Development of Education in Saudi Arabia Term Paper

Development of Education in Saudi Arabia - Term Paper Example Saudi Arabia government is alive to this fact and invests significant investments in its educational program covering elementary, secondary and higher education. The Kingdom of Saudi Arabia occupies about 80 percent of the Arabian Peninsula has a total area of 2, 2400,000 km2.ii They note that the population in Saudi Arabia is largely skewed with statistics showing that Saudis aged who are 14 and below account for 40 percent for a country with a total population of 27 million. This means that the country should invest heavily in education and health sector to guarantee proper upbringing for its young generation. Previously, the Arabian Peninsula existed as different parts until 1932 when King Abdulaziz Ibn Saudi was recognized the king of Saudi Arabia has taken over control of Hejaz, Sultan Nejd and the Dependencies in 1926.iii The kingdom did not have a formal educational system until 1369/70 AH (1949/50 AD).iv Prior to the introduction of a formal educational system, traditional ed ucational was followed known as ‘’kuttab’’. In this form of education, the schools were only open to boys although young girls could be allowed to attend kuttabs.v However, girls were to learn from their homes. The education system was established following massive support and lobbying from Prince Fahd Ibn Abdel Aziz who later became a king. The education system in Saudi Arabia is based on religion.vi Saudi Arabia developed its educational policy based on a formula that is relevant to all societies as postulated by Arnold Anderson. Anderson explained that in the provision of education every society has an objective of meeting three basic requirements which include: a capability to offer training to those to utilize such skills; equal opportunity for all members of the society and offer respect an individual’s right to choice in education thereby allowing flexibility.vii This paper will assess the development of education in Saudi Arabia. It will fir st provide an overview of economic development in Saudi Arabia followed by a discussion on the advancement of the various institutions involved with ensuring the provision of quality education such as the ministry of education and advancement in elementary, high school and higher education. Additionally, the paper will seek to discuss the advancement of private and sector education sectors and how women education is perceived in the country as an indicator of equality. Lastly, the paper will bring out the governmental scholarship plans and their benefits to the society. Saudi Arabia has experienced steady and significant economic development parallel to political and societal change.viii The country posted a Gross Domestic Product (GDP) of 6.8 percent in the last year’s fiscal year. The country has posted impressive GDP ratings given that between 1968 and 2010, Saudi Arabia has had an average quarterly figure of 5.03 percent. Prior to the establishment of the modern Saudi Ara bia kingdom in 1932, the society largely depended on agriculture and trade; exporting dates and trading with pilgrims visiting Makkah and Madinah.ix The country was devoid of any infrastructure necessary to support economic growth. However, things took a dramatic twist in 1938 with discovery exploitable of oil deposits and after the Second World War, oil exports helped the country acquire the necessary resources to implement infrastructural developments building world-class roads, schools, hospitals and seaports.     

Police System In Japan Essay Example for Free

Police System In Japan Essay In Japan, police system generally enjoy wide community support and respect. The system, so called keisatsu seido consists of approximately 220,000 police officers who are organized into prefectural forces coordinated and partially controlled by the National Police Agency in Tokyo. Concerning the historical development, during the Edo period we are talking about the years 1600 1868 here, the Tokugawa Shogunate ( the form of those days governing the country ) developed elaborate police system based on town magistrates who held samurai status and served as chiefs of police, prosecutors and criminal judges. The system was extended by citizens  ´s groups such as five-family associations ( gonin gumi ) . These groups were composed of neighbours, collectively liable to the government for the activities of their membership. After the Meiji Restoration in 1868, the main change in the whole Japanese history, the Home Ministry was established in 1873. With jurisdiction over the Police Bureau, it effectively controlled the police. This new, centralized police system had wide-ranging responsibilities, includng the authority to issue ordinances and handle quasi-judicial functions. It also regulated public health, factories, constructions, businesses and issued permits, licenses and orders. In 1911 the Special Higher Police was established to help control proscribed political activities. Later in 1928 it was strengthened with the introduction of the Peace Preservation Law. When the Sino-Japanese War began in 1937, the police were given the added responsibilities of regulating business activities for the war efforts, mobilizing labour and controlling transportatioon. Also regulation of publications, motion pictures, political meetings, and election campaigns came under police direction. After World War II, Japan as a defeated country was under strong pressure and influence mainly from the U.S., on all branches of life, including the police system. The National Diet the highest organ of state power was required to enact a new Police Law. This 1947 law abolished the previous  Home Ministry. It decentralized the system by establishing about 1,600 independent municipal police forces in all cities and towns with population of over 5,000 smaller communities. These were served by the newly created National Rural Police. General contol of the police was supposed to be ensured by the establishment of civilian public safety commissions. As to present structure, today the Japanese police system is based on prefectural units that are autonomous in daily operations yet are linked nationalwide under the National Police Agency. Prefectural police headquarters, including the Tokyo Metropolitan Police Department, control everyday police operations in each prefecture. In effect, the prefectures pay for the patrol man on the beat, traffic control over domestic security units, which are funded by the national government, as are the salaries of senior national and prefectural police officials. Prefectures are divided into districts, each with its own police station under direct control of prefectural police headquarters. There are about 1,250 of these police stations nationwide. Districts are further subdivided into jurisdictions of urban police boxes ( koban ) and rural residential police boxes ( chuzaisho). The mainstay of the Japanese police system is the uniformed patrol officer (omawari san ). The patrol officers supply the police boxes and patrol cars and comprised 40 percent of al incidents and crimes and then move them to the specialized units for further investigation. The sphere of police resposibilities remains broad. Besides solving ordinary crimes, criminal investigators establish the causes of fires and industrial accidents. Crime prevention police hold added responsibility for juveniles, businesses and the enforcement of special laws regulating gun and sword ownership, drugs, smuggling, prostitution, pornography and industrial pollution. Public safety commissions usually defer to police decisions. Police contact with the community is extended by the requirement that koban based police visit every home in their jurisdiction to gather information,  pass on suggestions regarding crime prevention and hear complaints. Neighbourhood crime prevention and traffic safety associations provide another link between police and community, further promoting extensive public involvement in law and order.

Human Resources Management Reform in Chinese Banking

Human Resources Management Reform in Chinese Banking The Human Resources Management Reform in Chinese Banking A case of Bank of China Chapter 1: Introduction Challenge to Chinese Banking December 11, 2001, after 15 years of arduous negotiations, China officially access to the WTO. On the hundreds of pages of Chinas WTO accession Protocol, the financial services trade is the most important part of it and gets the most attractions from all sectors of the community. Since then, Chinas financial opening was provided to an external accelerator and timetable. The all-round opening up of Chinas financial industry era has begun. Until the end of 2005, 16 Chinese banks introduced foreign strategic investors and a total of 71 foreign banks from 20 countries and regions had set up 238 operational entities in China. Foreign banks enter the Chinese banking sector has always been the impact of the banking industry, academia and regulatory agencies pay close attention to the problem. Gains and risks on both sides of a coin, the Chinese foreign capital into the banking sector in the enjoyment of the proceeds must also face the attendant challenges. Compare to foreign banks, Chinas banking sector is still in a very traditional approach to management, backward technology, simple business method, single-species products and obsolete business concepts. In a long term, Chinese government takes bank as a very important part of the National Economic Sectors; therefore, four state-owned banks enjoy the monopoly state in China. Chinese government set a set of policies to protect the development of these banks. Now, Chinas accession to the WTO situation, the traditional banking sector faces a foreign financial industry developed into one of the great challenges. In that case, it is urgent need for them to present the financial industry for rapid reform and the development orientation should conform to the world development trend. In the face of the challenges of the circumstances, Chinas banking sector began one after another round of reforms, changes in business philosophy, business form and management form, and so on. 1.2 Aim of the Dissertation This paper through analysis the recruitment and selection situation and human resource reform in Bank of China is to explore the human resource reform experiences and the development of human resource management in Chinese banking and it also could be a good reference to the whole Chinese banks. The aim of the research is therefore to understand the challenges with foreign banks entry into China and the current development of human resource management situation in Chinese banking. Furthermore, the human resource reform in Bank of China invited an American consultancy company as the councilor. There is no doubt saying it would begin to practice more western human resource management methods to manage this traditional state-owned bank which in a long time is considered as in a conservative industry area in China. On one hand, these advanced western human resources concepts are introduced to China. they have to pursue their rules in line with the Chinese legislations and current situation. Therefore, related to the real situation and pool of candidates on Chinese banking to study the manipulation and transfer of recruitment and selection practices in Bank of China will help us come to further understand the development human resource management situation on Chinese Banking, especially the development of recruitment and selection field. From it we can know in what aspects the western recruitment and selection practices are more rational and scientific than Chinese local enterprises. On the other hand, these methods always implemented by foreign banks in their parent-country and now are transferred and practiced by a representative Chinese character banks. Obviously, it also could be a good reference and experience to foreign banks who want to enter into the Chinese market. In a word, this study seeks to fill the gap by evaluating the western recruitment and selection practices in China and provide a new perspective to Chinese local banks and foreign banks how to introduce these practices and manipulate them. Chapter 2: Literature Review Long Yongtu, Chinas point man on WTO negotiations, said, as the people, enterprises also need external pressure could push them ahead. If there no pressure comes from outside, Chinas enterprises is impossible to form. After Chinas accession to the WTO, the enterprises have to face a considerable external pressure and force them taking the path of internationalization and enhance their competitiveness. Unlike the overall economy, due to relatively weak foundation, the financial services industry will face more pressures, but in the medium and long term it will benefit more. According to Premier Zhu Rongji s words, there are pros and cons for financial opening to the outside world. If we can do a good job, the advantages would outweigh the disadvantages. The so-called do a good job, can not be limited to the impact of the simple response, but conversion mechanism, update the system and improving the competitiveness in a comprehensive way. 2.1 The Status Quo and Opening- Up Process of Chinese Banking From 1949 to the 1970s, Chinas banking sector under the planned economic system running, four state-owned commercial banks play the key role of specialized banks in Chinese banking sector. The late 1980s, the new commercial banks and non-banking financial institutions had set up. Some of the newly established commercial banks, now known as the other nationwide commercial banks, allowed providing nationwide commercial banking services, while some commercial banks only allowed operating in the local market. After Chinas accession to WTO, Chinese banking launched a comprehensive joint-stock reform and the successful listing. They through improve corporate governance, develop strategies, operate performance to reduce the ever-narrowing gap with the advanced international banks. Since 2003, four former state-owned commercial banks (Bank of China, Peoples Construction Bank of China, Industrial and Commercial Bank of China, Agricultural Bank of China) pattern no longer exists. The U.S. Gold man Sachs share the Industrial and Commercial Bank of China and Royal Bank of Scotland share Bank of China, and Bank of America also become the one shareholder of Peoples Construction Bank of China. At present the only state-owned Agricultural Bank of China whose shareholding system reform is now in progress. In future, there will be no state-owned commercial banks in China. Actually, as an important component part of Open-door policy, China has opened the door to foreign banks since 1979. At the end of September 2001, foreign banks operating in China, a total of nearly 190 institutions, of which 158 branches, corporate bodies 19, two branches 13. Foreign banks total assets reach 44 billion U.S. dollars, 18.6 billion U.S. dollars loans, deposits 6.5 billion U.S. dollars, capital (including working capital) 3 billion U.S. dollars. 31 foreign banks have been permitted to conduct RMB business, including 23 in Shanghai, 8 in Shenzhen, with total assets of RMB 41 billion Yuan. In market share, foreign banks were up to 20% and 30% in foreign exchange loans and international settlement business areas. The speed of Chinese banking sector opening up, from a global perspective, still is a faster as well. Although many developed countries has joined the WTO and signed the terms of trade in services, they still not yet open up the domestic currency business to forei gn banks and the implementation of geographical restrictions. According to Chinas WTO accession protocol, in the financial services industry, the banking sector is completely open commitment: (1) Prudent business of issuing permits. It means there are not economic needs tests or quantitative restrictions in the business license. After Chinas accession to WTO 5 years later, they should abolish all the existing ownership, management, foreign financial institutions and enterprises to establish branches of the non-permission of prudent measures. That is, when foreign banks apply for the establishment of branches, the Peoples Bank of China in addition to carefully follow the standards can not set other restrictions. Foreign banks set up business outlets in the city, with the approval conditions of Chinese domestic bank. (2) The timely opening of foreign exchange business. Chinas accession to the WTO, foreign financial institutions will be fully liberalized to foreign exchange business and the abolition geographical and customer restrictions. In other words, once accession to the WTO, China will allow foreign banks to all customers (including Chinese-funded enterprises and Chinese residents) operating all foreign exchange operations (including the companys business and retail business). (3) The phased opening of RMB business. For foreign banks RMB business in China will grant to open 20 cities in four years. Five years later, they will abolish all geographical restrictions for foreign banks. In the service targets, two years after accession, foreign banks would be allow to handle RMB business with enterprises in 12 cities of China. After five years accession, foreign banks would be allowed to provide services for customers in all China. (4) Financial advisory business categories timely open. Since the date of accession to the WTO, foreign institutions can be obtained the right to engage in related business deposits and loans, financial leasing, pay for all the designated services, security and acceptance, the company mergers and acquisitions, securities investment advisory, brokerage and other ancillary services in China. That is to say, joining the WTO 5 years later, there are no differences in service area and service object between Chinese domestic financial institutions and foreign financial institutions. Chinese government made an important commitment to realize trade liberalization, opening up the domestic market and in accordance with international practices which go beyond the general peoples expectations. 2.2 Human Resource Management in Foreign Banks As an increasing number of foreign banks enter the Chinese market, the content and the extent of competition crossing international borders has surged dramatically to Chinese banking. The competitive advantages of foreign banks mainly reflected in: financial advantages, institutional advantages, the network edge, technological advantages, innovative advantages and business strengths. Foreign banks expand their business in China, the biggest obstacle for them it is not familiar with the local situation, and therefore, the only way to take the short cut is to achieve the management of localization, because of their well-known local business, market information, public relations, skills of the management of state-owned commercial banks, and the most pressing needs of local people. Thus, human resource management inevitably becomes one of the most important fields of this competition. Especially, accompanied by the increase of foreign banks, they need to recruit more and more qualified m embers from local labour market. In China, owing to these foreign banks competitive salary, systematic career planning, good work condition, and oversea work opportunity .etc; their recruitment always attracts many most excellent peoples attentions. It is, thus, imperative for Chinese banks to attract, select, develop and retain best employees who can live and work effectively in this international competitive circumstance. However, Chinas historical development, political structure and culture influence its business philosophy and management way. Therefore, some standardized recruitment and selection methods developed in western have to be modified according to Chinese situation. They need more reform experiences and practical opportunity. In that case, the study of recruitment and selection practices of Chinese banking, actually, illustrates how to implemented western advanced practices under conditions of high cultural and institutional distance country. Human resource management is a systematic management relevant to recruitment and selection, training and development, performance, and rewards. All of these areas are mutual influence, interrelation and thus constitute a complete set of human resources management system. Human resources reform is in this interaction, and mutual contact conducted, thereby improving overall organizational performance, enhancing the effective and efficient of all the organization. Therefore, although this paper more concentrates on recruitment and selection area, it still will contain other areas of human resource management reform content in many places. Chapter 3: Methodology and Research Design 3.1 Research Questions Chapter 4: Case Study and Discussion 4.1 Introduction Bank of China, as one of the four state-owned commercial banks, like the other Chinese state-owned enterprises, it also constrained by its obsolete institutions and management in a long time. However, on the list of The Ideal Employer for Chinese Graduates released by Swedish Universum Communications specialized in employer brand management, Bank of China always looms over the whole list in recently years. In 2005, surpassing such transnational banks as CitiBank, HSBC and Deutsche Bank, it tops all financial enterprises. What makes the Bank of China be able to compete successfully with these foreign banks? What is the Bank of China to surpass those of foreign banks preferential treatment salaries and oversea opportunities and finally to choose it? As the major part of the stock holding system reform, the reform of human resource management in Bank of China is a most profound, most complex and most arduous one. Early in 2003, Bank of China had invited famous American consultancy company as the councilor of human resource reform. Combining with the banks actual situation and local experiences, they had worked out human resource reform program and practice scheme after repeated argumentations and revisions. In August 2004, human resource reform at the head office level was carried out. At the end of 2004, pilot reforms were conducted in its two branches in Jiangsu Province and Sichuan Province respectively. In 2005, human resource reform was implemented throughout its system in a full scale. The human resource reform in Bank of China is so spectacular that it is indeed quotable for other domestic banks. This chapter will concentrate on the analysis of interview and documents findings in order to explore the recruitment and selection situation in Chinese banking sector as well as the development of relevant human resource management policy in Chinese banking. The other concern of this research is to compare the gap and the differences of human resource management practices between Chinese banks and foreign banks. Interviewees were selected from all levels of the hierarchy and different banks of various ownerships in order to acquire more reliable primary data and more varied opinions within the Chinese banking. 4.2 Background to Bank of China Bank of China is one of Chinas four state-owned commercial banks. Its businesses cover commercial banking, investment banking and insurance. Members of the group include BOC Hong Kong, BOC International, BOCG Insurance and other financial institutions. The Bank provides a comprehensive range of high-quality financial services to individual and corporate customers as well as financial institutions worldwide. In terms of tier one capital, it ranked 18th among the worlds top 1,000 banks by The Banker magazine in 2005. Over the past century, Bank of China played an important role in Chinas financial history. It was established in February 1912 and is Chinas most long-standing history of the bank. During 1912 to 1949, the functions of the Bank of China have changed three times. From 1912 to 1928, Bank of China was the central bank of that time. In 1928 it was changed to the concessionaire of the international exchange bank. In 1942, Bank of China became the professional development of international trade banks. As the pillar of the countrys financial industry, Bank of China was committed to serving the public and developing the domestic financial sector. During these volatile years, the Bank strived to expand its presence in the market by prudent operation and aggressive reform, leading the market in many areas of its operations for a long period. Having branched out into overseas market, the Bank opened a brilliant chapter in Chinas modern and contemporary banking history. 1949 founding of the PRC, the new Chinese government took over the Bank of China and in December the same year the headquarters of the Bank of China moved to Beijing from Shanghai. Bank of China in 1950 under the management of the Peoples Bank of China head office leadership. October 27, 1953 the Central Peoples Government Cabinet announced the statute of Bank of China and specifically endowed the Bank of China as the Peoples Republic of China Cabinet Chartered Banks foreign exchange professional. From then on, Bank of China became the state-designated specialized foreign exchange bank and substantially contributed to development of foreign trade and the national economy. In 1994 and following the entrenchment of the reform of the financial sector, Bank of China was converted from a state-owned specialized bank into a wholly state-owned commercial bank. Together with the other three wholly state-owned commercial banks, it constituted pillars of the countrys financial industry. As a Chinese financial institution with a history of almost a hundred years, the Bank is well known for its continuous business innovations, introducing many brand new products and services in the domestic banking industry. It is widely recognized and commended by its peers and customers in international settlement, foreign exchange, trade finance, etc. In 2003, it was named by the State Council as one of the pilot banks for joint-stock reform of wholly state-owned commercial banks. In order to develop itself into an internationally competitive modern joint-stock commercial bank, with the capital adequacy, strict internal control, safe operations, good service and efficiency, building international competitiveness of the modern joint-stock commercial banks objectives, Bank of China further improved the corporate governance mechanism, strengthened risk management and internal control system, integrated management Processes and business processes, promoted human resources management re form, speed up product innovation and service innovation, and steadily push forward joint-stock transformation. In 2004, the Bank of China from state-owned commercial banks overall restructuring for the state-controlled joint-stock commercial banks, known as the Bank of China Limited. In 2005, Bank of China introduces the Royal Bank of Scotland and Temasek, and other strategic investors. In October 2005, the Royal Bank of Scotland Group PLC announced a $3.1 billion investment which would give the British bank control of just under 10 percent stake in the Bank of China. Further investments were made by Swiss bank UBS AG, and by Temasek Holdings Pte. Ltd, who also promised to subscribe for an additional $500 million worth of shares during Bank of Chinas initial public offering. In 2006, the Bank of China listed on June 1 in the main board of Hong Kong Stock Exchange. It was the largest IPO in the world since 2000, and the fourth largest IPO in the world ever, raising some US$9.7 billi on in the H-share Global Offering. The Over-Allotment Option was then exercised on June 7, 2006, raising the total value of their IPO to US$11.2 billion. In July 5, it listed on the Shanghai Stock Exchange. It successfully made the largest IPO in mainland China on July 5, 2006, by offering up to 10 billion A-shares on the Shanghai A Stock Exchange, or up to RMB20 billion. These were priced at RMB3.00 per share. In 2007, the Bank of China and Royal Bank of Scotland Group (RBS) cooperated to the public private banking business of Bank of China. All of these reform and incorporation make it turn a new chapter in its history and signal a huge step forward in becoming a modern joint stock commercial bank with good corporate governance practices. Furthermore, Bank of China is the most internationalized commercial bank in China. BOC London Branch, the first overseas branch of the Chinese banks, was established in 1929. From then on, the Bank successively opened branches in global financial centers, and has built up its network in 27 countries and regions. Currently, it had over 10000 domestic operations and over 600 overseas operations. In 1994 and 1995, Bank of China became the note issuing bank in Hong Kong and Macao respectively. It was the first among Chinese banks to recruit international experts and to introduce modern business management concepts into its operations with a view to become a premiere international bank. It has received wide recognition from its peers, customers and authoritative media for the credit and performance it achieved in past years. It has been awarded Best Bank in China and Best Domestic Bank in China by Euromoney for eight times; it has been included in the Fortune Global 500 for 16 consecutive years; in addition, it was awarded Best Domestic Bank in China by The Asset, awarded Best Trade Finance Bank in China and Best Foreign Exchange Bank in China by Global Finance, and awarded the Top 10 Product Service Enterprises in China by Far Eastern Economic Review; since BOC Hong Kong was restructured and listed in the Hong Kong stock market, it has been the winner of many significant awards, including Best IPO Investor Relation Award issued by the Investor Relations Magazine and Best Transactions and Best Privatization Award issued by Asian Finance. 4.3 The Challenges and Problems There are gains and risks on both sides of a coin. Chinas banking sector in the enjoyment of foreign capital into the revenue, it must also face the attendant challenges from it. The author is known as its challenge rather than risk or defects, because these challenges from the competitions of foreign banks is an integral part of the main power of Chinese banks reform. The only choice is to take the initiative to actively fight. For a long time solely state-owned banks have absolute monopoly position in China, although such a monopoly can get benefits from its scale. However, its survival and development is formed under the planned economy of monopoly and depend on policy and the protection of the state, which resulted in Chinas financial markets both single and thin. Chinas banking industry, especially the four major state-owned commercial banks, has long been regarded as a government-driven development of the countrys economic engine. They had to implement of considerable mandate of government policies, including investment loans, interest-free and low-interest loans, veterans resettlement and local governments intervention. Someone describe the state-owned banks as a dinosaur, because the death of dinosaur is too much energy consumption and too slow response. When the enemy bites the tail of the dinosaur, it will need five minutes to convey this message to the brain, and then five minutes time to make a c ounterattack. If Chinese banks do not get rid burden, in the face of the competition of foreign banks, it is bound in a passive position. According to the statistics, to the end of 2001, the four major banks have over 100 million employees and per capita profit is only 16,700 yuan, while foreign-invested banks in the number though much less, but in the same period the per capita profits 270,300 yuan which is 16 times of state-owned banks. Now, the banks historical burden was getting heavier and heavier. Access to foreign banks, the existence of such a burden, Chinas banks would lose the conditions for equal competition, in a very disadvantaged position. Lack of flexibility of their personnel system and institutional setup is extremely unreasonable. Like other state-owned enterprises, Bank of China also constrained by its rigid personnel system. Because ownership is not clear, the banks policy-makers and operators are the same members. The lack of the necessary internal control mechanisms resulted in lower levels of management, lax management. Their assessment is not operated on actual performance-based, but in line with the government officials ranks, that is, the higher your position are and the better your assessment result can get. Furthermore, they designed banks job description and ranks according to the State Civil Service series. On the other hand, banks at all levels in the institutions set up on the still-led administration and management level was complexity. Compared to western commercial banks focus on customer relationship management, such pyramid-like and multi-level administrative management had proved their effects v ary widely. Specific to the area of human resources management, mainly concentrated in the areas ¼Ã… ¡ First is the traditional orientation of Human resources Management Department. The traditional orientation of Human Resources Management Department of Bank of China is only a personnel department. The majority of works remain in the management people and other affairs and it mainly reflected in attendance, personnel file management, pay and benefits, and some other traditional work. The foreign banks have taken Human Resources departments in a clear strategic position which take on the major functions of personnel training and development and as the important guarantee of banks core competitiveness. The main reasons of this difference lies in the banks human resources is not the end results of competition in the market and personnel training, lack of market concepts, leading to large-scale and very difficult to promote change. Second is the difference in personnel recruitment and deployment of standards and evaluation of the value. In a long term, Bank of China takes the management responsibility of foreign currency exchange. It is a commercial bank and also is a part of government. In that case, it shows strong administration tendency. One of main representations is the recruitment and deployment is under the unified management and distribution of its head office or regional branchs human resources management department. The actual needs are poorly understood and valued more than diploma and the past experiences. However, foreign banks have their own recruitment of competent model for quality standards, according to the requirements of jobs analysis on-demand recruitment. They focus on candidates practical work capability and potential, more concerned whether candidates match with the organisation. There are survey shows that foreign banks in the recruitment process always use talent measurement tools and pay much attention to staffs personalities, especially the values of the match with organizations. Third is the difference in the understanding strategic significance of training. Although Bank of China has its own training base and develop training programme, it was taken as the main function forms sticking to the training books and classroom teaching model and following the what is lacking and what will teach in school practice. It only focused on the surface of the master work skills and ignored the staff own development and value-added value. The quality of the staff can not be matched with market demand. The former president of Chase Manhattan once said, Only by allowing banks to advance the personnel development to the business development, can more quickly adapt to the international financial markets and to develop. Under the guidance of such concept, during the training of the current work, these foreign banks also pay more attention to the quality of staff training and development potential. With each individual staffs situation, training program also need be intent tail ored and help them achieve career goals. In training, teaching experiments, simulations, the network learning, and other new educational methods are widely used. The difference over the foreign banks will be mainly due to the attitude to the people, that is, foreign banks take talents as a strategic and scarcity of resources and the ongoing effective staff training and development of competition in the international banking is an important component of the strategy and also is one of the most important strategic investment. Take Citigroup as an example, it establishes a special institution and equipped with full-time staff with responsibility for training. According to different posts and the personal characteristic of staff, they develop detailed training programme and take the appropriate incentive measures to promote and guarantee staff training. Citibanks Shanghai branch, the per capita cost of training is more than 17,000 yuan and in the Bank of China, the training costs of Sha nghai Branch per capita is less than 500 yuan. The main reason of this situation is they still take training as a cost Spending. On training and curriculum design is very arbitrary and even that on several occasions Dangke can also replace part of the training target. Fourth is the difference in performance management and performance assessment. Performance Evaluation is the core of modern human resources management issue. It not only provides important information basis for the distribution and selection of personnel, but also is considered as a strong incentive for the staff (Michael, 2008). State-owned commercial banks as a financial enterprise, its operating profit maximization is their goal, thus human resources management should be subordinated to and serves this business objective. However, the state-owned commercial banks have not established a systematic, scientific and reasonable performance appraisal system. First, there are not distinguish between the different categories of staff posts in the evaluation, but they adopted the moral character, ability, diligence, achievements, these relatively abstract and difficult to quantify the indicators to evaluate. Even, they had not yet been standard analysis of jobs. It presents in there are no standard title to regulate all types of positions and no uniform standard job descriptions, so that the staff responsibilities of different positions is very fuzzy; Third, the evaluation index system in the absence of key performance indicators (KPI indicators), in particular, guard against and defuse financial risks has not yet fully reflected in the evaluation of specific indicators in the evaluation. In addition, the performance evaluation of the results did not become the direct indicator of employees pay and rewards, job changes and incentives. Performance evaluation is often a mere formality and away from the commercial banks operating objectives. As one of the state-owned Banks, Bank of China also got into this trap in a long time. They thought performance management is the regular staff evaluation that the bonuses were paid to staff and provide the basic references for promotion, that is, simply equate performance management with performance evaluation. Generally, appraisal objective was set by the bank unilaterally and the staffs can only passively accept. Therefore, it often for the evaluation and assessment ignored the real purpose of the examination, that is, raise the level of individual performance of staff. In addition, the unscientific assessment standards and methods and the ineffective implementation of the results of the evaluation made the performance appraisal could not play their due role. The cause of the gap is also the main reason for the management of Chinese banks, the strong bureaucracy and lack of the necessary lines of communication between management and staff. In the course of investigation, the author also learn that in three years ago, in one county branch of Bank of China, subsidiary manager of this branch submitted his resignation after this

Essay --

Introduction We are experiencing unprecedented rates of biodiversity loss. 60% of the ecosystem services (such as freshwater, fisheries, pollination and climate regulation) which biodiversity underpins are either degraded or in decline. Predictions are that this trend will worsen. It is clear that it has severe economic implications, not only for society but also for business as most industries depend on ecosystem services to function. The pharmaceutical sector is both dependent on and impacts on biodiversity and ecosystem services or BES. Approximately 25% to 50% of the pharmaceutical market is derived from active ingredients from nature. The sector’s dependence on the BES stems from the use of active ingredients from nature in drug discovery and manufacture, the use of water and a reliance on inert raw materials such as fish oils, soya and palm oil in drug manufacturer. Impacts include water pollution from drug manufacturing and use, overexploitation of active ingredients from nature that can’t readily be synthesized and use of inert ingredients linked with environmental degradation. For the pharmaceutical sector, this may pose reputational, operational, regulatory and market risks as well as new opportunities linked to new drug discovery. Pharmaceutical industry investors may also face reputational and financial risks if the companies in which they invest do not adequately manage their own BES risks. All companies reviewed have started to consider the business implications of declining BES. However, none are managing the BES in a comprehensive manner. The focus of corporate activity has been on understanding site-level impacts on biodiversity such as risks associated with potential impacts on protected areas or water consump... ...e to determine company risk exposure in relation to BES. Lack of information on how companies are managing their risks and opportunities leads to decreased investor confidence. Companies should be encouraged to disclose more information on volume, nature and provenance of raw materials sourced, the outcomes of products and issue risk assessments and the activities underway to address them, if that assessment shows them to be material. References †¢ http://www.deadiversion.usdoj.gov/drug_disposal/index.html †¢ file:///C:/Users/De/Desktop/Media_release_-_pharmaceutical_companies_face_biodiversity_risk.pdf †¢ http://www.naturalvalueinitiative.org/content/010/102.php †¢ http://www.cefic.org/Documents/IndustrySupport/RC%20tools%20for%20SMEs/Document%20Tool%20Box/Biodiversity-and-Ecosystem-services_What-are-they-all-about.pdf †¢ Biodiversity and Human Health By Jensa Bell

The life history anthropological perspective

An interview I had with my brother turned out to be very unusual that is to my surprise it was, for me, a new revelation of his inner self. The whole session became personal and sensitive. I came to know a new person, whom I did not know earlier, in him. That is about his condition and experiences of having muscular dystrophy. His perils and his optimistic views, in spite of struggling with the disabilities. It was astonishing to learn that after my thoughts of how I know him so well because he is my brother, there are still a lot of things that I do not know about him. This interview has definitely introduced me to a new person in my brother. The life history anthropological perspective At the age of 6, he was diagnosed with muscular dystrophy. The diagnosing of this situation in him was a hard one for mother to accept. She had always kept this factor to her heart and made sure he never even feel that he was sick. She tried and the rhythm of his routine was as normal as anyone else of the same age. At the same time the frustration of not being able to do whatever he wanted made him angry at everything in the beginning. He slowly began to realize that he could still have nice feelings. And that is where he could still try to do everything what the other kids did. The dramatic end they had was often embarrassing but he found them to be great fun. This concept of having fun in the awesome and dramatic eventualities of an other ways routine for a kid of his age seems to me as the first step of his finding the life meaning full. The perils of his condition took deeply toll of him. Its true that I have seen most of him in my life, this interview gave me a new perspective of him. The high school, like any other kid, was interesting to him. The presence of his brother was a solace. Brother had to live two years earlier than he did. That was the time he felt bad about the saying â€Å"Oh, yet defend me, friends; I am but hurt†. (Alexander, p 1071) He even thought at the end of his high school that the high school was waste of time. I have a strong feeling that the lack of friends, after having to sit with older kids when his brother was there, made him lonelier than one could ever feel. A pretty librarian’s company was too limited an entertainment for boy of that age. His mindset, by the time he left the high school, might have greatly been influenced by the fact that he was a disabled, unlike other kids. It can be termed as the greatest disaster that happened in his life with the unhealthy Physical condition he suffered from. Having met death face to face with pneumonia at the age of 23, he realizes the need of living life to the fullest. However this realization seems to be the positive out put completely derived from the life threatening situations he went through. I would say it was a therapeutic experience for the both of us because somehow after that interview, he felt good having to share all his thoughts and feelings to someone who he can trust and depend on. In addition, for me I felt as if something good and special came out of it – within my self as a person and between the both of us and our relationship as family. From the first question alone, I was really dazed that he was willing to open up like that with regards to his diagnosis and learning from the doctors that he would not be able to live to see his twentieth year. His courage and strength really shows up by how he handles and is still handling his condition. His openness to me, freely sharing the inner most feelings of his struggles, was really to be considered as an advantage to me because we had an intimacy of being the same family. My brother was open to the entire experience. It was not difficult to convince him to go through with a personal interview with me. He actually enjoyed it because he knew he was helping me out and he really liked the idea of reflecting on past events and experiences that he had in his life. He prides me with joy knowing that he is not the kind of person who gives up. He was able to defeat his worries and fears and still made great efforts to do what most children did at his age from very early in his life. The interview has greatly changed our relationship as siblings. First, we know we have gotten closer because now I feel like I have evaded the person in him that I did not know all these years. My brother has opened up as new person himself. The moral of the  Story is that it has developed in me a sense of self-acceptance. The conversation with him has taught me to accept and take things as they come.   Brushing aside all the limitations, he has the confidence to tell me that that there are a lot of things to do and that he wanted to live his life to the fullest makes me look at myself and rethink what my problems are and what my mindset was. The world we live in has a lot more problems for its people. A lot of people complain about things, just like the poor boy complaining that ‘I have no shoes, I have no shoes.’ Until, he saw a man with no legs. If we as normal people complain about our lives and not having to succeed in situations where we want to accomplish many tasks, I guess we should think about those who unwillingly have disabilities, such as muscular dystrophy. My brother’s out look towards life was one of great self-esteem and acceptance but the conversation gave me great cultural insight as compassionate side, in me sparked off like a matchstick. Everything that he said I took note off and from them I draw my inspiration in reinventing my life, and am compassionate in my society. I took note of his words as he said you’d never be able to make anyone else happy if you can’t look at yourself in the mirror and be happy at what you see. Reference Alexander, Peter (1985) A book on complete works of Shakespeare. English language book society.      

How to Control Flies in Your Home and Yard

How to Control Flies in Your Home and Yard Whats a barbecue or picnic without a few flies, right? Wrong. The flies you nonchalantly swat from your burger and coleslaw can make you sick. These flies, known as filth flies, make a living off animal feces and garbage. Flies pick up all manner of nasty bacteria, then transport the disease-causing organisms right to your food. Take a few measures to control flies in your backyard and your home, and youll be healthier for it. What Are Filth Flies? Filth flies carry disease-causing organisms and can be a threat to public health. These flies breed in bacteria-laden environments, such as feces, carrion, and human food waste, often in close proximity to humans or domesticated animals. Filth flies include some of our most common fly pests - house flies, fruit flies, green bottle flies, stable flies, and several others. A single house fly can carry over one million bacteria. No less than 60 different diseases can be transmitted by filth flies, from salmonella to dysentery. Most filth flies can reproduce quickly in warm weather. To keep fly populations under control, you must limit the places where they can breed and feed. Good Sanitation Practices Theres nothing a filth fly likes less than proper sanitation. Adult flies need a place to lay their eggs, and a clean home and yard just wont appeal to mama fly. Heres how to keep flies from breeding in or near your home. Clean up all pet and animal feces promptly. Any fresh, moist animal feces will draw flies. To keep flies from breeding in your dogs business, either bury it immediately or use a pooper scooper and plastic bag to remove and seal the feces. Place the bagged waste in a lidded garbage can.Dispose of kitchen scraps and other organic waste properly. When it comes to food waste, the drier the better. Drain any moisture you can from it before throwing it away. Scrape your plates or other leftovers into a plastic garbage bag, tie the bag shut, and put it in a garbage can with a tight fighting lid.If you save kitchen waste for your compost heap, add some sawdust to your scrap bin to help absorb moisture and odors that might attract flies. If your compost pile does not heat up sufficiently, those kitchen scraps may attract breeding flies. Turn your compost pile regularly, and dont put meats or animal waste in your compost bin.Garbage cans and dumpsters are favorite breeding areas for flies. You can significantly reduce fly populations by keeping lids tightly closed on your trash cans, and making sure the cans have no holes. All garbage within the can should be bagged and tied closed. Dont forget to put your garbage out for collection regularly. Its not a bad idea to scrub out your cans now and then, to remove any food or pet waste residue. Recycling cans also attract some filth flies. Rinse empty soda cans, beer bottles, and pet food cans before tossing them in the recycling. If possible, use a lidded recycling container.If you have fruit trees in your yard, pick up any fruit that falls on the ground. Fermenting or overripe fruit provides just the right combination of moist and sweet to attract flies.Indoors, take care not to overwater your houseplants. Prune and discard of any dying plant parts. Fungus gnat larvae feed on fungi that develop in moist soils and on decaying plant matter. Physical Controls Following all the sanitation rules above will significantly reduce, but not completely eliminate, flies in your yard and home. You can further limit the numbers of these unhealthy pests by using appropriate barriers and traps. Install and maintain tight-fitting window screens. Check your screens for holes or tears, and repair them as needed. Caulk and seal any openings around windows, doors, or in your foundation.Sticky flypaper does work but is most useful when fly populations are low. If youve followed all the steps to limit breeding sites, hanging a few sticky flypaper traps will do the trick on the few that wander into your home. Still, you might not like having a ribbon of dead flies hanging from your ceiling.Commercially available fly traps work well, especially for house flies. Traps usually contain some kind of food bait, sometimes in combination with a pheromone. Place fly traps where you see the most flies. Pesticides Pesticides are available to control flies, but should never be used as the first line of defense against them. Proper sanitation is the best way to keep flies to a minimum. Follow sanitation guidelines, install good window screens, and use traps when needed. You should rarely if ever, need to use a chemical pesticide on flies.