Estore at Shelll Essay

In recent years there has been shift in the fuels and lubricant marketplace that has resulted in more price-sensitive customers and a growing downward pressure on Shell Canada’s margins. Due to the financial pressure to reduce costs, Shell Canada launched an online, self-serve â€Å"eStore† to their agricultural customers in hopes of streamlining their business, cutting costs and salvaging their shrinking profit margins. The purpose of this case report is to address and analyze the issues surrounding eStore, identify the best alternative to solve the key issues and determine the most appropriate method of implementation. It is anticipated that these findings will illustrate the strengths and weaknesses of potential solutions, which will in turn lead to actual implementation of the best solution. Key issues encompassing Shell’s shrinking profit margins, communication and delivery and technology were identified and discussed. Using a SWOT analysis and the Porter’s Five Forces model, internal and external factors affecting the eStore business plan were analyzed. In accordance with the analysis, three alternatives were generated including the redesign of eStore website, abandonment of the online project and the generation of alternative self-serve strategies. After considering which solution would best serve the eStore initiative at Shell Canada, it was determined that continuing with the project and redesigning eStore would be most effective and a plan of implementation was established. It is recommended that Shell Canada follow the implementation plan in order to attain maximum success for eStore. Despite some reluctance of agricultural customers to adopt an online ordering system, there are clear opportunities for Shell’s eStore initiative to succeed in this market. Introduction As a leading manufacturer, distributer and marketer of refined petroleum products, Shell Canada limited is one of the largest integrated petroleum companies in Canada. With consolidated earnings of $810 million and $9. 5 billion in assets in 2003, Shell Canada was ranked the 14th largest company in the country. In recent years there has been a shift in the fuels and lubricant marketplace that has resulted in more price-sensitive customers and a growing downward pressure on Shell’s margins. The agricultural segment s specifically underperforming and because of this, Shell hoped to effectively implement an online ordering system that would decrease the need for costly rural sales representatives. After the initial launch in September of 2002, it was noted that eStore was not as successful in attracting and retaining customers as initially planned. This report will outline key issues, conduct internal and external analysis and prepare an action plan to implement the best solution to achieve success in Shell’s eBusiness initiative. Key Issues Shell has three key issues that need to be addressed before deciding how to best proceed with the implementation of eStore. Shrinking Profit Margins in the Agricultural Segment With the shift in the agricultural segment towards price-sensitive customers, Shell Canada is currently experiencing a growing downward pressure on margins and is thus faced with the need to minimize costs. The remoteness of Shell Canada’s agricultural customers provides unique challenges in managing communication, delivery and sales settlement, therefore there is a need for a more streamlined process in managing these customers. Using local sales representatives in the agricultural segment is costly, and thus Shell is faced with the need to move towards a more efficient, self-serve strategy for these customers. In order to effectively decide on an implementation strategy for eStore, Shell Canada needs to determine an optimal self-serve strategy to satisfy these customers. Communication and Delivery The second key issue is centered upon the lack of sufficient marketing of eStore. After the initial implementation of eStore, Shell Canada noted a pattern whereby customers had signed up for an account only to not use it again or use the system only perfunctorily. Feedback from the customers indicated a range of issues, including a lack of familiarity with eStore and a preference to use other options such as their local sales representatives, or the call center to place their orders. Some customers had not heard of eStore, and those who had, did not see the added value of eStore, and were concerned that an online solution was no better than either placing their orders directly through the 1-800 call center or faxing orders in directly. Many preferred to do business with their local sales representative as they valued the personal relationship of dealing with someone in their own community. Shell is faced with the need to develop a strong marketing platform that will attract customers to eStore in order to increase usage levels. Technology A user experience review of eStore by RareMethod consulting group also indicated a number of technological issues with the eStore website. While some customers saw the value, many found it cumbersome to use and experienced inconvenient interface-related issues. Some customers found the website cryptic and often encountered trouble when typing the Web address. If they failed to type the secure connection URL, it appeared as if the system was non-responsive. Also, the passwords automatically generated by eStore were often too complex for the customers to remember. They required the customer to remember a random sequence of letters and numbers in order to conform to the strict security guidelines. The log-in screen was confusing to customers as it presented what appeared to be two separate log-in panes, one for customers, and one for employees. As these two options were not clearly labeled, customers who chose incorrectly would be presented with an error notification, and would invariably stop trying to log on. The e-mails customers were receiving from eStore were also confusing. Instead of receiving e-mails from eStore, customers were receiving e-mails from eBusiness, and having no familiarity with eBusiness, would often ignore them. In order to enhance the user experience and retain customers on the system, Shell must eliminate these cumbersome interface-related issues and design a website that is more user-friendly. Given these key issues, the following ranking was created based upon their importance and urgency. Shell’s greatest strength is arguably the relationship they have developed with their agricultural customers. By taking advantage of the rapport the local representatives have built with their rural customers, Shell can effectively use these employees as distribution channels to promote eStore. By using Shell International, Shell Canada can also capitalize on considerable resources and expertise to develop an effective implementation strategy. The Electronic Customer Access to Shell (eCATS) initiative by Shell International to develop a generic electronic store can be used as the basis for the self-serve application needed in the Canadian marketplace. By using eCATS as their platform, Shell Canada is able to considerably reduce the development costs. Capitalizing on these strengths will allow Shell to effectively implement eStore in their target market. Weaknesses  Although assessed above as a strength, the relationship the local representatives have built with the rural customers is concurrently one of Shell’s weaknesses when considering the implementation of eStore. Because customers have been able to enjoy a personalized working relationship with members of their own community, they could be hesitant to adopt an impersonal online system that will remove the valued relationship they have with their local representatives. The lack of sufficient marketing for the eStore project is also one of the weaknesses Shell faces in implementing eStore. Many of Shell’s customers have never heard of eStore, and those have do not see the added value in using an online system. Even the local representatives are not fully on board as many feel their time is better spent dealing with client issues rather than promoting eStore. Other weaknesses pertain to technological and user-interface related issues. The customers that have tried eStore are not currently satisfied with the online system and as a result, eStore is experiencing low usage levels. Opportunities Due to the remoteness of many of Shell’s agricultural customers, there is an unfulfilled need to develop a system that makes communication, delivery and sales settlement easier and more efficient for these customers. An online, self-serve strategy provides customers with an easy, convenient way to place orders and gives Shell an opportunity to more effectively manage these customers and generate sales. Also, while a competitor analysis showed that there were many competitors in the market such as Imperial Oil, Irving Oil, UFA, PetroCanada and Federated Co-op, none was pursuing initiatives similar to eStore. Because these companies are likely experiencing the same margin compression, this gives Shell the opportunity to salvage profit margins and simultaneously increase their market share by providing customers with the innovative offering of an electronic store. Streamlining business using an online system would not only attract new customers, but it would also cut costs and relieve some of the pressure on Shell’s margins. Threats Although Shell Canada has few external factors that would seriously threaten the implementation of eStore, there are a few considerations to keep in mind. With the shift in the agricultural segment towards price-sensitive customers, Shell Canada must find ways to satisfy these customers in order to maintain their business. Shell must ensure that an online store is the most effective way to keep these customers, not deter them. Also, although no other company has currently developed an electronic store, there is nothing stopping them from developing one in the future. If Shell is unable to effectively implement their eStore, another competitor could easily learn from Shell’s mistakes, and develop a more effective online system that would satisfy the particular customers Shell was trying to attract. Porter’s Five Forces Analysis The ‘Porter’s Five Forces’ model was designed primarily to conduct industry analysis. It may aid a company to understand both the â€Å"strength of their current competitive position and the strength of the position that they are looking to move into. The model is used to identify whether new products, services or businesses have the potential to be profitable† (Porter’s Five Forces, 2010). Figure 2: Illustration of Porter’s Five Forces Model Source: http://www. quickmba. com/strategy/porters. html Supplier Power- Low  The supplier provides the input for the final product or service, and therefore the supplier for Shell’s eStore is the developer and platform owner. Although implementation of the online system requires the development of at least some the applications since they are not readily available in the marketplace, Shell has extensive resources to draw upon from within the organization therefore making the supplier power low. Members of the Calgary IT group were involved with the development of eCATS and Shell Canada has a strong information architecture already established to guide the implementation of eStore. Buyer Power- High With the shift in the agricultural segment from traditional based farming methods to business-class farming, the fuel and lubricant market currently consists of highly price-sensitive customers. As business-class farmers make up a vast majority of Shell’s agricultural business at 95 per cent, these customers control about 2 percent of Shell’s total market share, and make up a significant source of revenue. Since there are no associated switching costs, customers can easily choose to do business with any company offering the lowest price. As well, customers can decide which services best meet their needs and implementing an electronic store website is only as useful as the number of users. If few people make the transition, regardless of the services eStore can offer, the system will be virtually useless. Threat of Substitutes- High Although substitution is currently not a threat as no other companies have developed an eStore, it is likely that another company could easily develop the same initiative in the near future. While the internet is not heavily regulated in Canada, there is no way for Shell to develop a patent on their eStore system. Another company could not only follow suit, they could learn from Shell’s mistakes and make their own store more effective. Although Shell Canada had the cost-saving advantage of using eCATS as their platform foundation, technology is getting cheaper and companies may be easily able to buy better, more effective online applications off the shelf. Similarly, if Shell fails to satisfy customers with an online ordering system, ustomers may look to other companies that offer the representative relationship they prefer. Barriers to Entry- Low The marketplace in which eStore will conduct business is online, and therefore there are very few barriers to entry. Because there is little regulation online, other companies can easily enter this marketplace with similar initiatives. Moreover, it is often the case that the second version of an IT system is better than the first, therefore other companies can see what Shell has done with eStore, and make their version even more efficient. Competitive Rivalry- High  Taking into consideration the aforementioned factors, competitive rivalry can be considered high. With price sensitive customers in the agricultural segment occupying 2% of the market share, and many players in the market, the company that offers the lowest price will assume this customer base. Shell’s online initiative could potentially set them apart from the competition by offering an innovative, more efficient way of doing business. By reducing their own costs, the savings could then be passed on, at least partially, to the customer in the form of lower prices.

Fluke, or, I Know Why the Winged Whale Sings Chapter 35~36

CHAPTER THIRTY-FIVE Yeah, but You Can't Dance to It The Colonel was standing in the middle of the mother-of-pearl amphitheater when the whaley boys led Nate in. â€Å"You two go on now,† the Colonel said to the whaley boys. â€Å"Nate can find his way back.† â€Å"You came out of your lair,† Nate said. The Colonel looked older, more drawn than when Nate had seen him before. â€Å"I don't want to be in contact with the Goo for what I'm going to tell you.† â€Å"I thought it didn't get information that way,† Nate said. The Colonel ignored him. â€Å"I was hoping you would have had a brainstorm to solve my problem, Nate, but you haven't, have you?† â€Å"I'm working on it. It's more complex –  » â€Å"You've been distracted. I'm disappointed, but I understand. She's a piece of work, isn't she? And I mean that in the best sense of the word. Never forget that I chose to send her to you.† Nate wondered how much the Colonel knew about them and how he knew it. Reports from the whaley boys? From the Goo itself, through osmosis or some extended nervous system? â€Å"Distraction has nothing to do with it. I've thought a lot about your problem, and I'm not sure I agree with you. What makes you think the Goo is going to destroy humanity?† â€Å"It's a matter of time. That's all. I need you to carry a message for me, Nate. You'll be responsible for saving the human race. That should go some measure toward consoling you.† â€Å"Colonel, is there any chance you can be more direct, less cryptic, and tell me for once what the hell you're talking about?† â€Å"I want you to go to the U.S. Navy. They need to know about the threat of the Goo. One well-placed nuclear torpedo should do it. It's deep enough that they shouldn't have any problem justifying it to other countries. There won't be any fallout. They're just going to need someone credible to convince them of the threat. You.† â€Å"What about the people down here? I thought you wanted to save them.† â€Å"I'm afraid they're going to be a necessary sacrifice, Nate. What are five thousand or so people, most of whom have lived longer than they would have on the surface, compared with the whole human race, six billion?† â€Å"You crazy bastard! I'm not going to try to convince the navy to nuke five thousand people and all the whaley boys as well. And you're more deluded than I thought if you think they'd do it on my word.† â€Å"Oh, I don't expect that. I expect they'll send down their own research team to confirm what you tell them, but when they get here, I'll see to it that they get the message that the Goo is a threat. In any case you'll survive.† â€Å"I think you're wrong about the Goo finding us dangerous. And even if you were right, what if it just decides to wait us out? On the Goo's time scale, it can just take a nap until we're extinct. I'm not doing it.† â€Å"I'm sorry you feel that way, Nate. I guess I'll have to find another way.† Nate suddenly realized that he'd blown it – his chance to escape. Once he was outside Gooville, there would have been nothing to force him to do what the Colonel wanted. Or maybe there would be. Right then he wanted very badly to see Amy. â€Å"Look, Colonel, maybe I can do something. Couldn't you just evacuate Gooville? Drop all the people on an island. Let the whaley boys find somewhere else to live. I mean, if I reveal the Goo to the world, it's all sort of going to be out of the bag anyway. I mean –  » â€Å"I'm sorry, Nate, I don't believe you. I'll take care of it. Evacuation wouldn't make any difference to the people here anyway. And the whaley boys shouldn't exist in the first place. They're an abomination.† â€Å"An abomination? That's not the scientist I knew talking.† â€Å"Oh, I admit that they are fabulous creatures, but they would have never evolved naturally. They are a product of this war, and their purpose has been served. As has mine, as has yours. I'm sorry we didn't see eye to eye on this. Go now.† Just like that, this crazy bastard was going to plan B, and Nate had no idea how to stop him. Maybe that was what he was really brought here for. Maybe the Colonel was like someone who makes a suicide attempt as a cry for help, rather than an earnest attempt to end his life. And Nate had missed it. He started to back away from the Colonel, desperately trying to think of something he could say to change the situation, but nothing was coming to him. When he reached the passageway, the Colonel called out to him from the steps by the giant iris. â€Å"Nate. I promised you, and you deserve to know.† Nate turned and came a few steps back into the room. The Colonel smiled, a sad smile, resolved. â€Å"It's a prayer, Nate. The humpback song is a prayer to the source, to their god. The song is in praise of and in thanks to the Goo.† Nate considered it. A life's work contemplating a question, and this was the answer? No way. â€Å"Why only male singers, then?† â€Å"Well, they're males. They're praying for sex, too, aren't they? The females choose the mates – they don't need to ask.† â€Å"There's no way to prove that,† Nate said. â€Å"And no one to prove it to, Nate, not down here, but it's the truth. Whale song was the first culture, the first art on this planet, and, like most of human art, it celebrates that which is greater than the artist. And the Goo likes it, Nate, it likes it.† â€Å"I don't believe it. There's no evolutionary pressure for it to be prayer.† â€Å"It's a meme, Nate, not a gene. The song is learned behavior, not passed by birth. It has its own agenda: to be replicated, imitated. And it was reinforced. Have you ever seen a starved humpback, Nate?† Nate thought about it. He'd seen sick animals, and injured animals, but he'd never seen a starved humpback. Nor had he ever heard of one. The Colonel must have seen something in Nate's reaction. â€Å"There's your reinforcement. The Goo looks after them, Nate. It likes the song. I wouldn't be surprised if all of whale evolution – size, for instance – was accelerated by the Goo. We should have never started killing them. We wouldn't be at this juncture if we hadn't killed them.† â€Å"But we've stopped,† was all that Nate could think to say. â€Å"Too late,† the Colonel said with a sigh. â€Å"Our mistake was getting the Goo's attention. Now it has to end. The gene has had its three and a half billion years as the driving force of life. I suppose now the meme will have its turn. You and I will never know. Good-bye, Nate.† The iris opened, and the Colonel walked into the Goo. Nate ran all the way home, not sure how he had navigated through the labyrinth of tunnels, but found his way without having to backtrack. Amy wasn't at his apartment. His pulse was throbbing in his temples as he approached the buzzy, bug-winged speaky thing to try to call her, but he decided instead to go directly to her on foot. He checked at her place, and then at her mother's, then at every place they'd ever been together. Not only was Amy gone, but no one had seen her mother either. Nate slept fitfully, tortured by the notion of what the Colonel might have done to Amy because of his own stubbornness. In the morning he went searching for her again, asking everyone he encountered, including the whaley boys by the bakery, but no one had seen her. On the second day he went back through the corridors to the Colonel's mother-of-pearl amphitheater and pounded on the giant black iris until his fists were bruised. There was no response but a dull thud that echoed in the huge empty chamber. â€Å"I'll do what you want, Ryder!† Nate screamed. â€Å"Don't hurt her, you crazy fuck! I'll do what you want. I'll bring the navy down on this place and sterilize it, if that's what you want – just give her back.† When at last he gave up, he turned and slid down the iris facing the amphitheater. There were six killer-whale-colored whaley boys standing in the passageway opposite him, watching. They weren't grinning or snickering for once – just watching him. The largest of them, a female, let loose a quick whistle, and they crossed the amphitheater, walking in a crescent-shaped hunting formation toward him. Short of being a professional surfer or a bong test pilot for the Rastafarian air force, Kona thought he had found the perfect job. He sat in a comfortable chair watching sound spectrograms scroll across one computer monitor, while on another a program picked out the digital sequence in the subsonic signal and broke it into text. All Kona had to do was watch for something meaningful to come across the screen. Strange thing was, he really had started to learn about spectrographs and waveforms and all manner of whale behavior, and he was meeting the day feeling as if he was really doing something. He ran his hand over his scalp and shuddered as he read the nonsense text that was scrolling across the window. Auntie Clair had bought him four forties of Old English 800 malt liquor, then waited until he'd drunk them, before persuading him to let her cut his dreads down so they matched on both sides (because his true natural state should be one of balance, she said. She was tricky, Auntie Clair). The problem was, in jail his dreads had been almost completely torn off on one side, so by the time she finished evening things out, he was pretty much bald. Out of deference to his religious beliefs (to allow him a reservoir for his abundant strength in Jah, mon), Clair had left him a single dread anchored low on the back of his head, which made it look as if a fat worm was exiting his skull after a hearty meal of brain cells in ganja sauce. And speaking of the sacred herb, Kona was just on the verge of sparking up a bubbling smoky scuba snack of the dankest and skunkingish nugs when the text scrolling across the screen ceased being nonsense and started being important. He took a quick sip of bong water to steady his nerves, placed the sacred vessel on the floor at his feet, then hit the key that sent the streaming text to the printer. He stood and waited, bouncing on the balls of his feet for the printer to expectorate three sheets of text, then snatched the pages and dashed out the door to Clay's cabin. â€Å"I must be out of my mind,† Clay said. His suitcase was on the bed, and he was taking clothes out of the drawers and putting them into the case, while Clair was taking clothes out of the case, grouping them by a precise system he would never understand, and replacing them in the suitcase so that he would never find anything until he returned home and she helped him unpack. They had done this a lot. â€Å"I must be nuts,† Clay said. â€Å"I can't just go wandering around the oceans randomly looking for a lost friend. I'll look like that little bird in the book, the one that walks around asking everyone, ‘Are you my mother? ; â€Å"Sartre's Being and Nothingness?† Clair offered. â€Å"Right. That's the one. It's ridiculous to even leave port until we have something to go on – steaming around, burning up fifty gallons of fuel an hour. The Old Broad may have money stashed, but she doesn't have that kind of money.† â€Å"Well, maybe something will turn up in the whale calls.† â€Å"I hope. Libby and Margaret have a lot of sonic data streaming in from Newport, but it's still like looking for a needle in a haystack. Clair, she saw guys climbing into a whale –  » â€Å"So, baby, what's the worst that happens? You go to sea and do your best to find Nate and you fail? How many people ever did their best at anything? You can always sell the ship later. Where is it now anyway?† Just then the screen door fired back on its hinges and smacked against the outside wall with the report of a rifle shot. Kona came tumbling through the door waving pages of copy paper as if they were white flags and he was surrendering to everyone in the general Maui area. â€Å"Bwana Clay!† Kona threw the pages down on Clay's suitcase. â€Å"It's the Snowy Biscuit!† Clay picked up the pages, looked at them quickly, and handed one to Clair. Over and over the message was repeated: 41.93625S__76.17328W__-623__CLAY U R NOT NUTS__AMY Clay looked at Kona. â€Å"This was imbedded in the whale song.† â€Å"Yah, mon. Blue whale, I think. Just came in.† â€Å"Go back and see if there's more. And find the big world map. It's in the storeroom somewhere.† â€Å"Aye, aye,† said Kona, who had begun to speak much more nautically since Clay had purchased the ship, making his bid to go along on the voyage to search for Nate. He ran back to the office. â€Å"You think it's from Amy?† Clair said. â€Å"I think it's either from Amy or from someone who knows everything about what we're doing, which means it would have to be someone Amy talked to.† â€Å"What are the numbers?† â€Å"A longitude and a latitude. I'll have to look at the map, but it's somewhere in the South Pacific.† â€Å"I know it's a longitude and a latitude, Clay, but what's the minus six hundred and some?† â€Å"It's where pilots usually express altitude.† â€Å"But it's a minus.† â€Å"Yep.† Clay snatched the phone off of his night table and dialed the Old Broad as Clair looked quizzically at him. â€Å"Equipment change,† he whispered to Clair, covering the receiver with his hand. â€Å"Hello, Elizabeth, yes, things are going really well. Yes, they've picked up considerably. Yes. Look, I hate to ask this – I know you've done so much – but I may need one other little thing before we go to look for Nate and your James.† Clair shook her head at Clay's blatant playing of the missing-husband-shoved-up-a-whale's-bum card. â€Å"Yes, well, it may be a little expensive,† Clay continued. â€Å"But I'm going to need a submarine. No, a small submarine will be fine. If you want it to be yellow, Elizabeth, we'll paint it yellow.† After fifteen minutes of cajoling and consoling the Old Broad, making calls to Libby Quinn and the ship broker in Singapore (who offered him a quantity discount if he bought more than three ships in one month), Clay stood over a world map that was roughly the size of a Ping-Pong table, which Kona had spread out over the office floor, pinning the corners down with coffee cups. â€Å"It's right there, off the coast of Chile,† Clair said. She taught fourth-graders, and therefore basic world geography, so she could read a map like nobody's business. Kona placed a bottle cap on the spot where Clair was pointing. â€Å"We'll need nautical charts and the ship's GPS to be exact, but, basically, yep, that's where it is.† He looked at Kona. â€Å"Nothing else since that message?† â€Å"Same thing for five minutes, then just normal whale gibberish. You think the Snowy Biscuit is with Nate?† â€Å"I think she knew me well enough to know that I'd be thinking I was crazy to be looking. I also think that even if I believe the Old Broad's story about her husband, that doesn't explain how Amy was able to stay down for an hour on fifteen minutes' worth of air, so there was something going on with her that could be connected to this weirdness. She obviously knows more than we know, but – most important – we have nowhere else to look.† Kona looked at Clair, as if maybe she would answer his question. She nodded, and he resumed drinking his beer. Clay got down on his hands and knees on the map. â€Å"The ship broker says there's a deepwater three-man sub here, in Chuuk, Micronesia, that's about to finish up with some filming they're doing of deep shipwrecks.† Kona put a bottle cap on the atoll of Chuuk, Micronesia. â€Å"The owners will let me lease it for up to two months, but then a research team has it reserved for a deepwater survey in the Indian Ocean. The Clair is here, just north of Samoa.† Clay pointed. Kona put a third bottle cap just north of Samoa and did his best to drink off that beer while balancing the other two that he'd opened to get the caps. â€Å"So the Clair can probably be in Chuuk in three days. I'll fly in and meet them, pick up the sub, and then we can probably steam to these co-ordinates in four or five days if we cruise at top speed,† Clay said. â€Å"Now we're here –  » â€Å"We can't be, we can't be there,† said Kona. â€Å"Why not?† â€Å"Out of beers.† â€Å"So you get to that spot. Then what?† Clair asked. â€Å"Then I get in a submarine and see what there is to see six hundred and twenty-three feet down.† â€Å"So we're sure it's feet, not meters?† â€Å"No. I'm not sure.† â€Å"Well, I just want you to know that I am not comfortable with you doing this sort of thing, Clay.† â€Å"But I've always done this sort of thing. I sort of do this sort of thing for a living.† â€Å"So what's your point?† Clair asked. CHAPTER THIRTY-SIX Black and White and Red All Over Once, off the coast of California, Nate had followed a pod of killer whales as they attacked a mother gray whale and her calf. They first approached in formation to separate the calf from the mother, and then, as one group broke from the pod to keep the mother busy, the others took turns leaping upon the calf's back to drown it – even as the mother thrashed her great tail and circled back, trying to protect her calf. The whole hunt had taken more than six hours, and when it ended, finally, the killer whales took turns hitting the exhausted calf, keeping in a perfect formation even as they ripped great chunks of flesh from its still-living body. Now, in the amphitheater, as the killer whaley boys approached – their teeth flashing, the breath from their blowholes puffing like steam engines – the biologist thought that he was probably experiencing exactly what that gray-whale calf had during that gruesome hunt. Except, of course, that Nate was wearing sneakers , and gray whales almost never did. It was a big room. He had space to move. He just had to get around them. His sneakers squeaked on the floor as he came down the steps, faked right, then went left at a full sprint. The whaley boys, while amazingly agile in the water, were somewhat clumsy on land. Half of them fell for the fake so badly that they'd need a postcard to tell them how it all came out. They stooged into a whaley pile near the steps. The remaining three pursuers tried to fan out into a new formation, the alpha female coming the closest to getting between Nate and the exit. Nate was running in a wide arc around the amphitheater now, and by virtue of sheer speed he could tell he'd beat at least two of the remaining killers, but the alpha female was going to intersect with him before he got clear. She probably weighed three times what he did, so there was no going though her with a vicious body check. Maybe if he'd been on skates, he'd have tried it: pit his pure, innate Canadian skating force against her paltry cetacean hunting instinct and drive that bitch to the mother of pearl. But there were no skates, no ice, so at the very last second, as the female was about to slam him in a bone-breaking crunch against one of the benches that lined the walls, Nate pulled a spin fake, a move that was much more Boitano than Gretzky but nevertheless sent the big female tumbling over a bench in a tangle of black-and-white and i vory – like a flaccid piano botching the vaulting horse. Nate high-stepped the last twenty yards to the door, thinking, Yeah, three million years of walking upright not for nothing. Rookie. Meat. About the third step into his jubilation, Nate heard the sound of a great expulsion of air from his right, then a wet splat. Suddenly he saw his sneakers waving before his face. He felt the freedom of weightlessness, the exhilaration of flight, and then it was all gone as he slammed to the floor, knocking the wind out of himself. He slid to a stop in the huge loogie of whale spit that one of the trailing males had expectorated at his feet. Had he been able to breathe, he might have called a foul, but instead he struggled to get to his feet as the two males closed on him, showing dagger-toothed grins as they approached. Oh, my God, they're going to eat me! he thought, but then he saw that they both had unsheathed their long pink penises and were leading with a sort of a pelvic thrust. Oh, my God, they're going to fuck me! he thought. But when they got to him, one picked him up by the arms and bent him over forward, and he felt the great teeth scraping his scalp as his head slipped int o the whaley boy's mouth. No, they're definitely going to eat me, Nate thought. And in that suspension of time, right before the final crunch, amid the slow motion of an infinite last moment, clarity came to him, even as he screamed, and he thought, This is probably not going to go as well as the last time I was eaten. There's probably not going to be a girl at the end of this one. And then the female whistled shrilly, and the male stopped biting down just as his teeth were starting to cut into Nate's cheeks. The biting male pulled back and apologetically wiped saliva and blood from Nate's face, then propped him up and fluffed him a little, as if to show that he was good as new. Nate was still being held fast by the other male, but the biter was grinning sheepishly at the alpha female and making a squeaking noise that Nate, even with his limited understanding of whaleyspeak, understood as meaning â€Å"oops.† A half hour later they threw him into his apartment, and the alpha female grinned at him as she tore the stainless-steel doorknob out of the wall. The wall bled for a while after she left, then clotted over and rapidly began to heal. Nate stumbled into his bathroom and looked at himself in the mirror. There were bloody gashes down his forehead and cheeks. In another place and time, he realized, he would have gone to the emergency room to get stitched up. His hair was matted with blood, and he could feel at least four deep dents in his scalp where the whaley boy's teeth had broken the skin. There was a large knot at the back of his head where he'd hit the floor when he fell, and evidently he'd hit an elbow, too, because every time he bent his right arm, a sharp, biting pain shot all the way down to his fingertips. He pulled off his bloodstained clothes and climbed into the shower. Then, ignoring the strange fixtures that usually gave him pause, he leaned against the shower walls and let the water run over him until the bloody crust was gone from his hair and his fingers had shriveled with the moisture. He dried himself, then collapsed into his bed, wishing for a last time before he fell asleep that Amy was there, safe, next to him. He slept deeply and dreamed of a time when all the oceans were filled with a single living organism, wrapped like a cocoon around a single huge land mass. And in his dream he could feel the texture of every shore as if it were pressed against his skin. Nate awoke in the early hours before light came up in the grotto. He went into his living room and sat in the dark by the big oval picture window that looked out over the street and, ultimately, the Gooville harbor. There were shapes out there moving in the dark. Every now and then he'd catch the reflection of some dim light on a whaley boy's skin, but mostly he could tell they were out there by the sonar clicks that echoed around the grotto and by the low, trilling whistles of whaley-boy conversation. After an hour sitting there in the dark, he padded to the door and tried to open it. There was nothing but a smooth scar where the doorknob had been. The seal around the door was so tight it might have been part of the walls that framed it. In trying to work his fingers into the doorjamb, he realized that his elbow wasn't grating as it had been when he went to bed. He reached up to touch the gashes across his forehead and felt the scab flake away as easily and painlessly as dry skin. He immediately went to the bathroom and looked at himself in the mirror under the bright yellow bioluminescence. The gashes were healed. Completely healed. He brushed away the dried blood that had seeped after his shower to find new, healthy skin. It was the same with the dents in his scalp and the great goose egg at the base of his skull. He didn't even have a sore spot. He returned to the living room, fell into the chair by the window, and watched the light come up in the grotto. Outside, there was a lot of movement in the street and the harbor, and, watching it, Nate started to feel sick to his stomach, despite his miraculous healing. All the movement outside was that of whaley boys. There wasn't a single human out there anywhere. For two days he didn't see any other humans in Gooville, and even when he had screwed up his courage to use the buzzy, bug-winged speaky thing on the wall, he realized that he had no idea how to make it connect. By noon on the third day, he decided that he had to get out of the apartment. Not only couldn't he find Amy or do anything else while in here, but he was rapidly running out of food. He reasoned that the best time to make a break for it was in the middle of the day, when it seemed that the number of whaley boys out on the street was sparsest, because so many of them went down to the water at that time to swim. He dressed in long pants and sleeves for protection, then made the first attempt at the window. He tore one of the bone chairs from the floor in the kitchen, wiggling it first, as if loosening a baby tooth. He cast the chair at the center of the window with all his strength, preparing as he did to make the ten-foot leap to the street when it went though. But it didn't. It bounced back into the room. Next he looked for something sharp to try to puncture the window, but the only thing he could come up with were shards of the mirror in the bathroom, and although the mirror spider-webbed when he struck it, his fist wrapped in a towel, the shards stayed adhered to the bathroom wall, so all he'd really done was create a shiny mosaic. Finally, frustrated after three hours of ineffective attacks on the big window, he decided to hit it with the heaviest thing in the apartment: his body. He backed into the bedroom, sped through the living room, leaped into the air about halfway across, curled into a ball, and braced for impact. The window bulged out about three feet, until it appeared to the whaley boys outside that someone inside was trying to blow a giant bubble, and then it sprang back, trampolining Nate across the room into the far wall. At the bottom of the wall someone had installed a couch for just such an emergency, and Nate slid neatly into it with his newly flattened side down. â€Å"Well, that was just stupid,† he said aloud. â€Å"Boy, that was stupid,† Cielle Nuà ±ez said. She came into the living room and sat in a chair across from where Nate was piled onto the couch. â€Å"You want to tell me what in the hell you started?† â€Å"How did you get in? The knob is gone.† â€Å"Not on the outside. Come on, Nate, what did you do? Every human in Gooville has been locked down for the last three days. If I weren't the captain of a whale ship, I wouldn't have been able to come here either.† â€Å"I didn't do anything, Cielle, honestly. Where's Amy?† â€Å"No one knows. Believe me, that was the first place they went.† â€Å"Who?† â€Å"Who do you think? The whaley boys. They've taken over everything. Humans aren't even allowed near the ships. Ever since some of them heard you yelling about bringing the navy down here.† â€Å"I was. He has Amy, Cielle. I was just trying to get her back.† â€Å"Him? The Colonel? Why would he take Amy? She's one of the few who've ever even seen him. She's a favorite.† â€Å"Yeah, well no one is his favorite now.† Right then Nate made a decision. He wasn't going to get out of this place on his own, and the only person he could even consider an ally was sitting right there in front of him. â€Å"Cielle, the reason the Colonel called your ships back, the reason no one is allowed to leave the harbor, is that he wants you all here when the place comes down. He's got some plan to get the U.S. Navy, or somebody's navy, to attack Gooville with a nuclear torpedo. He thinks that the Goo is going to destroy the human race if he doesn't destroy it first. He wanted me to go to the navy. He thought I could convince them of the threat because of my scientific credibility, but I said no. That's when he took Amy.† â€Å"So all that yelling I heard you doing in the amphitheater – that wasn't you talking about bringing the navy here, that was just you trying to get Amy back?† â€Å"Yes. He's a loon, Cielle. I don't have any interest in bringing this place down. He thinks that there's some grand war going on between memes and genes, and that humans and the Goo are on opposite sides of it.† The whale-ship captain stood and nodded as if confirming something to herself. â€Å"Okay, then. That's what I needed to know. That's why he sent me here. I'll try to get them to send you some food.† â€Å"What? Help me get out of here.† Nate suddenly had a very bad feeling about this whole exchange. â€Å"I'm sorry, Nate. They have Cal. The whaley boys have him. You know how that feels. They told me I had to find out if you were plotting against the Colonel. Thank you for telling me. I think they'll let him go now.† She walked to the door, and Nate followed her. â€Å"Get me out of here, Cielle, at least –  » â€Å"Nate, there's nowhere to go. The only way out of here is a whale ship, and whaley-boy pilots are the only ones who can run them. They've been on notice not to let you on since we got here. Right now I couldn't leave if I wanted to.† She pounded on the door. â€Å"Open!† The door clicked open, and two all-black whaley boys stood outside waiting. They caught Nate by the shoulders and threw him back into the apartment as he tried to rush by them. â€Å"My own crew, Nate,† Cielle said. â€Å"See what you've done.† â€Å"He's going to kill you all, Cielle. Don't you see that? He's crazy.† â€Å"I don't believe you, Nate. I think you're the crazy one.† The door slammed shut. Back at Papa Lani, Clay was doing a final check on the equipment he was taking with him to meet his new ship. Diving and camera equipment lay spread out across the office floor. Kona was going through the checklist on the clipboard with a felt-tip pen. â€Å"So you tink the Snowy Biscuit going to be there?† â€Å"I'm going. I just wish that we could answer her. Tell her I'm on my way.† â€Å"You mean, like, put the digital in the whale sound and send it?† â€Å"Yeah, I know, we can't do it. Did you find a canister of soda lime for the rebreather's CO2 scrubbers?† â€Å"I can do that.† Kona held up the canister Clay was looking for and checked it off the list. â€Å"You can?† â€Å"I been looking at it long time. She not that hard to put that message back in the call. But how you going to send it? You need some gi-grandious big speakers under the water, mon. We don't have nothing like dat.† Clay stopped his inventory and pulled Kona's clipboard down so he could see his eyes. â€Å"You can put a message into the waveform so it would come out the same way we've been taking it out?† Kona nodded. â€Å"Show me,† Clay said. He went to the computer. Kona took the chair and pulled up a low-frequency waveform that looked like a jagged comb, and then he hit a button that took a small section and expanded it, which smoothed out the jags. â€Å"See, this part here. We know this a letter B, right? We just cut it and paste with other letters, make a goofy whale call. I got the all the letters but a Q and a Z figured.† â€Å"Don't explain, just do it. Here.† Clay scribbled a short message in the margin of Kona's checklist. â€Å"Then play it for me.† â€Å"I can play, but you won't hear it. It's subsonic, brah. Like I say, you going need some thumpin' speakers to send it. You know where we can steal some?† â€Å"We might not have to steal them.† While Kona pieced together the message, Clay grabbed the phone off his desk and dialed Cliff Hyland. The biologist answered on the second ring. â€Å"Cliff, Clay Demodocus. I need a favor from you. That big sonar rig of yours, will it broadcast subsonic frequencies?†¦ Good, I need you to take us out on your boat tonight, with your rig.† Kona looked at Clay. Clay grinned and raised his eyebrows. â€Å"No, it has to be tonight. I'm flying out for Chuuk in the morning. If I need to send out a signal, what can I plug in to it? Tape, disk recorder, what? Anything with a pre-amp?† Clay covered the receiver with his hand. â€Å"Can you put it on an audio disk?† â€Å"No problems,† Kona said. â€Å"No problem,† Clay said into the phone. â€Å"We'll meet you at the harbor at ten, okay?† Clay waited. He was listening, pacing in a little circle behind the surfer. â€Å"Yeah, well, we were just talking about that, Cliff, and we figured that if you said no, we'd just have to steal your boat and your rig. I could probably figure out how the rig works, right?† There was another pause and Clay held the phone away from his ear. Kona could hear an irritated voice coming out of the earpiece. â€Å"Because we're friends, Cliff, that's why I'd tell you in advance that I was going to steal your boat. Jeez, you think I'd just steal it like some stranger? All right, then, we'll see you at ten o'clock.† He hung up the phone. â€Å"Okay, kid, get this right. We have to have it ready and to the harbor by ten.† â€Å"But what you gonna do the bad guys get it?† â€Å"Even if they do, only Amy will know what it means,† Clay said. â€Å"Cool runnings, brah.† Kona was concentrating on putting the message together, his tongue curled out the corner of his mouth as an antenna for focus. Clay leaned over his shoulder and watched the waveform come together on the screen. â€Å"How did you figure this out, kid? I mean, it doesn't seem like you.† â€Å"How's a man supposed to work his science dub wid you yammerin' like a rummed-up monkey?† â€Å"Sorry,† Clay said, making a mental note to give the kid a raise if any of this actually worked.

Asthma Essay Research Paper AsthmaWhat is Asthma

Asthma Essay, Research Paper Asthma What is Asthma? Asthma is a upset that affects 20 % of Australians in their childhood. It causes air passages to contract doing it hard to take a breath. Symptoms may include loss of breathe in cold conditions, wheezing and whistling. It may happen sporadically in sudden crisp onslaughts. When an onslaught occurs The musculuss around the air current pipe tighten shriveling the air passages. The air current pipe run alonging so crestless waves ( image ) and a mucous secretion called emotionlessness develops doing the cough to escalate and somewhat more painful. What are the Causes and Triggers for asthma? Attacks of Asthma occur due to a obstruction in the bronchial tubing. This obstruction consequences from a cramp that narrows the trachea doing take a breathing trouble for the sick person. Asthma Gun triggers are things that make Asthma worse. Usual triggers are # 8211 ; Respiratory infections eg. Colds, grippe, sore pharynxs and bronchitis Allergic reactions sometimes cause Asthma eg. Pollen, nutrients, dust, animate being pelt or some seed. Air thorns ( similar to Allergic reactions ) eg. Cigarette smoke, gases or dust. Excessive/strenuous exercising can do an Asthma onslaught. Emotional Stress can besides trip an Asthma onslaught. Symptoms of Asthma Symptoms include wheezing from the thorax or a little whistle is heard when inhaling. It # 8217 ; s even louder when expiring. Stringency of the thorax, lung and lung country are closely associated with Asthma. Treatment for asthma There is no remedy for Asthma but there are stairss that physicians take to assist alleviate the symptoms of Asthma. As a first measure physicians try to take or acquire the patient to avoid Asthma triggers such as # 8220 ; carnal dander # 8221 ; ( eg. Fur or hairs ) . These are really likely to trip an Asthma onslaught. Topographic points where animate beings dwell are advised to be kept clear of for a sick person. Since it is impossible to take or avoid all triggers there are medicines that can be tak en. Such as – Anti # 8211 ; Inflammatory Drugs: these cut down puffiness of the trachea and it # 8217 ; s liner. Oral Steroids # 8211 ; Orasone and Pediapred rapidly cut down redness during an onslaught. Inhaled medical specialties # 8211 ; such as cromoyln Na and inhaled corticoids maintain redness from flame uping up. Bronchodilators: loosen up the musculuss which have tightened around the trachea. Adrenergic bronchodilators ( # 8221 ; Beta 2 agonists # 8221 ; ) provide impermanent alleviation but do non handle redness. These are available as an Inhaler or a tablet signifier. Unfortunately the tablets are slower and have a few side affects. Theophylline is available in a liquid, capsule or tablet signifier. This drug has a long continuance of action doing it a really good soother for # 8220 ; dark clip # 8221 ; Asthma. Wayss of forestalling asthma There are no ways of forestalling Asthma because it is normally familial, allergically related or following a dosage of bronchitis, but there are ways to forestall it from flame uping up and turning into an onslaught. A sick person can be really careful about his or hers diet because the diet can greatly impact the Asthma. Due to allergic reactions etc. Staying off from pollens and carnal pelt settees down Asthma. The allergic reactions are the highest causes of Asthma. Make sure you ever have medicine with you such as Intal and Becotide. These preventive medical specialties will halt an onslaught occurring. Summery For an Asthma sick person external respiration can sometimes be a great trouble due to the fact that at any clip their air current pipe can shrivel due to redness, doing it really hard to take a breath. But with the right medicine eg. Inhalers and Theophylline their life can be much easier. If they besides stay off from triggers such as pollen, pelt and coffin nail smoke the air ways may non be so vulnerable. Even if you don # 8217 ; Ts have Asthma you should maintain an oculus out for the symptoms which are # 8211 ; thorax and lung stringency, wheezing and loss of breath particularly in cold conditions. 314

Econometrics Assignment Example | Topics and Well Written Essays - 500 words

Econometrics - Assignment Example For RM (average number of rooms in the owner occupied housing in the census tract), in the first variant, a 1 percent change in RM causes 0.329 % change in MV (the median housing price). In the second variant, a 1 percent change in RM causes a 0.0306 % change in the median housing price (MV). Eventually, a 1 percent changes in RM causes a 0.294 % change in the median housing price in the third variant. In the second variable, the weighted distance to five major employment centers in the Boston region (DIS), the order of coefficients; 0.028, 0.027, and 0.027 in absolute values. In the criteria of absolutism, a one percent change in DIS causes a reduction of median housing price by 0.028 in the first variant, a reduction of 0.027 in the second variant, and a reduction of 0.027 in the third variant. In the third variable, nitrogen oxide concentrations in parts per hundred million (NOX), the coefficients are 1.479 and 1.529 in the second and third variants respectively. These figures suggest that 1 percent change in nitrogen oxide concentration increases the medium housing price by 1.479 in the second variant and by 1.529 in the third variant. Beta coefficient is the measure of the sensitivity of the estimates in influencing the median housing price. In the estimates, the beta coefficient is the slope of the model summarized into ÃŽ ²0, ÃŽ ²1, ÃŽ ²4, ÃŽ ²3, and ÃŽ ²2. Normally, the coefficients would imply 1 percentage change in the estimate 1 and 2 would cause an increase of 0.566 and 0.0261. However, using the beta approach, the two coefficients are below, suggesting that they are below the median housing price. 6. Suppose in model (3) I added in the variable NOX DCHAS, resulting in ln(MVi) = ÃŽ ²0 + ÃŽ ²1RMi + ÃŽ ²2 ln(DISi) +ÃŽ ²3NOXi + ÃŽ ²4DCHAS;i + ÃŽ ²5 NOX DCHAS +Æ i . How would the interpretation of Æ 3 change in model (3) after the inclusion of this variable? What is the interpretation of Æ 5 in this model? 9. Given

Discussin question Essay Example | Topics and Well Written Essays - 250 words - 2

Discussin question - Essay Example The CMS understood that realizing some of these complications might not be avoidable because many patients suffer from illnesses and injuries that the physician could have prevented if the hospital or the physician could have taken suitable precautions. As part of reimbursement rules for â€Å"never events,† Inpatient facilities have focused to enhance the quality of care patients attains during their course or stay in the hospital. For instance, they have focused on decreasing hospital-acquired conditions such as fractures, severe bedsores and certain infections, and preventable medical mistakes such as conducting surgery on the unintended part of the body that should not take place. Inpatient facilities have been forced to fully evaluate and assess a patient once admitted in their facility and record the existence of all conditions that may need care, if the condition developed before admission to the hospital, it is not a never event. Further, they have to establish a law that identifies and reacts to conditions that belong to never events. This is how inpatient facilities have changed the way they handle their patients in order to get reimbursements from the

1. A Moral Dillema & What is Moral Essay Example | Topics and Well Written Essays - 500 words

1. A Moral Dillema & What is Moral - Essay Example The responsibility of the student is towards both his widower mother and his lost brother. It is now in his hands to choose as to which responsibility he would fulfill. I believe that the student should never leave his home to fight the Nazis as he would not be able to kill the specific person who killed his brother. Based on moral grounds the lost person cannot be revived again by fighting with the Nazis. The student can perhaps live at home and serve his mother as she is a widow and already suffering from the death of her son. The student can take over the place of his brother and meet all the demands of his mother as she would have wanted from his brother. This decision would help to bring out a positive outcome overall as it would save both the mother and student’s life. It would help the mother to be happy with what she is left with in this world. Over the years it is seen that the controversy regarding piracy of music has taken a new shape. Many registered companies have filed a complaint against different software issuers for pirating music. Even nowadays it is seen that music and movies are available online without any copyright charges. It is a blessing for some people who get the music and movies in free whereas some decide not to buy pirated music and movies as it is considered as a fraud by the people. A question arises regarding the copyrights of music, movies and books over the internet analyzing the current situation. It can be answered by examining the different views of different people. Piracy of these things has become an issue because of the easy access that people have been given. The unregulated distribution of these works should be prohibited over the internet as this line of distribution takes away the line of profit from the manufacturers. It has been found that many of the Internet users prefer using things for free rather than paying for them. One may not want to buy music if he is getting the same music for free

Quality Safety and Management Coursework Example | Topics and Well Written Essays - 2000 words

Quality Safety and Management - Coursework Example These regulations lay out the duties of all the stakeholders in the construction process, ranging from the clients, designers as well as, putting more emphasis on the CDM coordinator. Generally, issues pertaining construction industry have become of grave concern to the public in totality. For instance, it has been noted that there has been much discussion in the construction industry about the duties and powers that the CDM Coordinator currently has, and what changes to those powers could improve the effectiveness of the CDM Regulations to achieve their high level aims. More evidently, research has hinted that the UK construction industry suffers from numerous problems, not least of which is its reputation for not meeting clients’ needs. This paper seeks to analyze these two connotations with a view to make clear the recommendations for the issues. Research and evaluation Since the formulation of new regulations, researchers have sought to highlight the state of affairs of th e construction industry with an intention to bring into focus their perspective on the issue of challenges facing the construction industry as it stands today. With introduction of the CDM coordinator, a turn of events was expected. ... Notably, performance of the construction industry has been rated on the cost, quality and the time involved. According to Hunt, Robitaille and Villiams (2008) following fragmented nature of the industry there has been poor communication between the stakeholders involved in a construction project and the CDM coordinator. Investigations into the matter has revealed that, the changes previously established have never been implemented implying that the construction industry has been on the verge of resisting change (Crosby, 2004). It has also been established that although clients were the main parties in instigating change in the construction industry, they were rarely involved in the governance of the sector and also there was the need for proper communication between the clients and the contractors, and the coordinator (CIRIA, 1999). Rethinking Construction pointed out on the need for adoption of mechanisms that will guarantee quality and efficiency in the UK construction industry. Th ey identified the major drivers for the proposed change as committed leadership, better focus on the customer, Integration of systems and teams, having a quality driven agenda as well as, committed people (CIRIA, 1999). Another study revealed that, the output of the UK industry rose to a considerable level prompting a rise in the standards within the sector (CIRIA, 1999). According to a report by market and the chartered institute of purchasing, in spite of increased activity in the construction sector new forms of work and employment still stood at low margins (Chau and Lai, 1994). As indicated the construction purchasing managers index (CPI) stood at 50.9 mark in October, 2012

The Victorians Essay Example | Topics and Well Written Essays - 500 words

The Victorians - Essay Example A woman had to be virgin a so as to be considered a potential wives. She had to remain innocent as well as not having sexual or love thoughts before marriage. Such a requirement was not expected for men. Women were believed to have sexuality as their controller hence needed to be regulated hence the society demanded unquestionable compliance from a woman while no man was expected to do so. After marriage, a woman’s rights, identity and poverty ceased. The husband supervised her completely as per the law, owning the children, her property as well as her. Wife beating and rape was legal. Women held a significant position in marriage since they cared for household, servants as well as management of finances; however, men viewed them as overly emotional as well as mindless controlled by sexuality. Whatever a woman did was not seen to be as important as the work of a man. Motherhood could be separated from anything sexual almost all the time. Sex was not for pleasure for them but mainly for bearing kids. Sex for pleasure was viewed scandalous and dirty. Purity was significant for mothers to get appreciation. Mothers needed to be religious because religion supported women’s view of sexual satisfaction and passion. With lack of religious faith, a woman was unable to inspire sexual propriety within her daughter, hence not fit t be a mother. Adultery for men was allowed but for women it could lead to divorce. Adultery for men could only lead divorce if it were compounded by a different matrimonial offence for instance dissertation or cruelty. Prostitution was legal at this time and it was the second category. There was no that much difference between mothers and prostitutes in the sense that men saw all women as whores. However, prostitutes were referred to as the fallen women whom deserved disrespect and shame. All other professions were nt meant for omen except

Business report Essay Example | Topics and Well Written Essays - 1500 words

Business report - Essay Example On that note, there is S.W.O.T analysis and the superseding recommendations that are also critical in the success of a company in a foreign country. 1.0 Introduction ABC Learning is a center for childcare and a huge provider of early childhood education services in Australia. It was acquired by GoodStart Childcare in late 2009 (after ABC had opted for liquidation in 2008) and was deemed as the largest early childhood education provider globally. The market capitalization of this institution, according to Australian Securities Exchange, is A$2.5 billion as noted in March 2006, and it has branches around the country. Similarly, because GoodStart Childcare Limited is a not-for-profit entity, there have been plans to open branches in other countries. On that account, the best choice has been South Africa because of many reasons that we are going to discuss1. However, it is imperative to observe that South Africa has been a viable choice because of its economic prosperity and economic sta bility. The only second-world country in Africa also has a warm socio-cultural environment that does not discriminate but allows lasting integration. 2.0 P.E.S.T.E.L Analysis 2.1 Political Environment The political nature of South Africa is among the friendliest in Africa as compared to other nations. Since the end of apartheid in 1994, the country has witnessed successive calm transitions of the ANC government that encouraged more investors and tourists. Similarly, the parliament has passed numerous policies and acts which directly support foreign investment. This is because of the various advantages of such ventures in the form of the employment creation and improvement of living standards. On the same scope, the number of deals and tenders the government offers to foreign businesses has been increased by the friendliness towards foreign investment2. It is also fundamental to observe that about 40% of feasible tenders are offered to foreign investors, making South Africa the bigge st provider of tenders in Africa. Therefore, ABC Learning would be able to make profit by the imparting of knowledge to children of all colors in South Africa. 2.2 Economic Environment In terms of economic properties of South Africa, there are many interesting issues to note. For example, the management skills of most South African businesspersons are highly trained and admirable. This starts from time management whereby managers and workers prefer to arrive at their work places early due to the love of their job. Additionally, during meetings, burning issues are debated satisfactorily in order to attain a workable solution3. In other words, the forging of relationships at the workplace is paramount in order to solidify the essence of economic prosperity between nations. For example, ABC Learning plans to establish a branch that will realize economic success within a given time. Furthermore, in the context of doing business with other nations, South Africa was ranked number 34 in 20 11, which places it among the most promising countries in the Global Index4. In the same context, the income category of the country is classified as upper middle income. Additionally, the per capita of South Africa is (US$) 5,770.00 with a population of 49,320,150, making the country only closer to nations such as Brazil and India. Therefore, these factors should encourage ABC Learning to have a chance of success in

ECONOMICS FOR BUSINESS Coursework Example | Topics and Well Written Essays - 2500 words

ECONOMICS FOR BUSINESS - Coursework Example While these were being implemented, their application had to be prioritised so that the government would offer what was socially and economically healthy to the citizens. These policies were to be implemented to improve the supply side structure of the economy and, therefore, touched on the firms, markets and industries. In this, the government aimed at improving the efficiency of firms, its productivity efficiency and effectiveness as it argued that much of the things that made the country to lag behind were caused by micro economic factors and not majorly from the external environment. The government minimised the distortions that apply in the market so that it remains competitive and productive and have a more efficient allocation of resources. This locative efficiency has allowed the resources to flow to areas where they are used more efficiently. The tariff protections have been removed from the industries which are inefficient. This has allowed the diversion of resources to areas which are more productive and, therefore, increasing the output. The government has subsidised the costs of importation of the new technology in a bid to increase the efficiency in production with minimum costs. This has been the case as the technically efficient industries have had reduced use of resources of which has helped to shift them to other areas of the economy. The reduction of government regulations helped the producers to venture into new markets and to respond quickly to the changing patterns in the economy and demands that come with it. This has set up the pace for the introduction of new technologies and inventions as well as bringing about competition that is fit for the structural changes. The government adopted the trade practices act that is meant to reduce competition through the collusive prices. This has also enabled new firms to enter the market and compete with the already existing firms. The government has removed the rigid regulations which used to control the market movements and has left the flow of the market been regulated by the demand and supply forces. The deregulations included the floatation of the dollar plus the removal of the control of RBA on the banks. These deregulations extended to the transport and telecommunication industries. This led to greater efficiency and productivity in these sectors, which was reflected in the whole economy. These were highlighted in the national economic reform policy which dated back to 1995. The government set up policies to ensure corporatisation and privatisation. This has brought about structural changes in the government business enterprises and has, therefore, ended up working independently from the governmen t eradicating political interference in their working. Industries like Qantas and Telstra have been privatised to be more competitive. The government carried out reforms in the labour market, where there arose a

The novel by Steinbeck Essay Example for Free

The novel by Steinbeck Essay Of Mice and Men, the novel by Steinbeck, frequently dramatises the constant action of back-to-back scenes. Consequently, the novel shares a strong sense of time, which is a formal element of most movies. Steinbecks novel is not targeted at a selective audience in view of its vernacular dialogue and informal touch. Also considering the fast-paced action, Of Mice and Men is very adaptable to a movie version. Using various devices up his sleeve, it is very important that the filmmaker gets across a sense of setting and colour in connection with characters thoughts and feelings. In preparing the final scene of the movie version of Of Mice and Men we were trying to focus on Lennies vulnerability in the outside world, the decline of Georges self-esteem with the demise of Lennie and how the setting and the environment (especially Lennies desired rabbits) reacted to the catastrophic conclusion. Our precise aims regarding filming technique were to use a combination of low and high-angle shots, camera FX to reflect the plot e. g. , dew, steam, fast/moderate paced camera, and deliberate exclusion of the camera from any part of the shot. For soundtracks/FX, we especially tried to imitate characters moods and feelings. Finally, suitable dialogue in calculated manner and appropriate timing re-enforced our essence of Lennies demise and Georges position. The establishing shots arouse an audiences preliminary attention and directly convey a filmmakers purposes. This is because setting, colour, smell, movement and a characters intentions are all elements of this shot. In our film, George carries a great appeal to any audience and connects them with Lennies reality. In the first subjective shot, George scrambles onto his horses saddle and shoots past the ranch at top speed while camera does not linger on setting. I thought that because the camera does not linger on setting, an audience unaware of Steinbecks final plot might get mystified or puzzled as to why George acts so instinctively. We decided on this camera movement keeping in mind that George is very determined and sincere with his friend and he will do the best up to his ability to protect Lennie. The audience can now sense something will go wrong and George will try to help Lennie to get out of the mess. This shot will prompt most audiences to form their own speculations of what is to happen next.

Training the trainer on training outcomes

Training the trainer on training outcomes 1.1 Overview Organizations are defined as people working together in order to achieve common purpose. They along with working together are also collectively responsible for results. For this reason, the study of human interaction is emphasized. This requires the communication development through which right direction were set hence accomplishing the organizational objectives and goals. The more these goals are clear; the better were the understanding by the employees Grà Ã‚ °tton, Hà Ã‚ °iley, Stiles Truss (1999). But one should remember that the organization comprises of people with different cultures and value diversities. For any HR manager, the main target is to merge all the cultures simultaneously and carefully so that no employee feels left out. The cultural diversity increases the work of HR as the management has to revise their policies in order to develop and formulate rules and regulations which are free of any racial or gender discrimination. Religion, race, sect, sex, ethnic bel ongings are such critical factors which need to be focused upon in order to bring the harmony in organizational structure and employees (Delaney, 1996). The importance of HRM is not only evident with the HRM plan formulation and its coherence with the organizational goals but the HRM policies also form a major portion of the entire human resource management concept. HR policies are required in an organization as the employees are from diverse backgrounds which require limitations in order to harmonize the workplace culture and situation. For this reason, every organization requires a strategy for developing, enforcing and communicating the HRM practices and policies that reflect the acceptable standard behavior (Garavan, Costine Heraty, 1995). 1.2 Problem Stà Ã‚ °tà Ã‚ µmà Ã‚ µnt To study the organizational practice of training the trainer and its effect on training outcome. 1.3 Research Hypotheses H1: There is no relationship between training duration to trainer on the job performance of the employees. H2: There is no relationship between training duration to trainer on employee level of satisfaction with the training program. H3: There is no significant difference between types of training given to the trainer with the job performance of the employee. H4: There is no significant difference between the types of training given to trainer with the level of satisfaction of the employee with the training program. 1.4 Outline of the Study Thà Ã‚ µ scopà Ã‚ µ of rà Ã‚ µsà Ã‚ µÃƒ Ã‚ °rch is rà Ã‚ µlà Ã‚ °tà Ã‚ µd to the effect of training the trainer on training outcomes. The training of the trainer approach has become a promising method to train and develop the trainers and by that training the employee in the organization. When trainers themselves receive training it is usually aimed at familiarizing them with the specifics of a new or revised module or program. The approach appears to be use full in developing the different skills of the employee and improving their job performance and productivity as well. The question here is that what should be the intensity of the training the trainer and the types of training given to them such as on the job off the of the training and by that the training given to the employees what will be the level satisfaction of the employees with the training program and improvement in the job performance. The trainer can use the shared experiences to create positive images of the new model and its potential effectiveness. CHAPTER 2 LITERATURE REVIEW Human capital is increasingly being seen as an issue of strategic significance in the industry today. It is this aspect of competition that provides most decisive elements of business advantage for a company by way of market responsiveness, process and technology innovation or enhancing customer experience (Ahmad, Schroeder, 2003). In this modernized world where globalization is fast crating an effect, the workplace realities of the ancient organizations no longer exists. It has become past and needs to be revised very carefully before any aspect of it can be implemented nowadays. It has become increasingly important for the organizations to introduce new methods and meet the new training needs of the employees. The reality of workplace, the changing work environment has increased the end for the managers to reconsider the methodologies of developing durable and strong relationship between the employees and organization that ultimately leads to the achievement of the organizations goals and objectives Lado, (1994). A thorough and complete understanding of the employees training need has became important for the management in order to accomplish what employees expect from the organization in order to return what organization expect from them. Therefore it becomes clear from the researches that a Trained work-for ce is an instrument of success for full filling the needs of a rapidly changing work environment for both, the employees and the organization. It also becomes clear that a well- Trained workforce were eventually lead to the organization achieving its goals and objectives in a better an efficient manner. To serve this purpose ob building a strong bond between the management and workforce, the role of the top management is very crucial in this respect. Human capital is capable of playing a pivotal role compared to financial capital, in the effectiveness of the organization. In modern times people are believed to me a source of competitive advantage and carry more importance in leading a company towards success, rather than finance (Bordia, Hobman, Jones, Elizabeth Callan, 2004). A business employs factors of production to carry out its business activity. It is very important for a business to be sure that all its resources are allocated efficiently in order to be profitable. The most important, vital and significant resource of a company is the people it employs. Due to increasing globalization and competition, the productivity of labour has become increasingly important for the companies in determining its efficiency. Businesses, like those in service sector, whose staff deal directly with its consumers need to be very conscious about the training level of their employees. Training has become important for the business to gain competitive edge by attracting the best recruits. They must be aware that to win completion, it is important for them to attract and retain the best labour possible (Desveaux, 1994). A milestone in a success of an organization is fulfilling the continually changing needs of employees and the organization. A heavy responsibility rests on the shoulder of the management to develop durable and strong relationships between them. Companies expect workers to follow the rules according to the terms and conditions set for them. Employees in return expect fir pay, good working conditions, secure career, fair treatment, involvement in decisions and power. These expectations of both groups vary from company to company. For any business to deal with these expectations successfully a complete understanding of the employee training becomes necessary (Glick, Huber, Miller, Doty Sutcliffe, 1990). It is usually that it is the organization and not managers that fail to hold managers responsible for creating training among the people. They fail to understand the role of training and its connection to job performance. One of the biggest challenges for Human Resource is to persuade line managers to develop and manage people. These line managers should be able to build string and personal relationship with the employees through effective communication. There is a need for the line mangers to understand the nature of the employee and his subordinates and should be able to deal with the problems of workers effectively. A thorough understanding of the needs of the subordinates were eventually let the managers know what the employee aims for and what are their goals and objectives Goodman, Rousseau Church (2004). They can then decide how to develop and implement strategies that were achieve the objectives of the company while letting the employees achieve their personal goals. Staff t hat is untrained were reluctant to do their jobs quickly and efficiently and were only provide the minimal of what is required of them from the organization. It is important to know how well trained staff were alter the levels of productivity and performance within a company, thus affecting the competitiveness of the business. A well Trained staff is not only able to increase productivity and performance but is also prepared to accept responsibility, willingly and happily. There is low labor turnover which reduces the business cost of hiring and training new labor. With a highly motivate staff, a business also benefits from low absenteeism rate and employees participate on making suggestions for improvements (Hui Lee, 2000). Herzberg identified five main factors that resulted in job satisfaction. These factors can easily be identified in an organization and can be used for evaluation. The five main factors include achievement, recognition for achievement, responsibility, nature of work itself and advancement. These are the factors which can easily be identified if they exist in an organization. Similarly Herzberg gave five main factors that resulted in job dissatisfaction. These are termed as companys administration and policy, salary, supervision working conditions and relationships. This factor can easily be searched for in an organization to determine the effects of training. Improving the work performance has always been and were continue to be the major concern of all businesses Jimmieson Terry (1999). It is the performance of work that creates satisfied managers and/or dissatisfied managers. The work performance has always been an important issue for the businesses as their success and failure depends upon the performance displays by their workforce. A manager when pays the employee, expects to return the worth of what is paid to him. In case of failure to do so, many workplace issues are created that managers then need to deal with. It is not always possible for managers to repay the accurately the input employee has put into work. This is because there exist no method to measure the input against the output which the employee receives or perceives. Failure to come up to the expectation results in detraining. Is also seen, as described by the expectancy theory that workers expect according to what they see around. Now it becomes difficult for manager s to know how they perceive their work output and it is compared to whose job (Klein, 1996). The performance at work is not only dependent upon the skills and abilities the worker possesses but there are many factors that exist which creates and leave an impact upon the performance of the employee. A well-Trained employee results in well performed job and an unsatisfied employee who is untrained towards his job naturally results in a poor job performance. But the question what motivates man to perform better has many answers. There are many training factors as discussed above that leaves an impact upon the training of the employees (Liden Graen, 1980). Training and development is always been an issue for the organizations and there HRD According to Mintzberg, Henry Westley Frances (1992) HRD as a profession is deeply concerned about issues of individual and organizational learning, change and success , and how, through its professional roles and activities, it Can benefit people and organizations as they pursue various goals and interests. According to Jick (1993) Training and development of employees is viewed as an important factor in Ensuring that employers Have a capable, skilled and knowledgeable workforce. As Miller, Johnson Grau (1994) reported that From the company perspective Training and development of the company Employees are essential for organizational operation and organizational advisement. To have positive results training must tie closely to appropriate effective training method and training delivery mechanism (Goodman, Rousseau Church, 2004). The first training decision that a company has to make is not necessarily concerned with whom to train. Instead, the company needs to start by considering whether to buy the new skills they require in the labor market by hiring properly skilled labor, or whether it is preferable to acquire the new skills by Training the companys present staff. If the company decides to invest in its current personnel, then it is faced with a multitude of highly interrelated questions: Who are to be trained (Glick, Huber, Miller, Doty Sutcliffe, 1990). The training of the trainer approach has become a promising method to train and develop the trainers and by that training the employee in the organization. When trainers themselves receive training it is usually aimed at familiarizing them with the specifics of a new or revised module or program. The approach appears to be use full in developing the different skills of the employee and improving their job performance and productivity as well. The question here is that what should be the intensity of the training the trainer and the types of training given to them such as on the job off the of the training and by that the training given to the employees what were the level satisfaction of the employees with the training program and improvement in the job performance. The trainer can use the shared experiences to create positive images of the new model and its potential effectiveness. But Despite heavy investment in the training program , organizations can frequently fail to evaluate t he success of their training program Therefore, it is important for organizations to incorporate into their training programs strategies to improve the transfer of training (Desveaux, 1994). As Bordia, Hobman, Jones, Elizabeth Callan (2004) reported after the training investment has been made, logically the focus turns to the effects of the training. Few attempts have been made in connection with organizing measurements to determine the level of training effectiveness involving trained individuals. The lack of reliable, valid measurements of Learning, reaction (satisfaction with training) and training impact at work may be one of the factors that have been hindering research progress in the training evaluation area (Lado, 1994). HRM is itself involved in the measurement of the employee efficiency but the process of HRM itself needs to be assessed and monitored in order to leave no room for loopholes. Measuring HR performance were include every aspect like HR departments, HR functions and HR operations. In HRM monitoring in order to check its effectiveness, every aspect pertaining to HRM were taken under consideration. However it is not very easy to assess and quantify the effectiveness of HRM as there are no strict parameters and metrics that are used as base for evaluation. In comparison to this, financial assessment is easy as there are metrics and parameters in terms of budget etc. So overall, HRM effectiveness is the hardest aspect of organizational assessment (Ahmad Schroeder, 2003). CHAPTER 3 RESEARCH METHOD 3.1 Method of Data collection Personal survey method was used to collect the data. The researcher was personally visit different organizations belonging to different sectors and though a questionnaire primary data was collected from H.R managers and employees . 3.2 Sample Size and Sampling Technique A sample size of 220 respondents was used for carrying out the research and the technique used for sampling is convenience based sampling. 3.3 Instrument of Data Collection In this research, Questionnaire was used as an instrument of data collection and the instrument is in the form of closed ended questionnaire was filled by the H.R managers and employee who receive training. The source of questionnaire was measured by using likert scale. 3.4 Statistical tool In this research ANOVA and Correlation was used for the analysis of the results. 3.4.1 Reliability test The instrument was pre-tested where 4 to 5 sample questionnaire were filled to the different respondents just to identify whether it was easy to understand. Through pretesting it was found that all respondents felt comfortable in responding and found the instrument interesting as well. Reliability analysis allows studying the properties of scales of measurement and the things that build them up. The Reliability Analysis procedure calculates a number of frequently used procedures of level reliability and also gives information about the associations between individual items mentioned in the scale. Reliability Statistics Cronbachs Alpha N of Items .692 18 3.4 Research Model used PRATICES OF TRAINING THE TRAINER TRAINING OUT COMES Improvement in job performance of the employee Level Of Satisfaction of the employees with the training program Training frequency Types of Training (Self Developed Model) CHAPTER 4 RESULTS 4.1 Findings and Interpretation of the Results For finding the results the research used correlation and Post Hoc tests. Rejection region: P-value H1: There is no relationship between training duration to trainer on the job performance of the employees. H2: There is no relationship between training duration to trainer on employee level of satisfaction with the training program. Table 4.1 Correlations Length Of Training Employee Satisfaction Job Performance Length Of Training Pearson Correlation 1 -.103 .039 Sig. (2-tailed) .666 .870 N 20 20 20 EmployeeSatisfaction Pearson Correlation -.103 1 .776** Sig. (2-tailed) .666 .000 N 20 20 20 JobPerformance Pearson Correlation .039 .776** 1 Sig. (2-tailed) .870 .000 N 20 20 20 **. Correlation is significant at the 0.01 level (2-tailed). The coefficient of correlation can vary from positive one (indicating a perfect positive relationship), through zero (indicating the absence of a relationship), to negative one (indicating a perfect negative relationship). As a rule of thumb, correlation coefficients between .00 and .30 are considered weak, those between .30 and .70 are moderate and coefficients between .70 and 1.00 are considered high. However, this rule should be always qualified by the circumstances.   From table 4.1 the coefficient of correlation between Length of Training and Employee Satisfaction is -0.103 which shows the perfect negative relation between Training duration and Employee Satisfaction. The coefficient of correlation between Length of Training and Job Performance is 0.039 which shows the weak relation between Training duration and Job Performance and it concludes that training duration does not made positive impact on Employee Satisfaction and Job Performance. The significant value of Pearson correlation between Length of Training and Employee Satisfaction is greater than 0.05 i.e. 0.666, and the significant value of Pearson correlation between Length of Training and Job Performance is also greater than 0.05 i.e. 0.870, so P-value >0.05 Accept Ho. Hence H1 and H2 are Accepted, there is no relationship between training duration to trainer on the job performance of the employees and on employee level of satisfaction with the training program. It is concluded that trai ning hours does not made an impact, the quality of training made the change. H3: There is no significant difference between types of training given to the trainer with the job performance of the employee. H4: There is no significant difference between the types of training given to trainer with the level of satisfaction of the employee with the training program. Table 4.2 ANOVA Sum of Squares df Mean Square F Sig. JobPerformance Between Groups .000 2 .000 .001 .999 Within Groups 1.482 16 .093 Total 1.482 18 EmployeeSatisfaction Between Groups .007 2 .003 .020 .980 Within Groups 2.734 16 .171 Total 2.741 18 Research tests the impact of training given to trainer on job performance and level of satisfaction of the employee. The Anova Table 4.2 shows that the significant level are greater than 0.05. The significant value of training Between Groups within Groups given to the trainer with the job performance of the employee is 0.999 and the significant value of training Between Groups within Groups given to trainer with the level of satisfaction of the employee with the training program is also 0.980 i.e. P-values >0.05 which means that our both hypothesis are true. Hence H3 and H4 accepted and it is confirmed that there is no significant difference between types of training given to the trainer with the job performance of the employee and with the level of satisfaction of the employee with the training program. Table 4.3 Multiple Comparisons Bonferroni Dependent Variable (I) Type Of Training (J) Type Of Training Mean Difference (I-J) Std. Error Sig. 95% Confidence Interval Lower Bound Upper Bound JobPerformance Not applicable Custamised .00000 .16975 1.000 -.4537 .4537 Both -.00800 .19248 1.000 -.5225 .5065 Custamised Not applicable .00000 .16975 1.000 -.4537 .4537 Both -.00800 .16975 1.000 -.4617 .4457 Both Not applicable .00800 .19248 1.000 -.5065 .5225 Custamised .00800 .16975 1.000 -.4457 .4617 EmployeeSatisfaction Not applicable Custamised -.03222 .23059 1.000 -.6486 .5841 Both -.05200 .26146 1.000 -.7509 .6469 Custamised Not applicable .03222 .23059 1.000 -.5841 .6486 Both -.01978 .23059 1.000 -.6361 .5966 Both Not applicable .05200 .26146 1.000 -.6469 .7509 Custamised .01978 .23059 1.000 -.5966 .6361 In Table 4.5, the low standard error shows the accuracy and fitness of variables in the model. The mean difference between type of training I and type of training J in both cases Job performance and Employee satisfaction are very low, it satisfies that the means of type of training I and type of training J in both cases are equal or all means are near to equal. The right most column shows the confidence interval, the maximum value of upper bound at 95% CI is 0.7509 and all the significant values are greater than 0.7509 i.e. 1.000. It concludes that the statements; there is no significant difference between types of training given to the trainer with the job performance of the employee and with the level of satisfaction of the employee with the training program, satisfies. Hence H3 and H4 Accepted. 4.2 Hypotheses Assessment Summary S.NO. HYPOTHESES SIG. RESULT H1 There is no relationship between training duration to trainer on the job performance of the employees. 0.870 ACCEPTED H2 There is no relationship between training duration to trainer on employee level of satisfaction with the training program. 0.666 ACCEPTED H3 There is no significant difference between types of training given to the trainer with the job performance of the employee. 0.999 ACCEPTED H4 There is no significant difference between the types of training given to trainer with the level of satisfaction of the employee with the training program. 0.980 ACCEPTED CHAPTER 5: DISCUSSION, RECOMMENDATIONS AND IMPLICATION, FUTURE RESEARCH AND CONCLUSION 5.1 Discussion Training is very important for any organization. It helps in developing new workforce and motivates employees. The biggest challenge for Human Resource is to persuade line managers to develop and manage people. These line managers should be able to build string and personal relationship with the employees through effective communication. There is a need for the line mangers to understand the nature of the employee and his subordinates and should be able to deal with the problems of workers effectively. The performance at work is not only dependent upon the skills and abilities the worker possesses but there are many factors that exist which creates and leave an impact upon the performance of the employee. A well-Trained employee results in well performed job and an unsatisfied employee who is untrained towards his job naturally results in a poor job performance. But the question what motivates man to perform better has many answers. The first training decision that a company has to m ake is not necessarily concerned with whom to train. Instead, the company needs to start by considering whether to buy the new skills they require in the labor market by hiring properly skilled labor, or whether it is preferable to acquire the new skills by Training the companys present staff. The training of the trainer approach has become a promising method to train and develop the trainers and by that training the employee in the organization. When trainers themselves receive training it is usually aimed at familiarizing them with the specifics of a new or revised module or program. The approach appears to be use full in developing the different skills of the employee and improving their job performance and productivity as well. The question here is that what should be the intensity of the training the trainer and the types of training. What were the level satisfaction of the employees with the training program and improvement in the job performance? The trainer can use the share d experiences to create positive images of the new model and its potential effectiveness. 5.2 Recommendations and implications: Training is a very important tool for any organization. The company while letting the employees achieves their personal goals. Staff that is untrained was reluctant to do their jobs quickly and efficiently and were only providing the minimal of what is required of them from the organization. It is important to know how well trained staff was altering the levels of productivity and performance within a company, thus affecting the competitiveness of the business. A well trained staff is not only able to increase productivity and performance but is also prepared to accept responsibility, willingly and happily. Companies should provide adequate trainings to their trainers and maintain a high level of standards to improve their training skills from which their end customer the employee can benefit from it 5.3 Future Research: Future research can be done on the trainers motivations that how trainer feels motivated after given the training to the employee. As the trainer is motivated then it will be more beneficial for the organization because it gives his best to the employee and in the long run employees become more efficient in their work. 5.4 Conclusion The main purpose of this study was to highlight effects of training the trainer on training outcomes. Training duration to training to the trainer has a no effect on the job performance of the employee and the level of satisfaction of the employees with the training program. It was also seen that there is no relation between the type of training given to the trainer with the level of satisfaction of employee with the training program and job performance. It was observed that there was a bias in the respondents responses. Responses of majority employee of non trained trainer were same as the employee with trained ones. This can be the result of less secure job and unemployment status in Pakistan. In an economy which is going though an economic turmoil as majority of organization looking to cut down cost training is the first thing they abundant. This can be one reason why there is no co-relation between trainings the trainer and performances of the employees.