Mutations Free Essays

Cancer is a disease of genes that gone out of control. Certain genes that direct the orderly replication of cells have malfunctioned and cause the cell to divide unabated. Eventually, these damaged cells spread into neighboring cells of other tissues and multiply all over the body. We will write a custom essay sample on Mutations or any similar topic only for you Order Now All cancer is genetic in origin, that is, it is initially set off by altered genes. However, just a tiny portion of cancer is inherited: a mutation carried in reproductive cells, passed on from one generation to the next, and present in cells throughout the body. Most cancers come from random mutations that develop in body cells during one’s lifetime – either as a mistake when cells are going through cell division or in response to injuries from environmental agents such as radiation or chemicals. Cancer usually arises in a single cell. The cell’s progress from normal to malignant to metastatic appears to follow a series of distinct steps, each one controlled by a different gene or set of genes. Several types of genes have been implicated. Oncogenes normally encourage cell growth; when mutated or overexpressed, they can flood cells with signals to keep on dividing. Tumor-suppressor genes normally restrain cell growth; when missing or inactivated by a mutation, they allow cells to grow and divide uncontrollably. (The inherited genes that predispose for breast and ovarian cancer, Li-Fraumeni syndrome, retinoblastoma, Wilms’ tumor, and familial adenomatous polyposis are malfunctioning tumor-suppressor genes.) DNA repair genes appear to trigger cancer – and perhaps other inherited disorders – not by spurring cell growth but by failing to correct mistakes that occur as DNA copies itself, letting mutations accumulate at thousands of sites. (Genes that have been linked to hereditary colon cancer are such â€Å"proofreader† genes.)    How to cite Mutations, Essay examples

Cognitive Behavioral Process in Crisis Intervention

Question: Discuss about the Cognitive Behavioral Process in Crisis Intervention. Answer: Introduction Crisis is a situation when an individual or a group or an organisation goes through an expected or unexpected happening of an event which brings some sort of changes, shock or negativity in their day-to-day life. The idea to deal with such kind of situations is known as Crisis Intervention. This helps in coming out of a disturbing life and in leading positive life again. People who provide with such kind of crisis assistance are known as Crisis Intervention Counsellor (worker) or Human Service Workers. They are the ones whom should be contacted during the situations of stress (trauma) and post trauma so that they can provide their best of help in coming out of it (France Weikel, 2014). Further will be discussed the topics: description of Crisis and Crisis Intervention, crisis impact on persons functioning, description of 7-task hybrid model, the challenges in implementation of the model and ways to overcome them. This will help in knowing better the state of mind of a person going through stressful situation and the impact of the same on their functioning. Description of Crisis Crisis can be explained as a critical and stressful situation which leads to depression, distress and unrest to ones mind and body. It can occur in individuals, groups or organizations (Roberts Ottens, 2005). The cause of crisis can be any event which was lethal, traumatic or was full of distress. At the same time the individual was unable to cope / deal with the situation and come out of it and also according to their perception it was an event of great loss. Crisis Intervention is basically the solutions which can be provided to the individuals or anyone going through the crisis situation or any kind of sensitive, bodily or psychological problems. Crisis workers are the ones who provide assistance to such individuals in order to help them in changing their negative perception into positive perception towards work, people or life. Crisis Intervention helps the person to solve the problem. The central aim of crisis intervention is to bring back the client (victim) back to the normal functional level. It helps the client to hold back from going into a deep trauma situation because if the person is not brought back from that phase then it can be disastrous as the person can go into a suicidal, violent or psychosomatic phase which can lead to another big loss (Dattilio Freeman, 2007). Crisis impact on persons functioning A crisis worker should be able to make out that what is making the person get affected and what type of crisis is doing so. It can be noticed by their gestures, behaviour, feelings and functioning (Yeager Roberts, 2015). Observing their behaviour will tell you about their current frame of mind. Crisis can affect a person in many ways like when a person goes into long term shock, finds it very difficult to face people, goes into isolation, frustration, hopeless about life, finds it really tough to cope with day to day activities etc. Crisis happens when one faces situations like death of loved one, any kind of irrecoverable physical illness, insolvency, loss or hating of job, feeling of powerlessness. It leads to both physical and mental disorders like downheartedness, worry, self-hatred, overthinking, intolerance, lack of motivation, tiredness, improper eating habits, pain, loss of sleep, restlessness (Potter,et al., 2017). ABC Model The impact of crisis on a persons functioning can be discussed by understanding the ABC Model of crisis intervention. This model has three steps: Achieving rapport, boiling the problem and then finally coping. In the very first step the crisis counsellor needs to cultivate a bond with the client in order to get to know all minor details of the event which has brought the client in the stress situation. The counsellor can build a sense of understanding by listening to the client patiently and attentively, by asking the right kind of questions (open ended or close ended) which will give the answers that are needed to have a deep insight of the clients feelings and thereafter providing proper advices or solutions to the client through which the client will be able to deal with the emotional instability and imbalance (France, 2007). The counsellor should also again elucidate what has been understood from their conversation very gently so that there is no such part that has been overlooke d by he counsellor. This will also help the counsellor to clear all the misperceptions and get a richer understanding. In the second step the counsellor should deeply examine the problem. The counsellor will get to know about how much intensely the client is affected by the happening of the event. The level of emotional stress and how much difficult it is to get back to normal. The worker must keep an eye on the behaviour of the client and should notice activities like breathing, listening power of the client, alertness, how calm the person is, withdraws from the middle of the conversation, trying to run out of situation or not and also keep check of the tendencies of the client to attempt suicide or if can be destructive to others. In the third step the worker needs to help the client to cope up with the problem which can be done by investing the client into the thoughts full of life. In order to encourage the client to survive with the crisis, it is essential to suggest with more ideas to hack the situation. It is very essential that the effort has to be from both the sides of the counsellor as well as the client. This stage also deals with the idea of the client to look at things differently (Kanel, 2015). Description of 7-task hybrid Model The very first task is Predispositioning / Engaging / initiating contact: This step explains the opening of the interaction between the client and the counsellor (James Gilliland, 2013). The more comfortable they both (client and counsellor) will be the more better it will be for them. The introduction is very important aspect of this step because the counsellor should be very friendly while introducing. Also the counsellor should always start the conversation as it will make the foundation of their rapport stronger. The second task is exploring the problem which is very important task of the counsellor. The whole problem should be understood from clients angle because it is important to know what client thinks about the problem and what all has brought the client into such situation also the reasons which are not allowing the person to come out of it (James Gilliland, 2013). The third task is of providing support to the client in whatever way needed to resolve the problem and what all support systems are available and to what extent the counsellor is required to act as the centre support to the client. The fourth task is to examine all the alternatives which the client is not able to see and feels oneself trapped in a vicious circle of problems. Alternatives can be examining of different support systems which can be people, environment, things and optimistic thinking. People who are concerned for the client can be a good option to help the client in dealing and coming out of the crisis. The client and the counsellor should not find more and more alternatives but only just one real practical option which can get them through (James Gilliland, 2013). The fifth task is making plans i.e. to implement the best chosen alternative (s) in task 4 into planning pipeline and then preparing for action. The counsellor should select the best alternative which will bring back the client into the normal mode of life. The counsellor should consistently escort the client to move on with the plan, the client should never develop a feeling of loneliness otherwise the whole procedure will go in vain. The sixth task is to obtain commitment from the client which can be in the verbal or written form which will prove that the client has accepted the idea to resolve the crisis and at the same time is dedicated to so (James Gilliland, 2013). The seventh and the last task is the follow-up of the plan taken upon by the counsellor and the client to resolve the crisis. The follow-up tenure cannot be decided for particular hours, days, weeks instead it is a long-term procedure which should be taken care of by the worker when started and must also make sure that the plan is functioning. This will also bring back the balance state of mind of the client (James Gilliland, 2013). Challenges of the 7-task hybrid model The challenges which the client and the counsellor will face are to make harmony with a person who is stranger to you moreover, during such crucial time when the client is not at all comfortable to make a rapport with anyone unknown. Crisis worker should know the suicidal, homicidal or abusive instinct of the client so that the worker feels safe during the sessions of crisis intervention. Also the person should be aware enough about when to approach a crisis worker at times when it is needed. The person (victim) should not at all be hesitant in doing so and at the same time the effort should also come from his/her side because it will be helpful in resolving the problem (Kfir, 2014). Developing the interest of the client in positive activities and building back the motivation of the client to normal and investing oneself in those tasks which will pull him/her out of that problem instead of thinking about destructive thoughts. All this can only be done by the help of the crisis worker. Coordination between the client and the counsellor should be very firm so that the counsellor should be able to understand with clients viewpoint and the client should give full support to the counsellor in solving all his/her problems (Cavaiola Colford, 2011). Overcoming the challenges To deal with the above challenges the effort needs to initiate from both the sides of the client and the counsellor (Greenstone Leviton, 2011). Basically, both need to stand in each others shoes and then they will be able to deal with situations properly. This can be done by taking sessions in calm and pleasant environment like parks, churches, NGOs so that the counsellor can make the client feel different and pleased. Counsellor can organise meetings with the people who are close to the client and get more detailed information about his/her behaviour, likes, dislikes, the summary of the crisis event so that it will help the counsellor to go prepared with the homework to meet the client and this will definitely help the counsellor in better understanding of the client. Counsellor can ask for the story of the event from client as this will make the client even more comfortable in talking about it. Friendly behaviour of the counsellor will take the intervention process a step forward in solving the crisis situation. The counsellor should make his/her own interpretation of the whole conversation and take down all the important points which he/she feels will help him/her in solving the clients problem. With all these steps the client will cultivate a sense of belongingness and confidence with the counsellor. And finally this will ensure a smooth running of the crisis intervention process. Conclusion The above essay concludes about what crisis is and what is its impact on an individuals functioning i.e. day-to-day life and ways to deal with it. Crisis Intervention is important to tackle situations of crisis through ABC model and the 7-task hybrid model. The 7-task model should be followed in overcoming a crisis problem. There will be challenges during the whole process but there are ways discussed to resolve them. References Cavaiola, A, A Colford, J, E. (2011). Crisis Intervention Case Book. Brooks Cole. Belmont, USA. Dattilio, F ,M Freeman, A. (2007). Cognitive-Behavioral Strategies in Crisis Intervention. (ed, 3rd). The Guildford Press. New York, USA. France, K Weikel, K. (2014). Helping Skills for Human Service Workers. (ed, 3rd). Charles C Thomas. Publisher Ltd. Springfield, USA. France, K. (2007). Crisis Intervention: A Handbook of Immediate Person-to-Person Help. (ed, 5th). Charles C Thomas. Publisher Ltd. Springfield, USA. Greenstone, J, L Leviton, S, C. (2011). Elements of Crisis Intervention: Crisis and How to Respond to Them. (ed, 3rd). Brooks Cole. Belmont, USA. James, K, R Gilliland, B. (2013). Crisis Intervention Strategies. (ed, 7th). Brooks Cole. Belmont, USA. Kanel, K. (2015). A guide to Crisis Intervention. (ed, 3rd). Cengage Learning. Stamford, USA. Kfir, N. (2014). Crisis Intervention Verbatim. J.P. Tarcher. Inc. Los Angeles, USA. Potter, P, A, Perry, A, G, Stockhert, P, A Amy, A, M. (2017). Fundamentals of Nursing. (ed, 9th). Elsevier. St Louis, Missouri. Roberts, A, R. Ottens, A, J. (2005). Brief Treatment and Crisis Intervetion. Vol.5. No.4, pp: 329-339. Yeager, K, R Roberts, A, R. (2015). Crisis Intervention handbook. (ed, 4th). Oxford University Press. New York, USA.

Sports Chalet Marketing Plan

Introduction Marketing communication strategies are important in aligning a company towards the target market in order to achieve optimal sales. The main determinants of a successful marketing communication plan lies in the proper brand alignment and research on segmentation.Advertising We will write a custom case study sample on Sports Chalet Marketing Plan specifically for you for only $16.05 $11/page Learn More In order to achieve the desired goals, positioning ensures clear difference of a company’s products from the existing products of its competitors. The strategic plan should internalize the aspects of business vision, mission, values, communication plan, and a balanced scorecard. Thus, this reflective paper will attempt to review the business and marketing environment of the Sport Chalet Company. Company description The Sport Chalet Company has been in operation for the last six decades. The company operates in the sports apparel industry and has fifty one stores spread across the U.S. The main categories of products retailed in this company include men’s wear, women’s wear, team sports gear, shoes, and solo sports gear. Among the most visible sports brands that are featured in the Sport Chalet store are Diamondback, Adidas, Nike, Premcor, and Columbia. The company specializes in sporting goods for sporting activities such as football, camping, Scuba, basketball, fitness, and swimming among others. In addition, the store has expanded it scope of operation to include rental services for sports and adventure equipment. The store features properly arranged sections for each category of the apparels it stocks (Sport Chalet, par. 2). The Sport Chalet store has grown over the years into relatively new markets and customer segments across the U.S. From its humble beginning in La Canada, the company expanded into Huntington Beach and other parts of Southern California. Following the success of its team and sol o sports gear products, the company expanded into the consultancy services and Scuba classes. The company has been active in the NASDAQ since the year 1992. Sport Chalet boasts of a very dynamic and talented workforce. The company has introduced an online shopping platform which has become very popular in the last five years. The company has been facing competition from establishments such as the Adventure 16, Dick’s Sporting Goods, and the Sports Authority companies (Sport Chalet, par. 5).Advertising Looking for case study on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Rationale for developing a marketing communication plan for the company The Sport Chalet will eventually need to embrace more traditional media marketing in order to keep growing, especially when targeting clients. In order to effectively reach such audience, the proposed marketing communication plan will suggest the best advertisement strategie s to cover its wide market area (Cheverton 21). Through the proposed marketing communication plan, the Sport Chalet will become a global brand that is preferred by most sports enthusiasts. The company will definitely have to branch out beyond its target market due to the brand dynamics and the need to expand market base. The company will have to decentralize its marketing strategies to meet the specific demands or consumer behaviour if it decides to implement internalisation strategies that will be proposed (Cheverton 41). These aspects influence the need to carry out a comprehensive marketing communication plan the Sport Chalet Company. Conclusion The Sport Chalet Company is positioned to reap heavily from the recommendations that will be in the proposed marketing communication plan. Despite its wide market, there is need to counter competition and ensure business sustainability. Currently, the market dynamics discussed above should be skewed to optimise the company’s produc t performance. The strategies to ensure business sustainability will be presented in the proposed marketing communication plan. Works Cited Cheverton, Philip. Key marketing skills: Strategies, tools, and techniques for marketing success, London, UK: Kogan Page, 2004. Print.Advertising We will write a custom case study sample on Sports Chalet Marketing Plan specifically for you for only $16.05 $11/page Learn More Sport Chalet. About Us. 15 Sep. 2014. Web. This case study on Sports Chalet Marketing Plan was written and submitted by user Lea Y. to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

definitions essays

definitions essays 1. abusive relationship: when one partner in a relationship becomes violent or aggressive toward the other. 2. accommodation: according to Piaget, changing existing knowledge based on new knowledge. 3. achievement status: identity status in which adolescents have explored alternative identities and are now secure in their chosen identities. 4. active euthanasia: deliberate ending of someones life. 5. activities of daily living (ADLs): self-care tasks such as eating, bathing, toileting, walking, or dressing. 6. activity: dimension of temperament defined by the tempo and vigor of a childs activity. 7. adaptation level: area where environmental press is average for a particular level of competence. 8. addiction: physical dependence on a particular substance, such as alcohol. 9. adolescent egocentrism: self-absorption that is characteristic of teenagers as they search for identity. 10. aerobic exercise: exercise that places a moderate on the heart by maintaining a pulse rate between 60% and 90% of the maximum heart rate. 11. age discrimination: denying a job or promotion to someone solely on the basis of their age. 12. age integrated housing: where people of all ages live together and interact. 13. age of viability: age at which a fetus can survive because most of its bodily systems function adequately; typically at seven months after conception. 14. age-segregated housing: where all residents are of the same age. 15. agreeableness: dimension of personality associated with being accepting, willing to work with others, and caring. 16. alert inactivity: state in which a baby is calm with eyes open and attentive, and the baby seems to be deliberately inspecting the environment. 17. alienation: when workers feel that what they are doing is meaningless, that their efforts are devalued, or when they do not see the connection between what they do and the final product. 19. altruism:...

Does the rotation of auditors improve the quality of auditing Essay - 3

Does the rotation of auditors improve the quality of auditing - Essay Example ntial advantages of MAR fail to outweigh costs incurred and other associated risks. 3 In this context, the essay will review the available literature that analyses whether rotation of auditors improve quality of auditing. It will use deductive reasoning to derive that while there are not much empirical data that prove MAR significantly improves audit quality, at the same time, there is not much conclusive evidence that shows MAR has an adverse effect on audit quality, thus keeping the debate open. Discussion Audit, audit quality and auditor rotation In the UK, it is mandatory for all public sector organisations and large business firms to produce an annual, audited financial report. In this context, the term auditing refers to â€Å"a systematic process of objectively gathering and evaluating evidence relating to assertions about economic actions and events in which the individual or organisation making the assertions has been engaged, to ascertain the degrees of correspondence betw een these assertions and established criteria.†4 The Public Company Accounting Oversight Board (PCAOB) had recently published a report asking for public suggestions on the improvement of audit quality and auditor independence, wherein auditor rotation was taken into consideration.5 There are varying opinions on the effects of auditor rotation, and researches have revealed that existing literature fails to derive conclusively on the effects of audit rotation, hence researchers must be careful when analysing audit rotation reports from the past.6 Supporters for auditor rotation claimed that a long-term relationship between an auditor and a company develops a feeling of dependency that in turn diminishes audit quality.7 However, those against auditor rotation claimed that auditor rotation is an expensive process and the costs far exceed any derived advantages.8 Furthermore, they also claimed that auditor rotation is a hurdle, in regard developing a relationship between the firmâ €™s managers and auditors based on confidence and trust, and social exposures between the two often lead to improved audit quality, without hampering auditor independence.9 The theoretical debate on the issue of auditor rotation is based on how one views the auditor. If the auditor is seen as a medium for wealth optimisation, there are various theories that support the concept that there is an improvement of audit quality due to rotation.10 However, if one viewed the auditor as an agent for the principals, rotation is deemed disadvantageous, and a long-term relationship would allow the auditor to get a better understanding of the principals’ objectives, thus making him/her a better auditor.11 The term ‘audit quality’ denotes the probability that an auditor will find shortcomings within a firm’s accounting system (competence), and will report on them (independence).12

Companies must constantly improve the integrity and honesty of their Essay

Companies must constantly improve the integrity and honesty of their brands. Demographic trends have a huge effect on brand development and sustainability. Disc - Essay Example Therefore, investor’s and researchers are always concerned about the actual effects and results of marketing components including advertisement, sales promotions, and company emblems - upon the consumer’s perception and their consequence upon brand equity. In the last decade, a lot of research has been dedicated to conceptualizing and measuring customer-based brand equity. However, apart from putting forth various influencing factors, no integrative framework has so far been developed to account for the complex psychological processes underlying the formation of customer-based brand equity. In this context, this paper attempts to propose such a framework by drawing on the theory of the Elaboration Likelihood Model in order to study the effect of demographic trends on the sustainability of a brand in terms of its honesty and integrity. The modern day consumers’ decision making as far a choice of a brand remains widely unquestioned as far as practical observations and research go. As discussed through our five areas of research earlier, there are a variety of models to conceptualize and measure "brand equity" in order to explain how brand equity is generated in the consumer’s mind. These models consist of a thorough analysis of each factor that influences the decision making process as well as several synoptic approaches examining the influence of different variables on brand equity are available (Kotler, 1997 , p. 443). This promotes a deeper understanding of the elements of brand identity. Brand Identity is that element of customer perception and awareness which has its focus in the results of a certain kind of projection through the brand equity building measures. This calls for an integrative model which will combine the basic elements of the brand identity and brand equity concepts so as to create a platform for the effective discussion of the Elaboration Likelihood Model. While on one hand a brand may have visible, tangible,

The importance and potential of job rotation

The importance and potential of job rotation Job rotation is the surest way of keeping the employee away complaint and daily routine. It is difficult for an employee to sustain his interest in the given job. Humans have the tendency that they want to earn profit from job rotation like learning and experience in different jobs in a specified period. In an organization, Job rotation has importance because it effects the performance of employees and also effects the profit of a company or organization. By job rotation employees developed himself a lot learn that how the task will complete or what is the parameter is required for the different jobs. A well planned job rotation programmed in an organization has immense potential of positive impact on job satisfaction, engagement of people and finally on retention of people. Few of the outcomes of job rotation with respect to the individual are: Job enrichment Overall development Intrinsic motivation to perform caused by newer challenges Career development Leadership development Aligning competencies with organizational requirements Lower attrition rates Performance improvement driven by unique view points of new people Organizational interest employee commitment, attrition rates, specific business issues etc. Eligibility of the employees qualification, prior experience, aptitude, competence etc. nature mandatory or voluntary Duration Basis of selection etc. In the absence of aspects brought out above, there is every possibility that the seriousness with which the job rotation scheme is implemented in the company may get diluted and become a cause of sagging employee motivation. Job rotations at different levels of management For job rotations at a slightly higher level, it is absolutely necessary that the business problems in various areas are identified. This calls for the active involvement of top management. Select most suitable people to be shifted from their current jobs to tackle the challenges at hand by considering individual attributes already described above. This will not only provide an insight for the future leaders in various aspects of the business but also will enhance their confidence levels as they solve these critical problems for the organization. Job rotation at junior and middle level executives may be pivoted around their strengths and attributes and the future roles expected of them. Focus must be on exposure in all related areas of his domain of expertise, so that as they grow to higher rungs of the management, they have an overall experience of their domain. Job rotations for workers must include aspects related to work environment, also along with other individual attributes already explained, so that it adds to his satisfaction derived from balanced distribution of work load, working conditions and learning opportunities. Done this way job rotation gets aligned with career development, leadership development and employee satisfaction which would finally result in higher levels of intrinsic motivation among the employees and hence may contribute in retaining talent Benefits of job rotation programs for learning, Motivation and Performance I) Business benefits and impacts 1.  Business results   effective systems improve business results especially in the areas of sales, product improvement and customer service. 2.  Increased productivity   because highly skilled innovators and top performers are placed in the right job, the productivity and effectiveness of these individuals will be multiplied driving and increase in the effectiveness of the overall workforce. 3.  Better business cycle fit   in larger organizations, some parts of the business are in different lifecycle stages (i.e. seed, start-up, established, expansion, decline, and exit). Proactive and targeted movement better ensures that an individual is placed in a business cycle where their skills and interests are a better fit. 4.  Increased innovation and idea generation   moving individuals into new situations provides them with an opportunity to view things as an outsider and to propose new approaches that insiders might not see. 5.  Best practice sharing   as more individuals rotate between business units, the likelihood that best practices will be shared rapidly increases. Increased internal movement can result in the cross fertilization of ideas between previously isolated business units. 6.  Increased agility and flexibility   having the capability of moving talent from areas of low return to areas of high-return increases organizational agility and the ability of management to shift resources as needs change. 7.  Better understanding and cooperation   by rotating individuals between disparate business units, individuals from both units can learn to better understand and appreciate the perspective of others. Increased movement helps to break down hierarchical silos and information and talent hoarding. For example, purchasing professionals can better understand the problems faced by the individuals that have to operate under purchasing guidelines if they occasionally rotated into those business units. 8.  Improved contacts and relationships   increasing internal movement allows individuals to build their contacts and to strengthen their relationship with individuals outside of the direct team. II) People-management related and HR related impacts 11.  More talent is available   because individuals are proactively selected and moved faster, there are more and better qualified individuals available to managers with sudden or new strategic needs, than when individuals self select themselves for movement. 12.  Improved employer brand image   in a tight economy, everyone is likely to be heavily focused on job security. If you provide and publicize your focus on inside hiring preferences, it will bolster the firms external brand image of offering long time employment security and a good place to work because you focus on the needs of your current employees. The increased security that you offer may also increase the retention rate of your current employees. Excellent internal movement programs are frequently praised by employees and the business press. If you have an excellent program, it will help you build your external image as an employer of choice and a best place to work. 13.  Allows for more entry level hiring   by filling most jobs internally through transfers or promotions you allow the firm to do to do almost all of its external hiring at the entry level. This is a good thing because entry-level jobs are cheaper to fill, have a larger candidate pool and give the firm more time to train and assess unknown external hires while they are in jobs where they can do less damage. 14.  Higher retention rates   rapid movement minimizes frustration and burnout. People working in their ideal job are unlikely to find a superior opportunity outside the firm. 15.  Leadership development   multiple on-the-job learning opportunities are likely to develop leaders faster and more effectively because the development assignments will include opportunities to lead more teams under a variety of circumstances. 16.  More promotional opportunities   more rapid development and more internal movement creates a greater number of new opportunities for employees to get promoted and move up. 17.  Increase motivation and excitement   not only is the individual more excited because they have a chance to grow but each permanent internal movement also provides an opportunity to back fill that position, further motivating others to strive for promotions and transfers. 18.  Increased learning   as individuals move more frequently not only will they gain more knowledge but they will also develop mechanisms for learning faster when they enter future situations. 19.  Increase technical skill development   moving between diverse projects provides an increased opportunity to develop current technical skills and to learn new skills. 23.  Decreased time to productivity   your current employees already know the culture, the company jargon and they already have a range of contacts. As a result, internal transfers and promotions can begin the job sooner because they dont need a great deal of orientation to get up to speed and they dont need to give notice before they begin learning and helping out. 24.  Lower job failure rate   because youre hiring individuals that already know the culture and you know their skill set and performance better than external candidates, the job failure and termination rate is generally lower with internal transfers. External hiring costs are significantly higher than the cost of internal transfers. 25.  Increase manager excitement   having different employees with their excitement and new ideas rotate in and out will serve to relieve boredom and help to excite your managers. 26.  More diverse ideas   by having more diverse employees moving in and out of your department, the team will gain diverse ideas, as well as learning how to better understand the value of having a diverse workforce. 27.  Decreased need for layoffs   having a large percentage of your workers that have a broad set of skills as a result of frequent movement means they are more capable of moving into new jobs or business units. This added capability and flexibility means that more workers can be transferred rather than laid-off from business units need to be reduced or shut down. 28.  Individual employee benefits   individual employees will also receive benefits from faster internal movement including more opportunities for development and learning as well as a faster overall career movement because they are proactively placed in the right job. 29.  Increase understanding between overhead in the line   the formerly isolated individuals that work in overhead functions will spend more time working in-line functions. As a result, there will likely be more cooperation and less bureaucracy emanating from overhead functions. 30.  Improving managers   with the increased number of rotations, and the feedback emanating from rotatees, it will be increasingly difficult to remain a hidden bad manager anywhere in the organization. Having more workers join the team might force managers to develop procedure manuals and templates so that new hires can get up to speed more quickly. 31.  A competitive advantage   intramovement programs are designed not in isolation, but instead to provide a competitive advantage over competitors. As a result, the initial design of the program and its periodic updates are designed to ensure that program is superior to what is offered at competitive. CONCLUSION After study the benefits importance of job rotation we can see that its a important process to develop the organization culture productivity of organization. It also helps for the development of employees in the organization or company. By this process employees learn about different jobs and improve the skills and knowledge about jobs. An organization can gain or profit after this program. Because this process developed the working skills and efficiency of the workers. So, job rotation is important for the all the organization. ARTICLES Best Practices for Bank Board Committees Nov 2008, the article is written by David Baris, Community Banker, and Washington. Most bank boards of directors need board committees. Even during these challenging times, there still remain bank boards that do not have committees. Additionally, just having board committees in place doesnt mean that they are functioning well or serving the best interests of the board. In the Guidebook to Effective Bank Board Committees, author Jack Milligan pointed to four critical elements for the successful operations of board committees that may also be considered best practices: 1. a clear, written charter outlining responsibilities, formats for reporting to the full board, composition, and rotation of membership, 2. clearly designated staff support from management, which minimizes confusion when requests are made for information and ensures that the board has the benefits of inside expertise, 3. assurance that all pertinent information is available in advance of committee meetings, and 4. adequ ate time to do the job. Planning for success Jun 3, 1997 in this article Teresa J Dean, Patrick Dalton, Bankers News, Washington says that To make the best use of a consultant, John Kreitler of law firm Shipman Goodwin offers ideas for a written contract, including: 1. Provide a clear description of the work with outcomes and responsibilities. 2. Have a clear schedule that will provide early warning signals of problems. 3. Establish procedures and criteria for what is an acceptable final product. The weekly rotation of jobs in the data processing and customer service sections has improved both morale and productivity at Marion State Bank. Advanced Automated Bank System Goes Live in Norway In March 1988, Fellesdata AS, an advanced, integrated, automatic banking system, went live in Norway. The NCR system includes a network of 16,000 terminals located at 850 savings bank locations. The bank customer benefits from lower service charges and more efficient service, while the banks benefit from better utilization of resources, more opportunities for job rotation, and an enhanced competitive edge. Services offered include: 1. payment of travel fares, 2. hotel and restaurant payments, 3. toll booth payments, 4. business terminals offering banking and other functions, 5. issuance of bank cards, and 6. network management. The banks will offer fully automated services, such as: 1. Minibanks installed at central points in the community, 2. payment of fuel and associated goods, 3. electronic funds transfer at the point of sale (EFTPOS) terminals for payment of goods and services, and 4. a synthetic voice system. With the system, bank employees can provide all services from one wor kstation. The system includes transaction handling of deposits and withdrawals, loans, and credits. Stress Management Training in the Banking Profession Mirabile, Richard J. said that Stress exists when the demands of a situation outweigh the available resources, thereby requiring adaptation or readjustment. A seminar was conducted to provide stress management training to a group of banking professionals in a medium-sized, Midwestern bank. The premise was to identify the primary sources of stress within the profession and to develop a set of strategies designed to deal with each stressor identified. A pre-session questionnaire asked respondents to list what they felt to be the primary obstacles to successful job performance. The stressors listed were placed in 4 groups depending upon their frequency. The most frequent stressor was customer demands/contact. The 2nd phase of the seminar involved addressing specific stressors by suggesting possible methods for effectively managing that stressor. Relaxation techniques were presented to participants to supplement the verbal content of the stress management concept. Small Bank Computer Systems-The Practicalities of Control Tarwater, Joan. In the small computer systems of many banks, traditional electronic data processing (EDP) controls are lacking because either there is no clear separation of duties or resources are limited. This necessitates more active involvement within the top levels of bank management in understanding the capabilities and limits of the data processing function. This involvement represents the best alternative to the formal, traditional controls that may be absent. The computer environments, the audit, the separation of duties represent 3 critical areas where alternative controls need to be developed. Security measures, such as no smoking in the computer room may be amended, for example, to allow smoking in certain areas of the room. Audit duties may be divided between the controller and his secretary and an annual external audit may be instituted. Alternative controls to separation of duties may include job rotation, or increased top-level management in the daily operations of th e data processing function. Rx for Worn-Out Bank Managers Deeney, Jack. American Bankers Association. ABA Banking Journal Deeney, Jack. For companies with increasing numbers of middle- and senior-level managers who do not seem to care anymore, executive rehabilitation should be considered. People are an organizations most valuable resource. A large portion of worn-out managers are the result of technological bypass. Middle- and senior-level managers do not automatically progress through the stages involved in implementing new technologies. They become overwhelmed and confused when they are left behind. Top management must be committed to the rejuvenation of its managers, who need to feel they are important and that they have an opportunity to grow and advance. The managerial personality needs both feedback and challenge. Programs should be directed toward the retention of key executives and the remotivation of marginal performers. The best methods for accomplishing these objectives include: 1. outside training, 2. importing outside experts, 3. apprenticeship with a senior-level manager, 4. restructuring responsibility, 5. job rotation, and 6. multi-level review Floor discussion of Labor Market Responses to a Change in Economic System, by Flanagan . The World HYPERLINK http://proquest.umi.com/pqdweb?RQT=318pmid=13775TS=1272465813clientId=129893VInst=PRODVName=PQDVType=PQDBankHYPERLINK http://proquest.umi.com/pqdweb?RQT=318pmid=13775TS=1272465813clientId=129893VInst=PRODVName=PQDVType=PQD Research Observer. In a discussion of Flanagans article, Labor Market Responses to a Change in Economic System, the question was raised as to why unemployment is so high in Central and Eastern Europe and so much lower in the countries of the former Soviet Union, where wages seem to have taken the brunt of adjustment. According to Richard Layard, wage flexibility exists in countries of the former Soviet Union because the workers position relative to management is weak, which has lead to more job rotation than in other countries. Layard mentioned a wage subsidy for downsizing, that is, to limit cyclical employment. Based on US experience with subsidies targeted to particular groups of workers, Flanagan was not convinced that paying the subsidy to the employer gets around the problem, because for some problems the employers choose not to use the subsidy. Flanagan realizes that it was an item of faith in the active labor market community that targeting increases efficiency, but there is at least some evide nce from US targeted wage subsidy programs that targeting may facilitate adverse signaling. The trader: The bulls charge into cyclical stocks, tech shares rally smartly and utilities go begging Bary, Andrew. Barrons. New York, The panic that sent the Dow Jones Industrial Average plunging 171 points a week ago Friday lifted by the following Monday morning, enabling the stock market to regain at least the appearance of its old health. Nearly all the Dows gains came Monday when the average surged 110 points, its 3rd-largest point rise ever. That rapid recovery only reinforced the view among many investors that selloffs are no longer the dreaded events of old but are to be welcomed as a buying opportunity in a great bull market. Out of portfolios went drug companies and makers of household products, along with banks and utilities, and in their place came a host of cyclical industries, including chemicals, aluminum, autos, retailers and technology. DuPont rose 5 1/8 to 81 1/4, while Caterpillar advanced 4 3/4 to 72, and Sears Roebuck added 4 1/4 to 50 1/8. IBM gained 5 5/8 to 119 7/8. The Dows biggest looser was Merck, down 2 1/4 to 62 1/8. Training employees of a public Iranian bank on emotional intelligence competencies Mina Dadehbeigi, Melika Shirmohammadi. Journal of European Industrial Training. The purpose of this paper is to examine the possibility of developing emotional intelligence (EI) as conceptualized in Boyatzis et al.s competency model. Design/methodology/approach Designing a context-based EI training program, the study utilized a sample of 68 fully-employed members of five branches of a public bank in Iran; each branch underwent an eight-week (each session 120 minutes) EI training program. Pre- and post-tests were conducted to assess EI development using emotional competence inventory (ECI-2), a 360-degree measurement tool. Findings Only one EI cluster out of four improved significantly and only some of the specific dimensions showed this significant improvement, while others did not have a clear change and even some self assessments deteriorated. Research limitations/implications Lack of a control group, small sample size, and short training program are the main limitations of this study. Practical implications Detailed explanation of the method could be a g uide for service organizations that wish to improve EI. Originality/value Because of the lack of empirical studies in this field of research, the paper reports the results of a pre-/post study on EI training and development and sets out to add to this narrow literature. 10. BUSINESS LINE: India: MAs seem a reality among public sector banks Businessline. Chennai: Nov 19, 2000 After a successful three-year stint at the helm of the Punjab and Sind Bank (PSB), which turned around sustainably, Mr. Surinder Singh Kohli took over as Chairman and Managing Director (CMD) of the Punjab National Bank (PNB) in April. A mechanical engineer from the Benares Hindu University, Mr. Kohli is also Chairman of the Indian Banks Association (IBA) and the acting Chairman and Managing Director of the Small Industries Development Bank of India (SIDBI). In a candid interview with Business Line, Mr. Kohli discussed the various issues affecting the banking industry. VRS is not the only method to improve productivity. It is one measure to right-size banks and may increase productivity. Besides the VRS, it is necessary to augment HRD activities, including job rotation, changes in the performance appraisal system and provide incentives that would improve the motivation of bank employees. In the PNB, the VRS is open from November 1-30, and action on the VRS requests will be taken there after. Overall, more emphasis has to be placed on training. We have 10 training centres, a Regional Staff College at Panchukula and an apex college at Delhi. Two more regional training centres are coming up at Thane in Mumbai, and in Lucknow, Uttar Pradesh. They will bolster the banks existing training capacity. The annual expenditure on training is about Rs 10 crore. Measures such as performance appraisals, career- path and succession planning and the introduction of non-monetary incentives to the staff are being initiated to augment HRD activities. REFRENCES: http://en.wikipedia.org/wiki/Job_rotation http://www.alagse.com/hr/hr9.php http://www.citehr.com/1205-eight-points-you-need-consider-about-job-rotation.html http://www.allbusiness.com/services/educational-services/4286266-1.html http://www.docstoc.com/docs/24775105/JOB-ROTATION-AND-TRANSFER/ http://hrmba.blogspot.com/2009/11/job-rotation-and-transfer.html