet will play a vital role in publicizing. This is in addition to preparation of supporting materials, which include brochures and setting a schedule, indicating when the project will begin. The budget should be used effectively while follow up on the responses regarding the campaign should be made. Finally, programs objectives should be evaluated, for instance, the rate of media exposure on the conveyed message (Musgrave 2001, p.46). Creating awareness can be done through advertising, and publications. These tools assist in conveying a message to the public, and in return, the public begin to act according to the influence of the communication. Campaign media tactics include advertising in newspapers, television, and internet among others. Mediated publicity includes personal appearance in talk shows, while directed publicity involves emails, reports, and brochures among others. In this campaign, it is important to note that important messages will be easily understood if they are seen or heard.Advertising We will write a custom critical writing sample on Public Relations Theory And Campaign specifically for you for only $16.05 $11/page Learn More The appropriate media is the use of television, radio, and newspapers. For instance, in the newspapers, the advertisement on the education plight of Newlandia can be placed in the Newlandia time magazine in the most effective areas like sports section and the job market section, where most people access. In case of the television, a commercial should be sent that conveys story coverage on the plight of NEF. In addition, according to Bouman Brown (2010, P.35), lifestyle campaigns are increasing in relation to the growth of media. Such campaigns induce interpersonal communication while seeking support. They use the media to draw attention on specific behaviors such as health, HIV AIDS, and sexual practices among others. Nevertheless, communication in campaigns is essential as it connects an organization with its publics through the exchange of information (Vasquez, 1994, p.268). Public relations planning models The ROPE model of public relations signifies four phases research, objectives, programming, and evaluation whereby, re search involves the institution or client that is faced with a problem that needs to be solved. The second phase involves setting of objectives to solve the problems, whereby, a strategy should be formed that involves identifying goals and objectives, identifying target publics, and creating a theme for the campaign. Moreover, the third phase consists of the planning and the execution of a program that will accomplish the objectives. The final phase deals with monitoring and the adjusting of the programs by determining ways that measure whether the campaign has achieved its objectives or not (Swan 2010, p.5). ROPES programming model consists of four elements, which include reciprocity, responsibility, reporting, and relationship nurturing. Reciprocity entails that an organization should show gratitude for the donations made by donors, since positive relationships are driven by the give and take situation.Advertising Looking for critical writing on communications media? Let's see if we can help you! Get your first paper with 15% OFF Learn More Responsibility on the other hand entails acting in a responsible manner towards the donors. In this case, NEF should use the donations responsibly, and the results should be evident in order for the donor to be motivated in giving more. However, if the trust of donors and supporters is betrayed, the organization suffers. Therefore, the foundation should keep its supporters updated on the progress made on developments, and it should avoid communicating with its supporters only when it seeks help. Theories Relevant To the Campaign Proposal The stewardship theory According to Wehmeier (2009, p.267), public relations has been criticized for lack of theory building. However, some theories are still of great significance. The main aim of this campaign is to raise awareness on the plight of Newlandian foundation, in order for the foundation to raise more funds that will cater for the wanting issues. Therefore, the campaign targets both business and industry sectors. Fund raising theory imp lies that, the more an individual or an organization donates to a foundation in terms of time or money they are more likely to continue giving. Therefore, with the creation of the NEF plight awareness, many groups will be driven to give regularly. It is however important that stewardship is maintained when it comes to public relations. When donations are made to the non-profit organizations, the donors should be treated with respect, as how they are treated determines future donations. Therefore, stewardship theory focuses on relationship building between the organization and its supporters, in term of respect and communication. Moreover, stewardship drives donors in giving for a second time. Measurement by Objective (MBO) Theory Measurement by objective (MBO) theory is suitable when it comes to the assessing of communication and efforts. All objectives are crucial and should be achieved as an aid to establishing of smart objectives. Member involved in the campaign contribute toward s the setting of objectives. Measuring of achievements is determined by time and completion. Sponsorship theory involves a situation whereby a sponsor provides assistant financially or conducts a fundraiser with an aim of assisting the needy foundation. A sponsor can also create awareness to the public on the plight of the foundation, thus driving donors to provide aid. A sponsor comes with the advantages of reinforcing, shaping the public’s opinion on the firm, and improving the image of the organization among others. Agenda Setting Theory Agenda setting theory is associated with the media in relation to how they convey the message to the public. In this case, issues should be dealt with at first hand before they result to problems, which the media use to portray a firm’s image. Nevertheless, the agenda setting theory is important in shaping NEF situation by making their plight a public interest. Moreover, the correct message should be sent to the right public via the right media at the right time in order to achieve success. In addition, the theory states that the public is attracted by those issues that receive media attention regularly compared to the rest. The heightened coverage of an issue increases the public’s perception on the importance of that issue (Dunaway, et al, p.361). Therefore, this theory will work perfectly for the NEF’s situation when the media is used to cover on the plight of schools in Newlandian. Situational Theory Situational theory on the other hand assists in classifying publics, based on their involvement, into four groups; active publics on issues of public concern, apathetic publics on all issues, active publics on issues involving everyone, and personalized publics. In addition, this theory tends to categorize people on three factors, the first being constraint recognition, in term of whether they can do anything to adder a problem. The second is level of involvement, which involves the extent to whi ch they are personally affected by the problem. The third is problem recognition, which implies how the public perceives a certain problem (Hazleton, 2006 p509). Therefore, the situational theory will be important while identifying the issue involvement of the public. Social Learning Theory According to Newman Newman (2008, p.64), social learning theory implies that people try to fit in a particular group by modifying their behaviors and attitudes. For instance, when an individual sees a particular behavior as desirable, he will automatically adopt it. Therefore, television is viewed as a means of advertising that can act as a persuasive communication method. To make sure that this campaign is successful, we will seek Newlandian successful identities and associate them with NEF situation. Maslow’s Hierarchy of Needs Theory Maslow’s hierarchy of needs theory states that one can only move upward once the basic needs have been fulfilled, therefore, the mode of communicat ion should be aimed at appealing to the public to provide the basic need first. This campaign will aim at appealing to the rich in the north to assist the poor Newlandians in the south. Self-interest in this case can apply to the rich starting up projects with an aim of making profits, but at the same time provide employment for the poor (Clegg, et al, 2005, p.250). Communication Theory Another important theory applicable in the Newlandian’s population is the communication theory that involves a sender and a receiver; therefore, the message should be encoded carefully to provide the receiver with the correct understanding of the intended message. Moreover, the message conveyed to the media should be accurate so that when it is publicized, it still has the intended meaning (Liu and Horsley, 2007). In conclusion, public relations should be in apposition to direct and support corporate social responsibility (CSR) in a country. In addition, the chief executives officer should pla y a vital role in enhancing CSR in the society (Pendleton, et al, 2010, p.405). Conclusion The Newlandians campaign is aimed at creating awareness to the public on the plight of the area. Education is a top priority for any growing child, which should not be neglected at any cost. Therefore, campaign will foster donations from well-wishers and the privileged. Using the media as the main source of the campaign, the aim is attracting the target public attention on the NEF plight, which will be given unlimited attention by the media. Corporate social responsibility can also be related to public relations, if organizations focus on improving the situation of the less privileged. Reference List Brown, W., 2010. Ethical Approaches to Lifestyle Campaigns. Journal of Mass Media Ethics, 25:34–52. Taylor Francis Group publishers. Clegg, S. et al. 2005. Managing and organizations: an introduction to theory and practice. London: SAGE Publishers. Dunaway, J. et al. 2010. Agenda Setting, Public Opinion, and the Issue of Immigration Reform. Social Science Quarterly, Vol. 91, Issue 2. Blackwell Publishing Limited. Hazleton, V., 2006. Public relations theory II. NY: Routledge Publisher Liu, B. and Horsley, J. S., 2007. The Government Communication Decision Wheel: Toward a Public Relations Model for the Public Sector. Journal of Public Relations Research, Vol. 19, Issue 4, pp. 377-393. Musgrave, P., 2001. Eleven steps for planning and evaluating your public relations campaign. (Attached material). Newman, B. and Newman. P., 2008. Development through Life: A Psychosocial Approach. Edition10. OH: Cengage Learning Publisher. Pacific PR. 2010. Strategic Public Relations Plan: Newlandia Education Foundation Intensive three-month awareness raising campaign. Retrieved from: https://ljjames87.files.wordpress.com/2010/08/pr-campaigns-strategic-pr-plan-for-nef.pdf Pendleton, J. Todd, L. et al. 2010. Public Relations Leadership in Corporate Social Responsibility. Journal of Busine ss Ethics, 96:403–423. Springer publishers. Swann, P., 2010. Cases in Public Relations Management. London: Taylor Francis Publisher. Vasquez, G., 1994. Testing a Communication Theory-Method-Message-Behavior. Complex for the Investigation of Publics. Journal of Public Relations Research, 6(4), 267-291. Lawrence Erlbaum Associates, Inc. Wehmeier, S., 2009. Out of the Fog and into the Future: Directions of Public Relations, Theory Building, Research, and Practice. Canadian Journal of Communication, Vol 34; 265-282. University of Southern Denmark.