The History of Japanese Ninjas

The ninja of movies and comic books—a stealthy assassin in black robes with magical abilities in the arts of concealment and murder—is very compelling, to be sure. But the historical reality of the ninja is somewhat different. In feudal Japan, ninjas were a lower class of warriors often recruited by samurai and governments to act as spies. Origins of the Ninja It is difficult to pin down the emergence of the first ninja, more properly called shinobi—after all, people around the world have always used spies and assassins. Japanese folklore states that the ninja descended from a demon that was half man and half crow. However, it seems more likely that the ninja slowly evolved as an opposing force to their upper-class contemporaries, the samurai, in early feudal Japan. Most sources indicate that the skills that became ninjutsu, the ninjas art of stealth, began to develop between 600 to 900. Prince Shotoku, who lived from 574 to 622, is said to have employed Otomono Sahito as a shinobi spy. By the year 907, the Tang Dynasty in China had fallen, plunging the country into 50 years of chaos and forcing Tang generals to escape over the sea to Japan where they brought new battle tactics and philosophies of war. Chinese monks also began to arrive in Japan in the 1020s, bringing new medicines and fighting philosophies of their own, with many of the ideas originating in India  and making their way across Tibet and China before turning up in Japan. The monks taught their methods to Japans warrior-monks, or yamabushi, as well as to members of the first ninja clans. The First Known Ninja School For a century or more, the blend of Chinese and native tactics that would become ninjutsu developed as a counter-culture, without rules. It was first formalized by Daisuke Togakure and Kain Doshi around the 12th century. Daisuke had been a samurai, but he was on the losing side in a regional battle and forced to forfeit his lands and his samurai title. Ordinarily, a samurai might commit seppuku under these circumstances, but Daisuke did not. Instead, in 1162, Daisuke wandered the mountains of southwest Honshu where he met Kain Doshi, a Chinese warrior-monk. Daisuke renounced his bushido code, and together the two developed a new theory of guerrilla warfare called ninjutsu. Daisukes descendants created the first ninja ryu, or school, the Togakureryu. Who Were the Ninja? Some of the ninja leaders, or jonin, were disgraced samurai like Daisuke Togakure that had lost in battle or had been renounced by their daimyo but fled rather than committing ritual suicide. However, most ordinary ninjas were not from the nobility. Instead, low-ranking ninjas were villagers and farmers who learned to fight by any means necessary for their own self-preservation, including the use of stealth and poison to carry out assassinations. As a result, the most famous ninja strongholds were the Iga and Koga Provinces, mostly known for their rural farmlands and quiet villages. Women also served in ninja combat. Female ninja, or kunoichi, infiltrated enemy castles in the guise of dancers, concubines, or servants who were highly successful spies and sometimes even acted as assassins as well. Samurai Use of the Ninja The samurai lords could not always prevail in open warfare, but they were constrained by bushido, so they often hired ninjas to do their dirty work. Secrets could be spied out, opponents assassinated, or misinformation planted, all without sullying a samurais honor. This system also transferred wealth to the lower classes, as the ninja were paid handsomely for their work. Of course, a samurais enemies could also hire ninja, and as a result, the samurai needed, despised, and feared the ninja—in equal measure. The ninja high man, or jonin, gave orders to the chunin  (middle man), who passed them on to the genin, or the ordinary ninja. This hierarchy was also, unfortunately, based on the class the ninja had come from before training, but it wasnt uncommon for a skilled ninja to ascend the ranks well beyond his or her social class. The Rise and Fall of the Ninja The ninja came into their own during the tumultuous era between 1336 and 1600. In an atmosphere of constant war, ninja skills were essential for all sides, and they played a key role in the Nanbukucho Wars (1336–1392), the Onin War (1460s), and the  Sengoku Jidai, or Warring States Period—where they aided samurai in their internal power struggles. The ninja were an important tool during the Sengoku Period (1467-1568), but also a destabilizing influence. When warlord Oda Nobunaga emerged as the strongest daimyo and began to reunite Japan in 1551–1582, he saw the ninja strongholds at Iga and Koga as a threat, but despite quickly defeating and co-opting the Koga ninja forces, Nobunaga had more trouble with Iga.​ In what would later be called the Iga Revolt or Iga No Run, Nobunaga attacked the ninja of Iga with an overwhelming force of more than 40,000 men. Nobunagas lightning-quick attack on Iga forced the ninja to fight open battles, and as a result, they were defeated and scattered to nearby provinces and the mountains of Kii. While their base was destroyed, the ninja did not vanish entirely. Some went into the service of Tokugawa Ieyasu, who became shogun in 1603, but the much-reduced ninja continued to serve on both sides in various struggles. In one famous incident from 1600, a ninja snuck through a group of Tokugawas defenders at Hataya castle and planted the flag of the besieging army high on the front gate. The Edo Period under the Tokugawa Shogunate  from 1603–1868 brought stability and peace to Japan, bringing the ninja story to a close. Ninja skills and legends survived, though, and were embellished to enliven the movies, games, and comic books of today.

Public Health Issue Smoking - 2002 Words

Public Health Issue: Smoking This essay is aimed to explore, analyse and discuss smoking in adults. Smoking is a public health issue as such is one of the major contributors to high mortality and ill-health in the adults which is preventable (Health and Excellence Care (NICE) (2012). The United Kingdom (UK) is known to have the highest number of people with a history of smoking among people with low socio-economic status (Scriven and Garman, 2006; Goddard and Green, 2005). Smoking is considered a serious epidemic in the UK and the National institute for Health and Excellence Care (NICE, 2012) stated that 28% of adults with low economic status are tobacco smokers compared with 13% of those with economic status or having professional†¦show more content†¦Action on Smoking and Health (ASH, 2007; Richardson (2001) argued that manual groups are likely to smoke heavier than the managerial groups and stated likely reason for this such as food insecurity, substitute for food, social environment, segregation a nd pressure, lack of good health and lack of confidence. In addition to this, epidemiology statistics reported by Health and Social Care Information Centre (HSCIC, 2013 and Wanless, 2004) stated that smoking is more prevalent among the lower socio-economic groups and known to be key part of the disparities in life expectation between manual and non-manual groups. Therefore it is important something is done to eradicate inequality in the health of the general population. Smoking was highly prevalent among the men and women in the manual group in Britain in 1946 with 82% which dropped to 55% in the 1970’s and has continued to fall rapidly in the middle 1990’s (ASH, 2007). Furthermore Health and Social Care Information Centre (2013) reported that there has been a drop in the manual groups from 33% in 1998 to 26% in 2010 but this group still smoke more than the social class, in 1998 for instance, non manual group smoked 22% compared to only 15% in 2010 which demonstrates a fall in the non-manual groups and shows there is a fall in their smoking but there is an urgent need to help, promote and support theShow MoreRelatedShould Tobacco Smoking Be A Public Health Issue?2572 Words   |  11 Pagesdiscuss about one public health issue that has reached the Australian government policy agenda, I would also be talking about the policy reactions to this issue by the federal government. Here I am going to write about tobacco smoking as a public hea lth issue that has caused the federal government to get involved on the issue of smoking and policies that has put into place to minimize/curb its hazards. 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Information About Videocon Co. Free Essays

The Videocon group has an annual turnover of 4 billion USD, making it the largest consumer electronic and home appliance companies in India. Since 1998, it has expanded its operations globally, especially in the Middle East. [1] Today the group operates through six key sectors: The Brand Trust Report, 2011 has ranked Videcon as the 42nd most trusted brand in India among the top 300 brands. We will write a custom essay sample on Information About Videocon Co. or any similar topic only for you Order Now [edit]Consumer electronics In India the group sells consumer products like Colour Televisions, Washing Machines, Air Conditioners, Refrigerators, Microwave ovens and many other home appliances, selling them through a Multi-Brand strategy with the largest sales and service network in India. [3] In India after LG entering into market Videocon was not able to stand in market with such a tough Competitor and it has seen a down fall in profits and faced a huge loss. [edit]Mobile Phones In November 2009 Videocon launched its new line of Mobile Phones[4]. Videocon has ever since launched a no. f Innovative handsets ranging from Basic Colour FM phones to High End Android Devices. And in February 2011, Videocon Mobile Phones launched the revolutionary concept of ZERO paise per second with pre-bundled simcards of Videocon mobile services along with 7 of its Handset Models. [edit]Colour picture tube glass Videocon is one of the largest CPT Glass manufacturers in the world, operating in Mexico, Italy, Poland and China.. [ edit]Oil and Gas An important asset for the group is its Ravva oil field with one of the lowest operating costs in the world producing 50,000 barrels of oil per day. 5] [edit]DTH Main article: Videocon d2h In 2009, Videocon launched its DTH product, called ‘d2h’. As a pioneering offer in the Indian DTH market, Videocon offered LCD TVs with built-in DTH satellite receiver with sizes 19†³ to 42†³. This concept in the DTH service is relatively new in the presence of other players like ZEE tv’s Dishtv, Tata Sky, Air tel Digital Tv and Reliance’s BIG TV providing only the set top box. [edit]Telecommunication Videocon Telecommunications Limited has license for mobile service operations across India. It launched its services on 7 April 2010 in Mumbai. How to cite Information About Videocon Co., Papers

Capable of Reducing Average Costs †Free Samples to Students

Question: Discuss about the Capable of Reducing Average Costs. Answer: Introduction: CSR and Boral were able to operate as distinct companies before the fall in demand because there was a high demand hence each was able to make sales before the diseconomies of scale set in due to the falling productivity. Economies of scale (EoS) describes cost-advantages which emerges following the enlarged product output. The EoS emerges since the reciprocal association between produced output and the per unit fixed cost (FC); i.e. the greater the product quantity produced, the lower per unit FC since such a cost remain spread out across the bigger product numbers. The EoS could further reduce variables costs a unit because of synergies and efficiencies of operations. The economies of scale is categorized in to two main types, internal as well as external. Internal EoS emerges from within the firm whereas the external EoS arise from extraneous variables like size of the industry. A merger is feasible in this case between CSR and Boral joining together to establish an oligopoly. The novel oligopoly organization shall have a bigger share of market that assist them gain economies of scale and hence become more profitable even in the face of the declining demand. The merger shall further decrease competition and might culminate in higher prices for the consumers of brick products because they are the only firms in the market. The merger has the benefit of the EoS. This occurs where a bigger company with larger output is capable of reducing average-costs (AC). The lower AC can reduce the consumers price. The EoS will be technical, bulky buying, financial and organizational. Technical economies is achieved when the entity has substantial FC hence novel superior organization would have reduced AC (David Myers CEcD 2015). Bulk buying will result where the huger firm will receive discount when it buys bulky quantities of the raw-materials. Financial EoS will result where better rate of interest will be available for the large company. Organizational economies of scale will arise the merger will have one efficient head office rather than two offices. The firm will increase in size due to the merger and hence gain from the many of such factors. The merger will be more efficient, realize profit which enable more RD and struggling firm will benefit from the new management (Polkinghorn 2016). In case the new joint proceeds, the new market will turn into monopoly. This will lead to a rise in price with a reduction in quantity and a subsequent increase in profitability. Since these are only two markets, when they merger they will be similar to monopoly because the only distinguishing feature shall have vanished. The merged firm shall be seeking the maximization of profit by having its output set at a point at which MR equals MC at output QM; price Pm. Price will be increased while the output reduced. The red region denotes supernormal profit (AR-AC)*Q. Cost played a major role in explaining the huge decline in independent booksellers. This is because there was high cost in marketing the products of independent booksellers than the online booksellers. The independent bookstores are inefficient economically because utilities, rent, and a brigade if workers who read books are never affordable hence the solely means for bookstores to remain inundated is selling products at an enormous markup. The cyclone would increase the price and reduce the quantity of bananas in near short run as the price highly elastic. The supply of banana will fall but the demand will be unchanged thereby shifting the supply curve leftwards leading to a rise in the equilibrium price. The demand will remain unchanged but there could be a slight decline in demand in the long run due to rise in prices but in short run, demand will be unchanged. A sharp fall in supply implies less quantity supplied than quantity demanded hence an increase in price as shown: The supply curve shifts from S1 to S2 leftwards leading to a reduction of quantity suppled from Q1 to Q2 and the price increases from P1 to P2 as shown above. It is not strictly true in economic terms that bananas were called luxuries since both demand and supply curve would shift in opposite direction when the quantity decrease which was not the cases here in the short run as the demand remained unchained. No large increase in price would be realized in this case as people could have easily chose to avoid banana. References David Myers CEcD, M.A., 2015. economies of scale. Economic Development Journal, 14(3), p.11. Polkinghorn, A., 2016. Economies of scale. Br J Gen Pract, 66(648), pp.351-351.

Alexander The Great Essays - Free Essays, Term Papers

Alexander The Great Essays - Free Essays, Term Papers Alexander The Great Alexander the Great and His Achievements Alexander the Great was the king of Macedon. Alexander of Macedon, or ancient Mecadonia, deserves to be called the Great. Alexander the Great was considered one of the greatest military geniuses of all times. He was an excellent king, general, and conqueror. During his thirteen-year rule he conquered almost all the then known world and gave a new direction to history. He had established an empire after he died. His new empire helped many people live their lives. He improved the way of life in his empire in many ways. Conquering other lands spread the Greek traditions and language. Alexander the Great was born in Pella, the ancient capital of Macedon (Martin 192). He was the son of Philip II and Olympias. Philip II was the king of Macedonia and Olympias was the princess of Epirus (Stewart 18). Alexander had many interests in military strategies (Stewart 20). Once when Alexander was about seven years old, a group of Persian diplomats came to Macedon to see Philip. Philip was with his army fighting neighboring tribes so the diplomats stayed and talked with Alexander. They didn't except Alexander to ask questions about the size of the Persian army and the length of the journey to Susa (an important city in Persia). This shows one of Alexander's early interests (Stewart 21). Philip decided to buy Alexander a racehorse when Alexander was ten or eleven years old. The horse was named Bucephalas. Bucephalas' behavior did not please Philip. Philip ordered the horse's owner to take the horse away but Alexander declared that he could tame the horse (Stewart 21). Everyone applauded when they saw Alexander ride the horse. The rest of the company broke into applause, writes Plutarch, while his father, we are told, wept for joy, and when Alexander had dismounted he kissed him and said, 'My boy, you must find a kingdom big enough for your ambitions. Macedon is too small for you' (Stewart 22). Alexander needed more than horsemanship and self-confidence to be a good king. He needed discipline. Philip worried that Olympias spoiled the boy too much. For Alexander to learn those things, Philip hires a stern and a tough tutor to teach Alexander. His name is Leonidas. He monitored Alexander's meals and exercises. Leonidas didn't trust Olympias. He suspected she tried to smuggle extra food in Alexander's marching gear. The man [Leonidas] himself used to come and look through my bedding boxes and clothes chests, Alexander wrote, to see my mother did not hide any luxuries (Stewart 22). Philip knew that Alexander needed more training. Philip sent for a teacher who was probably the wisest man in all of Greece. His name was Aristotle. Aristotle was born in a small township of Stagira in northern Greece (Barnes 3). Aristotle was a Greek philosopher and scientist. He is considered the most famous ancient thinkers (Barnes 3). When Aristotle was seventeen years old he moved to Athens, where he became a member of Plato's school. He stayed at Plato's academy for twenty years. Aristotle left the Academy when Plato died. Aristotle founded his own informal philosophical school in Athens. Aristotle lectured on nearly every branch of learning: biology, medicine, anatomy, psychology, meteorology, physics, chemistry, mathematics, music, metaphysics, rhetoric, political science, ethics, and literary criticism. Aristotle defined and classified various branches of knowledge. He sorted them into physics, psychology, rhetoric, poetry, and logic. He laid the foundation of the most of the sciences of today. He collected the first great library and established a museum (Martin 182). In 342 B.C. Philip invited Aristotle to teach his thirteen-year-old son Alexander. Aristotle's main love was philosophy. Alexander and Aristotle's discussion about philosophy laid the foundation for Alexander's ideas of what it meant to be a soldier and a king. Alexander learned from Aristotle the principles of zoology and botany. Alexander enjoyed literature most out of all the lessons Aristotle taught. Aristotle introduced the boy to the best poets and writers (Stewart 22-23). Alexander loved the work of Homer. The Illiad was Alexander's favorite. The tales of adventure, love, bravery, and loyalty excited Alexander. Aristotle gave Alexander a copy of the poem. Alexander carried the book everywhere and put it under his

Free Essays on Analizing Art

Art is something which can be analyzed to give deeper insight as to the common values and beliefs shared by the members of a certain society. Regardless of the place of origin or the time period of a form of art, it will always be a reflection of the social structure in which it's creator/s lived. However, the way the artist perceives the culture common to his time period is very relative. People pertaining to a higher social class had different values and ideologies than members of a lower class. This different view of life can be seen very clearly in individual forms of art such as painting and music. These specific forms of artistic expression required very little money, thus could be exercised by anyone including members of a lower class. Other forms of art such as architecture and sculpture required more money and in most cases wealthy patrons such as kings or queens. Architecture also required large numbers of workers which often made it hard to see any individual influence in the design, however showed the collective ideology of all of the people involved. The cost of labor and materials was also so great that very affluent members of society were needed to financially support the whole process. Sculpture was also an artistry that required great amounts of material and labor. This resulted in a more normative form of art which portrayed societal aspects in a way that was of interest to the financial backers. By studying both popular and normative art together it is possible to obtain a greater perspective on a specific culture. Outside influences from other countries can also affect the art and the artists of a certain society. As a country sees more and more immigrants from a certain area, the art will begin to reflect the ideologies these outsiders bring in with them. This same change can be seen more drastically in the case of an invasion. The architecture would change drastically, since it is normative art and the new rul... Free Essays on Analizing Art Free Essays on Analizing Art Art is something which can be analyzed to give deeper insight as to the common values and beliefs shared by the members of a certain society. Regardless of the place of origin or the time period of a form of art, it will always be a reflection of the social structure in which it's creator/s lived. However, the way the artist perceives the culture common to his time period is very relative. People pertaining to a higher social class had different values and ideologies than members of a lower class. This different view of life can be seen very clearly in individual forms of art such as painting and music. These specific forms of artistic expression required very little money, thus could be exercised by anyone including members of a lower class. Other forms of art such as architecture and sculpture required more money and in most cases wealthy patrons such as kings or queens. Architecture also required large numbers of workers which often made it hard to see any individual influence in the design, however showed the collective ideology of all of the people involved. The cost of labor and materials was also so great that very affluent members of society were needed to financially support the whole process. Sculpture was also an artistry that required great amounts of material and labor. This resulted in a more normative form of art which portrayed societal aspects in a way that was of interest to the financial backers. By studying both popular and normative art together it is possible to obtain a greater perspective on a specific culture. Outside influences from other countries can also affect the art and the artists of a certain society. As a country sees more and more immigrants from a certain area, the art will begin to reflect the ideologies these outsiders bring in with them. This same change can be seen more drastically in the case of an invasion. The architecture would change drastically, since it is normative art and the new rul...

Boing 737 Assignment Example | Topics and Well Written Essays - 250 words

Boing 737 - Assignment Example However, in the early 1990s many commercial aircraft manufacturers including Douglas Aircraft, McDonnell Aircraft, and Boeing switched to horizontal integration through mergers. The major drivers to this shift were technology that progressively became more specialized, costs of production using vertical integration became uncompetitive and the dire need for management efficiency. On the other hand, factors such as lower costs due to increased economies of scale and increased market power made Airbus maintain vertical integration. Horizontal industry structure seems to be a benefit since it helped resuscitate Boeing that had stagnated after many years of vertical integration structure. It helped it install a lean system and clean up the production of the 737. The evolution of the auto industry is similar to that of the commercial aircraft industry. Major players in the industry have adopted the â€Å"lean production system†. However, competitive forces are far from being static, and hence vehicle manufacturers can no longer rely on excellence in production only (Shih and Pierson

Do we think for ourselves or does society determine what we think (the Essay - 1

Do we think for ourselves or does society determine what we think (the social construction of reality) - Essay Example Society determines us; the life of an individual and how he/she thinks is determined and moulded by the society the individual lives in: this form the thesis of my paper. An analysis of different stereotypes and concepts will be carried out to help prove this statement. A critical society is one with individuals who value critical thinking as well as value those who are practicing it.   Its most distinguishing feature is that it stresses on thinking as central to the emancipation of mind, to the development and preservation of the species and to the establishment of just practices. Unfortunately, no critical society exists in the world.   The concept represents an ideal that is yet to be achieved and actualized.   However, there are some professions and culture on earth in which critical thought is the characteristic of everyday social and personal life. The world is occupied by superficiality, bias, prejudice, distortions, manipulation, lies, deception, short sightedness, hypocrisy, close-mindedness, righteousness, on and on, in each culture in every part across the world.   These problems in our thinking occasion untold negative implications such as fear, sadness, anxiety, hopelessness, suffering, pain, injustices of every thinkable kind. People have an incredible capacity for reasonability and rationality.   The history of our accomplishments, achievements and contributions, initiated and shaped by our society well documents this fact.   Nonetheless, for the better part, this capacity should be actively developed by the mind.   It is our second nature determined by our society. What is more natural to our mind, whatever comes first concerning human tendencies, and habitually takes priority, is an orientation emphasized on self-gratification, self-protection and self-interest.   This perspective is inborn, and most people would say it`s necessary for survival. To visualize that our societies are critical

History Essay Example | Topics and Well Written Essays - 250 words - 35

History - Essay Example It is for this notion alone that the memorial is more commonly known today as the Memorial to the Murdered Jews of Europe. The integration of the subterranean museum to the memorial is a good idea to give the whole structure a more relative association to the Holocaust. In a way this could serve as a cohesive rationalization that the visual abstract from the ideological meaning. This thought of commemoration is the entire reason behind all the controversies, praises and criticisms, behind Peter Eisenman’s work. The opinion of Prof. Norman Finkelstein is quite understandable from his perspective as and his viewpoint of the whole scenario as an industry. This is quite an entangled revisionist theory that sees all that happened under a very different life than all that is contained in most history books pertaining to World War II. Finkelstein opinion of a Holocaust Memorial in Washington DC is not without its merit. The whole endeavour seems futile as there is, in my view, no direct correlation that sufficiently necessitates it. This does, to a certain extent, instigates the exploitation of the Holo caust and the emotions it

Human Resource Development at Pizza Hut

Human Resource Development at Pizza Hut Human resource development ABSTRACT Human resource development is one of the most important factors affecting organisational productivity and profitability because well-trained and developed personnel will ensure long-term organisational success. Thus, effective development of human capital should help organisations to maintain a competitive advantage. However, fulfilling competitive success through manpower requires that organisations are willing to adapt traditional behaviours and group dynamics. The pressures of global economic development and competition, innovative technology, and the diversity of the workforce demand that organisations re-evaluate existing paradigms and approaches used to conduct training and development in building future leaders. The purpose of this study is to investigate the selection of training approaches, appropriateness of training delivery options, and appropriateness of training methods for the delivery of development programs within the pizza hut. This study was designed to provide the needed relevant information with regard to the particular dimensions of pizza hut personnel development programs either for training professionals who conduct training or managers and related persons who may attend training sessions. For this study, a survey-questionnaire will be utilised as the primary method to obtain the research data. The questionnaire will be consists of closed-ended questions to obtained valid and complete data. The sample will consist of 10 personnel at managerial positions in Pizza hut. The sample of managers will be chosen randomly, however, the research will attempt to get a wide range of individuals. The researcher has chosen deductive approach to carry out primary research in conjunction with secondary research from the literature review. With quantitative research, the deductive approach seems to be appropriate for the research survey and will allow the author to investigate effectiveness of training and development process to create future leaders. The findings of this research study would be able to assist managers of all level in Pizza hut, with practical ideas. The results of this study revealed that pizza hut is carrying out effective training programmes somehow to create future leaders. Although the results of this study presume effective training programmes and development process are not the only conclusive factor in creating managers, it can be assumed that managers cannot presently take full advantage of training programmes in Pizza hut However, it is more important to investigate from which training design source or item the personnel most likely perceive significant to their development. Moreover, other definitive requisites should always be performed simultaneously. Overview The research on a company for my dissertation is Pizza hut a well well-known global fast food Brand. The reason for the dissertation is to find the problems faced by managers towards their training and development. In this chapter the main reason of the research is clarified and justified. The aims and objectives of the study are discussed, and the chapter end up with a tiny sight into the history of pizza hut UK. Background of study Human resource development is one of the most important factors affecting organisational productivity and profitability because well-trained and developed personnel will ensure long-term organisational success. Organisations of all sizes have recognised the value of training (Banks, Bures, Champion 1987, p19). Thus, effective development of human capital should help organisations to maintain a competitive advantage ( Pfeffer 1995). However, fulfilling competitive success through manpower requires that organisations are willing to adapt traditional behaviours and group dynamics. The pressures of global economic development and competition, innovative technology, and the diversity of the workforce demand that organisations reassess existing paradigms and approaches used to conduct training and development (Brown 1998). Human Resource Management (HRM) may not understand the value associated with the training of personnel that includes operational issues such as the strategic plan, the roles and responsibilities, and the value attributed to each and every personnel. An organisations most valuable assets are their personnel. As such, they can improve an personnels self-value and supply their value to the organisation by providing knowledge, skills, and tools that will lead to a reduction in errors and thereby a reduction in costs. Costs associated with training are well worth the expenditures when the training leads to improved care and a reduction in errors. Problem of statement Underlying the problems faced by managers of pizza hut with the training and development process to enhance their career in the organisation and adverse events is a significant disconnect between comprehensive, integrated training and the expectations and fundamental skills needed by pizza hut managers. Lack of continuous integrated training leads to increased variation and increased outlays; therefore, quality is diminished and effectiveness lacks in the training and development of an employee within the organisation. Training is often split, superficial, and only emphasised as a reaction to internal or external stimuli such as a survey, adverse event, or litigation. Such training is generally not incremental or reinforced, nor does it provide a structure in which healthcare workers can contribute to an organisations performance improvement and value adding by taking the initiative and promoting positive change. Both healthcare managers and personnel need to understand the long term, integrated commitment required to initiate lasting changes in the face of established organisational culture, complacency, and general resistance to change. Facilities today are required to provide authorized orientation and training to new personnel. Once the new personnel orientation has taken place, the only other mandated training is for yearly orientation. The exceptions to this would be for skills competency and specialty training, which are generally focused on specific tasks and do not entail a comprehensive, intergraded approach that ensures sustained competency and improvement. This pizza hut standard of training does not capture the ongoing identified needs of the workforce and can lead to untoward events. These events do not necessarily lead to consistent training, or monitoring and evaluation of sustained improvement in management training and development. Monitoring of incidences may occur, but the linkages to organised process related training and implementation are not clearly defined and coordinate throughout the organisations. Purpose of Project When training proposal is supported by an appropriate development process and well integrated into the structure of an organisation, variation is reduced, cost is decreased, and consequently, the value is added to organisation. With the integration of comprehensive training comes a reduction in wasteful resource allocation as a result of reduced error, rework, and litigation. Comprehensive training and development are fundamental to improving processes and creating an environment in which personnel are motivated to improve their performance; they provide a foundation to build upon. Personnel, at all levels, also gain professional insight and strength through continued training and development. This project is geared in the direction of growth of understanding of how comprehensive training and development will ultimately lead to value adding. Since there is a need for training initiative and resource allocation, managers must embrace this concept in order for the training to be effective and engrained in organisations value creation. For those who sincerely wish to establish such positive change, awareness of the commitments in time, money, and human resources required for initiating and seeing through to completion lasting changes development will be stressed. This project shall depict the importance and benefits of organisational training and development in such a manner that organisation will desire to impart this knowledge to healthcare managers and personnel. Training personnel at all levels how to understand and drive the changes required to securely grafting effective value adding to their organisation. This is critical as the coalition of empowered personnel needed to develop, sell, guide, and drive the necessary changes, to be successful, must be recruited from throughout the workforce. They will need to reduce complacency and increase urgency. They will need to create a change coalition, develop a guiding vision, sell that vision to others, etc. If they have sufficient autonomy, they can often do so regardless of what is happening in the rest of the organisation (Kotter 1996, p 46). Furthermore, it would be beneficial if leadership extended this philosophy of training to include suppliers and vendors so that the culture is all encompassing and reaches out to all those who interact with the organisation. Comprehensive training programs provide a foundation for pizza hut workers to support ingenuity, motivation and teamwork. Research question and objectives In this dissertation process, I will emphasis on the effective training and development carried out by pizza hut. This will give me information, which I will use in respect to my topic and help me in bringing out the critical review and conclusion in accordance to my knowledge. Base on the aims above the following objectives are set: To understand the role of Training and development in the working environment of an organisation. To get positive outcome through my research by identifying needs and necessities using various methods as proposed in my methodology. Background of pizza hut Pizza hut is one the biggest food chain company in the world. This company has been running successfully for about 50 years and still mounting its name day by day. Pizza hut was established in USA and started its operation in a very small level. The first ever pizza hut was started in1958 in Wichita Kansas, USA by the collaboration of two brothers Frank and Dan. They opened a small restaurant and named it pizza hut. The growth was remarkable as 150 restaurants were opened in its first 10 years of operation in USA. In 1968 its first international restaurant was opened in Canada. Sooner it became the biggest pizza restaurant chain across the world in total number of restaurants and in sales. In1971 Pizza hut was climbing up in terms of sales and number of restaurants globally which allowed it to grab a position in the New York Stock Exchange. At present pizza hut is running over 7,000 outlets worldwide. In 1973 the first pizza hut was established in UK and proved to be a very good restaurant chain. Pizza hut is on the top when we compare all the fast food pizza outlets operating across the UK with more than 700 outlets. Pizza hut is owned by Yum Brands a US based company. Yum brands also owns AW All American Food, KFC, Long John Silvers Pizza Hut Taco Bell. If the handbook of Pizza Hut is viewed, the vision of Pizza Hut UK market is clearly mentioned to be the most loved and trusted brand in UK. Its passion is Great Pizza, Great people, and Great times. Millions of customers are served everyday with millions of Pizzas. According to management the company wants to have the most loved and trusted out lets. Pizza Hut wants to be the most trusted and favourite brand not only among its customers but among its employees as well. Structure of study This study is organised as follows. The introduction is Chapter One. Chapter Two examines the current theoretical and empirical literature on training and development, in an attempt to understand the contributions which have been made to date, and to define potential gaps which could be filled by this dissertation. In reviewing the relevant literature, not only is it important to clarify some of the terms which will be used in the study, it is also important to recognise that an understanding of these terms will evolve as the study progresses. In HRD, one of the most commonly recognised approaches to improving performance is training. Training includes instructional experiences which are designed to develop skills and knowledge, to achieve organisational objectives, to assist organisational change, and ultimately, to be applied in the workplace for the sake of organisational improvement (Bramley 1996). Chapter Three describes the research design and methodology employed in the study. To truly understand the impact of a training program on an individuals productivity, morale, behaviour, and understanding within his or her organisation, training must be evaluated long after the session is completed. Through questionnaires, informal conversations and interviews, a greater understanding of the challenges and opportunities faced by the trainees once they complete the training can be reached. Because of limited resources and/or a lack of commitment to examining the ongoing impact of training, this continuous measurement and follow up is not often practiced. The researchers role in this study was that of a participant observer. Participants were aware of the researchers presence and purpose for her involvement. Because the researcher was the instrument in the collection and analysis of the data, he maintained a closeness to the topic, and continually assessed and documented his values, assumptions, and conceptual framework. Detailed field notes and research notes were kept throughout the project, to keep track of emerging thoughts, patterns, and ideas, and to keep the conceptual framework of the project in focus. The researcher remained open to the evolving nature of the study, and understood that it was often necessary to collect additional types of data as the study progressed. In an attempt to produce the most credible, coherent, and potentially generalisable study, the data were collected by using a variety of methodological strategies, to cast a wide net to ensure that the highest quality data were collected. The use of multiple methods, often referred to as triangulation, includes such practices as interviewing, observing, and collecting relevant artefacts or documents, all of which were utilised in this study. Richness of the data, length of time spent in the setting, relationships developed, and the representation of the perspectives of the participants, all contribute to the coherence and comprehensiveness of a study (Erickson 1986). Qualitative data analysis is the process of constructing meaning out of the data and constructing an account. Analysis is the point at which the researcher interacts with the data to construct, reduce, interpret, understand and eventually communicate them and make a connection between assertions and data. Assertions come from data as a whole, keeping in mind the concept of bounded rationality, which says that we cannot collect everything, but we must do as much as possible to insure a coherent and comprehensive study (Simon 1946). To answer the research question for this dissertation, a thorough, constant analysis of the data was conducted, in an attempt to recognise observable themes and patterns, which arose with regard to training transfer. General assertions were made based on those themes and patterns, which emerged throughout the data as a whole. Once these connections were made within the data, the findings are represented to the reader. The training and development will continue to evolve responsibly through a better understanding of the context in which they take place, and the individuals involved. This focus will become clearer through quality research and inquiry, which seeks to understand the contextual elements of Human Resource Development practices within organisations. Chapter Four presents the research findings. Chapter Five focuses on the implications, limitations, significance, recommendations, and conclusions of the study, based on the findings. While the intentions of this project are to contribute empirical and theoretical knowledge to the field of Human Resource Development, it is important to consider the limitations inherent in its design. Openness of the participants, the length of time that must be spent to truly understand the perspectives of the participants, and the exploration of only one technique of one training organisation are limitations which must be taken into consideration in doing this study. It can be argued, however, that the very limitations of qualitative research are, in fact, its strengths. Overview In this chapter, researches related to the impact of training on organisational performance and success. The first part provides a definition of training and development. The second part discusses the training process. Training needs assessment is discussed in detail in the third part. Training evaluation is discussed in the fourth portion. Finally, background information regarding pizza hut utilised in this research is presented. Training and development Human Resource Development (HRD) can be universally recognised as a very effective approach to improve performance within training. Training consists of a variety of experiences that intend to enhance and develop skills and knowledge in order to accomplish organisational objectives, to improve and change organisational aspects within the work place (Bramley 1996; Broad Newstorm 1992). According to Manpower Services Commission (1981) training is a planned process to modify attitude, knowledge, skills, or behaviour through learning experience to achieve effective performance in an activity or range of activities. Its purpose in work situation is to develop the abilities of the individuals and to satisfy the current and future needs of the organisation. In the same way development is a type of progression in which persons may find it more effective when learning through experiences. It is a procedure that helps people make use of the skills and knowledge that their past teachings and training has given them, this helps not only in present jobs but also anything that may come up in the future. It personifies theories and ideas connected with psychological growth, greater immaturity and increased confidence. According to Ivancevich (2004), training and development are processes that provide (or at least try to) a personnel with information and skills they need in order to understand the organisation and its goals. They are designed to help a person continue to make positive contributions in the form of good performance. Training helps personnel do their current work better while development prepares them for the future. Training is an important process to every personnel. It is a systematic process in which an individual is aided to alter his behaviour in a direction that will achieve the organisations goals. Ivancevich (2004) describes the goals of training as training validity, transfer validity, intra-organisational validity, and inter-organisational validity. Training validity determines if the trainees learn skills or acquire knowledge or abilities during training while transfer validity determines if these learned skills or acquired knowledge or abilities result to improvement on job performance. Intra-organisational validity determines if the job performance of a new group of trainees in the same organisation that developed the program comparable to that of the original training groups job performance. Finally, intra-organisational validity determines if the validated training program in one organisation can be applied with successful results in another organisation. Noe (2003) defines training as planned effort by a company to facilitate personnel learning of job-related competencies including knowledge, skills, or behaviours that are critical for successful job performance. Training helps personnel master knowledge, skills, abilities and behaviours emphasised in training programs and to apply them in their day-to-day activities (Noe 2003). As argued by Noe (2003), training is a process which not only needs basic skills, which would be skills that are sufficient enough to perform ones job, but also needs skills at an advanced levels which enables a person to use high technological information and share it with other personnel. This would be perfect in order to gain competitive advantage. A good understanding of the customer and the system is also a key aspect within training. Al of these put together collectively defines intellectual capital. A training initiative which requires generating intellectual capital is a training which goes by the name of high -leverage training. According to Carnevale (1990), high-leverage training, which is linked to strategic business goals and objectives, uses an instructional design process to ensure the effectiveness of training programs, and compares or benchmarks the companys training programs against other companys training programs( Noe2003). According to Richard M. Hodgetts and Fred Luthans (1976), training is a procedure of changing behaviour and attitudes in a way that increases the success of reaching ones targets. According to both theorists culture, customs and work habits of the local people should also be taught in training process. And if all the above mentioned factors along with other factors are considered properly it would boost towards the success of any establishment. According to Hall (2004). Formal training programs are not seen to be enough in accordance to todays fast moving world. A few other things the author believes is that in order to uphold certain standards that are commercial and cost effective, the people should be execution experts. A lot of senior executives believe that budget will stay tight, even after a full economic recovery, and that headcount, time. IT support, and other resources will continue to be in short supply. The opportunity and demand for enterprise-wide initiatives to bring about wholesale change will only increase. If you are a leader of learning, your future and the future of your organisation depends on your ability to make significant initiatives happen despite the challenges of day-to-day work. To acquire this you need to become an execution expert. Todays best-in-class learning professionals operate differently than those who came before them. Their thoughts are focused on 3 areas: business strategy, resources, and execution. (Hall 2004, p65-6). Two different training methods are identified by the authors (Ferris et al, 2006), the first set of training is described as the routine training which is given to all level of working staff. The other set of training however, is a type of training in which political skills is the main and important component of training and development process and is aimed mainly for senior executives. As the work force moves up the chain of command to higher jobs at wider scales, technical capability is less important and political skill takes its place. When the centre for Creative Leadership studied why once-promising executives failed on the job, lack of social effectiveness emerged as a leading cause. The political skill which is mentioned quite a bit, is a type of skill that distinguishes successful and efficient managers from those managers who are inefficient. It is also an ability which merges together social intelligence which facilitates and adjusts to situations where differentiation and changes are of demand. In return this helps in developing and advancing the working conditions. Training and development at individual level To identify each persons own knowledge, skills and abilities in order to assess each individual and progress them at the pace According themselves. Psychology theorists e.g. Likert (1961), Mayo (1933) cited by Younglin (2001) entails that employee satisfaction and well being are related to performance, but in those theories they did not explicitly hypothesize about the appropriate level of analysis, for example individuals, groups or organizations. Assessments and one to one meetings allow employees to reflect on their own learning needs in relation to their work aims. It also provides well controlled learning experiences linked to professional and administrative needs, goals and job requirements. Individual levelled training and development is the base and the stepping stone of any needs assessment. All managers have different emphasis on specific needs collaborating with their job description, level of education and intelligence experience and personal choice. Focusing on employees individual needs appraisals makes it easier to compile personal development plans that suit each employee according to their own level of competency. Training and development at organisational level It is vital for organisations to focus on peoples capability to foresee, adapt and respond to sudden changes in the environment. Training and development will have to join together it with corporate goals. It must be accurate with what the business leaders are trying to achieve. In order for training to seem more appropriate, its programme will revolve around business related matters for the future. In practice, its achievements will shoulder on developing apparent training objectives from the tactical issues of the business. Effective managers are created in an environment where there is continuity in the learning manner. A high level of experience, expertise and mind power of the internal as well as external trainers is essential, along with their commitment and capability to maintain a healthy relationship committed to management maturity. The method of learning can often engage unlearning certain behaviours and attitudes. certainly, in relation to organisations (Hamel Prahalad 1994, cited in Cole, 2000, p268) found that creating a learning organisation is only half the solution. Just as important is creating an unlearning organisationto create the future, a company must unlearn at least some of its past. According to Cole (2000) training and development of workforce is a concern that is faced by more or less all the establishment. The quantity and excellence of training carried out varies a lot from organisation to organisation. Therefore most of the establishments are adapting systematic approach to the training and development of their employees. Organisations use systematic training cycle to perform a logical sequence of activities commencing within the organisations starting with the training policy, assessment of training needs, carrying out training and evaluations. Cole (2000, p.278) summarises that this training cycle is quite beneficial within an organisation. The systematic approach to training and development arises from the amount of internal and external stress for alteration in the organisation. Firstly in a systematic approach is to develop a policy statement to act as a channel to the organisations intentions regarding the weight and track to be given by to training and development. Secondly initialise a set of roles for those in charge for implementing the policy and thirdly to set up a appropriate structure of training posts and procedures, and to allocate adequate funds to the training establishment. As all the steps are followed with completeness then one can focus on the analysis of training needs, evaluation and review of training carried out. Training policy Establishments mostly deal with a wide range of policies dealing with human resources. Policies are set by the establishments to develop their employees and to monitor their performance by certain training and development programs and courses, conducted internally or externally. According to Cole (2000), training focuses on learning needs and are mainly associated to existing responsibilities and duties which are narrowly linked to short, medium and long term business plans and are seen as an key element of an establishment to prove to its consumers, training and development are the key to success of any organisational goals which indicates the overall plan of an organisation, execution of training and development programs provides a direct link to the organisational goals for those who are accountable for the best possible results. Most of the organisations have a extended tradition of raising their own managers and professionals and providing them with in-house courses according to organisational needs. Some of the organisations rely on external management trainings and courses. Training needs Needs assessment is the process of determining if training is necessary (Noe 2003) and identifying the organisations training needs (Ivancevich 2004) and answering the question of whether training addresses the organisations needs, objectives and problems (Arthur et al. 2003). According to Noe (2003), if the needs assessment phase, the first phase in the instructional design process, is poorly conducted, training will not meet the desired outcome or financial benefit for the company, regardless of the training method and the learning environment. According to Boydell (1985) there are three levels of training needs which are to be studied before putting the programs in to practice. This three-step process consists of organisational analysis, person analysis and task analysis. There are a few factors linked with organisational analysis, such as when given the company resources is the relevant training appropriate, where is training needed in the organisation, which goals can be accomplished through personnel training, and if to determine as to wether or not training can be used to improve a companys success ( Noe 2003, Arthur et al. 2003, Ivancevich 2004). When assessed at an organisational level we must see the general weaknesses the organisation has perceived in its priorities and what would be the prescribed remedy that would be required in alteration of the organisational culture. According to Noe (2003), there are three factors to be considered before choosing training as a solution, these three factors being, the companys strategic direction, managers and peers support for training activities and the training resources available.(Noe 2003) Training to some level should help a company achieve its business strategy. If one was to define a business strategy, it is said that this is an approach which refers to a plan that joins together the companys goal, policies and actions (Meister 2000). Noe (2003) also mentions that the strategic role of training influences the frequency and type of training, and how the training function is organised in the company. (p 42) it is more likely the regularity of training will be higher in companies where training is expected to be a factor in the achievement of the companys business strategies and goals as a post to those companies where in training is done randomly or unplanned. Also it is said that the higher the strategic role of planning, it is more likely that the company will organise the training purpose using a virtual training organisation or corporate university models. (Noe 2003) The managers and peers support for training activities is a critical factor in considering a training programme. To be successful, managers and peers should have a positive attitude in participating a training activity. Furthermore, managers and peers should be willing to provide trainees with infor Human Resource Development at Pizza Hut Human Resource Development at Pizza Hut Human resource development ABSTRACT Human resource development is one of the most important factors affecting organisational productivity and profitability because well-trained and developed personnel will ensure long-term organisational success. Thus, effective development of human capital should help organisations to maintain a competitive advantage. However, fulfilling competitive success through manpower requires that organisations are willing to adapt traditional behaviours and group dynamics. The pressures of global economic development and competition, innovative technology, and the diversity of the workforce demand that organisations re-evaluate existing paradigms and approaches used to conduct training and development in building future leaders. The purpose of this study is to investigate the selection of training approaches, appropriateness of training delivery options, and appropriateness of training methods for the delivery of development programs within the pizza hut. This study was designed to provide the needed relevant information with regard to the particular dimensions of pizza hut personnel development programs either for training professionals who conduct training or managers and related persons who may attend training sessions. For this study, a survey-questionnaire will be utilised as the primary method to obtain the research data. The questionnaire will be consists of closed-ended questions to obtained valid and complete data. The sample will consist of 10 personnel at managerial positions in Pizza hut. The sample of managers will be chosen randomly, however, the research will attempt to get a wide range of individuals. The researcher has chosen deductive approach to carry out primary research in conjunction with secondary research from the literature review. With quantitative research, the deductive approach seems to be appropriate for the research survey and will allow the author to investigate effectiveness of training and development process to create future leaders. The findings of this research study would be able to assist managers of all level in Pizza hut, with practical ideas. The results of this study revealed that pizza hut is carrying out effective training programmes somehow to create future leaders. Although the results of this study presume effective training programmes and development process are not the only conclusive factor in creating managers, it can be assumed that managers cannot presently take full advantage of training programmes in Pizza hut However, it is more important to investigate from which training design source or item the personnel most likely perceive significant to their development. Moreover, other definitive requisites should always be performed simultaneously. Overview The research on a company for my dissertation is Pizza hut a well well-known global fast food Brand. The reason for the dissertation is to find the problems faced by managers towards their training and development. In this chapter the main reason of the research is clarified and justified. The aims and objectives of the study are discussed, and the chapter end up with a tiny sight into the history of pizza hut UK. Background of study Human resource development is one of the most important factors affecting organisational productivity and profitability because well-trained and developed personnel will ensure long-term organisational success. Organisations of all sizes have recognised the value of training (Banks, Bures, Champion 1987, p19). Thus, effective development of human capital should help organisations to maintain a competitive advantage ( Pfeffer 1995). However, fulfilling competitive success through manpower requires that organisations are willing to adapt traditional behaviours and group dynamics. The pressures of global economic development and competition, innovative technology, and the diversity of the workforce demand that organisations reassess existing paradigms and approaches used to conduct training and development (Brown 1998). Human Resource Management (HRM) may not understand the value associated with the training of personnel that includes operational issues such as the strategic plan, the roles and responsibilities, and the value attributed to each and every personnel. An organisations most valuable assets are their personnel. As such, they can improve an personnels self-value and supply their value to the organisation by providing knowledge, skills, and tools that will lead to a reduction in errors and thereby a reduction in costs. Costs associated with training are well worth the expenditures when the training leads to improved care and a reduction in errors. Problem of statement Underlying the problems faced by managers of pizza hut with the training and development process to enhance their career in the organisation and adverse events is a significant disconnect between comprehensive, integrated training and the expectations and fundamental skills needed by pizza hut managers. Lack of continuous integrated training leads to increased variation and increased outlays; therefore, quality is diminished and effectiveness lacks in the training and development of an employee within the organisation. Training is often split, superficial, and only emphasised as a reaction to internal or external stimuli such as a survey, adverse event, or litigation. Such training is generally not incremental or reinforced, nor does it provide a structure in which healthcare workers can contribute to an organisations performance improvement and value adding by taking the initiative and promoting positive change. Both healthcare managers and personnel need to understand the long term, integrated commitment required to initiate lasting changes in the face of established organisational culture, complacency, and general resistance to change. Facilities today are required to provide authorized orientation and training to new personnel. Once the new personnel orientation has taken place, the only other mandated training is for yearly orientation. The exceptions to this would be for skills competency and specialty training, which are generally focused on specific tasks and do not entail a comprehensive, intergraded approach that ensures sustained competency and improvement. This pizza hut standard of training does not capture the ongoing identified needs of the workforce and can lead to untoward events. These events do not necessarily lead to consistent training, or monitoring and evaluation of sustained improvement in management training and development. Monitoring of incidences may occur, but the linkages to organised process related training and implementation are not clearly defined and coordinate throughout the organisations. Purpose of Project When training proposal is supported by an appropriate development process and well integrated into the structure of an organisation, variation is reduced, cost is decreased, and consequently, the value is added to organisation. With the integration of comprehensive training comes a reduction in wasteful resource allocation as a result of reduced error, rework, and litigation. Comprehensive training and development are fundamental to improving processes and creating an environment in which personnel are motivated to improve their performance; they provide a foundation to build upon. Personnel, at all levels, also gain professional insight and strength through continued training and development. This project is geared in the direction of growth of understanding of how comprehensive training and development will ultimately lead to value adding. Since there is a need for training initiative and resource allocation, managers must embrace this concept in order for the training to be effective and engrained in organisations value creation. For those who sincerely wish to establish such positive change, awareness of the commitments in time, money, and human resources required for initiating and seeing through to completion lasting changes development will be stressed. This project shall depict the importance and benefits of organisational training and development in such a manner that organisation will desire to impart this knowledge to healthcare managers and personnel. Training personnel at all levels how to understand and drive the changes required to securely grafting effective value adding to their organisation. This is critical as the coalition of empowered personnel needed to develop, sell, guide, and drive the necessary changes, to be successful, must be recruited from throughout the workforce. They will need to reduce complacency and increase urgency. They will need to create a change coalition, develop a guiding vision, sell that vision to others, etc. If they have sufficient autonomy, they can often do so regardless of what is happening in the rest of the organisation (Kotter 1996, p 46). Furthermore, it would be beneficial if leadership extended this philosophy of training to include suppliers and vendors so that the culture is all encompassing and reaches out to all those who interact with the organisation. Comprehensive training programs provide a foundation for pizza hut workers to support ingenuity, motivation and teamwork. Research question and objectives In this dissertation process, I will emphasis on the effective training and development carried out by pizza hut. This will give me information, which I will use in respect to my topic and help me in bringing out the critical review and conclusion in accordance to my knowledge. Base on the aims above the following objectives are set: To understand the role of Training and development in the working environment of an organisation. To get positive outcome through my research by identifying needs and necessities using various methods as proposed in my methodology. Background of pizza hut Pizza hut is one the biggest food chain company in the world. This company has been running successfully for about 50 years and still mounting its name day by day. Pizza hut was established in USA and started its operation in a very small level. The first ever pizza hut was started in1958 in Wichita Kansas, USA by the collaboration of two brothers Frank and Dan. They opened a small restaurant and named it pizza hut. The growth was remarkable as 150 restaurants were opened in its first 10 years of operation in USA. In 1968 its first international restaurant was opened in Canada. Sooner it became the biggest pizza restaurant chain across the world in total number of restaurants and in sales. In1971 Pizza hut was climbing up in terms of sales and number of restaurants globally which allowed it to grab a position in the New York Stock Exchange. At present pizza hut is running over 7,000 outlets worldwide. In 1973 the first pizza hut was established in UK and proved to be a very good restaurant chain. Pizza hut is on the top when we compare all the fast food pizza outlets operating across the UK with more than 700 outlets. Pizza hut is owned by Yum Brands a US based company. Yum brands also owns AW All American Food, KFC, Long John Silvers Pizza Hut Taco Bell. If the handbook of Pizza Hut is viewed, the vision of Pizza Hut UK market is clearly mentioned to be the most loved and trusted brand in UK. Its passion is Great Pizza, Great people, and Great times. Millions of customers are served everyday with millions of Pizzas. According to management the company wants to have the most loved and trusted out lets. Pizza Hut wants to be the most trusted and favourite brand not only among its customers but among its employees as well. Structure of study This study is organised as follows. The introduction is Chapter One. Chapter Two examines the current theoretical and empirical literature on training and development, in an attempt to understand the contributions which have been made to date, and to define potential gaps which could be filled by this dissertation. In reviewing the relevant literature, not only is it important to clarify some of the terms which will be used in the study, it is also important to recognise that an understanding of these terms will evolve as the study progresses. In HRD, one of the most commonly recognised approaches to improving performance is training. Training includes instructional experiences which are designed to develop skills and knowledge, to achieve organisational objectives, to assist organisational change, and ultimately, to be applied in the workplace for the sake of organisational improvement (Bramley 1996). Chapter Three describes the research design and methodology employed in the study. To truly understand the impact of a training program on an individuals productivity, morale, behaviour, and understanding within his or her organisation, training must be evaluated long after the session is completed. Through questionnaires, informal conversations and interviews, a greater understanding of the challenges and opportunities faced by the trainees once they complete the training can be reached. Because of limited resources and/or a lack of commitment to examining the ongoing impact of training, this continuous measurement and follow up is not often practiced. The researchers role in this study was that of a participant observer. Participants were aware of the researchers presence and purpose for her involvement. Because the researcher was the instrument in the collection and analysis of the data, he maintained a closeness to the topic, and continually assessed and documented his values, assumptions, and conceptual framework. Detailed field notes and research notes were kept throughout the project, to keep track of emerging thoughts, patterns, and ideas, and to keep the conceptual framework of the project in focus. The researcher remained open to the evolving nature of the study, and understood that it was often necessary to collect additional types of data as the study progressed. In an attempt to produce the most credible, coherent, and potentially generalisable study, the data were collected by using a variety of methodological strategies, to cast a wide net to ensure that the highest quality data were collected. The use of multiple methods, often referred to as triangulation, includes such practices as interviewing, observing, and collecting relevant artefacts or documents, all of which were utilised in this study. Richness of the data, length of time spent in the setting, relationships developed, and the representation of the perspectives of the participants, all contribute to the coherence and comprehensiveness of a study (Erickson 1986). Qualitative data analysis is the process of constructing meaning out of the data and constructing an account. Analysis is the point at which the researcher interacts with the data to construct, reduce, interpret, understand and eventually communicate them and make a connection between assertions and data. Assertions come from data as a whole, keeping in mind the concept of bounded rationality, which says that we cannot collect everything, but we must do as much as possible to insure a coherent and comprehensive study (Simon 1946). To answer the research question for this dissertation, a thorough, constant analysis of the data was conducted, in an attempt to recognise observable themes and patterns, which arose with regard to training transfer. General assertions were made based on those themes and patterns, which emerged throughout the data as a whole. Once these connections were made within the data, the findings are represented to the reader. The training and development will continue to evolve responsibly through a better understanding of the context in which they take place, and the individuals involved. This focus will become clearer through quality research and inquiry, which seeks to understand the contextual elements of Human Resource Development practices within organisations. Chapter Four presents the research findings. Chapter Five focuses on the implications, limitations, significance, recommendations, and conclusions of the study, based on the findings. While the intentions of this project are to contribute empirical and theoretical knowledge to the field of Human Resource Development, it is important to consider the limitations inherent in its design. Openness of the participants, the length of time that must be spent to truly understand the perspectives of the participants, and the exploration of only one technique of one training organisation are limitations which must be taken into consideration in doing this study. It can be argued, however, that the very limitations of qualitative research are, in fact, its strengths. Overview In this chapter, researches related to the impact of training on organisational performance and success. The first part provides a definition of training and development. The second part discusses the training process. Training needs assessment is discussed in detail in the third part. Training evaluation is discussed in the fourth portion. Finally, background information regarding pizza hut utilised in this research is presented. Training and development Human Resource Development (HRD) can be universally recognised as a very effective approach to improve performance within training. Training consists of a variety of experiences that intend to enhance and develop skills and knowledge in order to accomplish organisational objectives, to improve and change organisational aspects within the work place (Bramley 1996; Broad Newstorm 1992). According to Manpower Services Commission (1981) training is a planned process to modify attitude, knowledge, skills, or behaviour through learning experience to achieve effective performance in an activity or range of activities. Its purpose in work situation is to develop the abilities of the individuals and to satisfy the current and future needs of the organisation. In the same way development is a type of progression in which persons may find it more effective when learning through experiences. It is a procedure that helps people make use of the skills and knowledge that their past teachings and training has given them, this helps not only in present jobs but also anything that may come up in the future. It personifies theories and ideas connected with psychological growth, greater immaturity and increased confidence. According to Ivancevich (2004), training and development are processes that provide (or at least try to) a personnel with information and skills they need in order to understand the organisation and its goals. They are designed to help a person continue to make positive contributions in the form of good performance. Training helps personnel do their current work better while development prepares them for the future. Training is an important process to every personnel. It is a systematic process in which an individual is aided to alter his behaviour in a direction that will achieve the organisations goals. Ivancevich (2004) describes the goals of training as training validity, transfer validity, intra-organisational validity, and inter-organisational validity. Training validity determines if the trainees learn skills or acquire knowledge or abilities during training while transfer validity determines if these learned skills or acquired knowledge or abilities result to improvement on job performance. Intra-organisational validity determines if the job performance of a new group of trainees in the same organisation that developed the program comparable to that of the original training groups job performance. Finally, intra-organisational validity determines if the validated training program in one organisation can be applied with successful results in another organisation. Noe (2003) defines training as planned effort by a company to facilitate personnel learning of job-related competencies including knowledge, skills, or behaviours that are critical for successful job performance. Training helps personnel master knowledge, skills, abilities and behaviours emphasised in training programs and to apply them in their day-to-day activities (Noe 2003). As argued by Noe (2003), training is a process which not only needs basic skills, which would be skills that are sufficient enough to perform ones job, but also needs skills at an advanced levels which enables a person to use high technological information and share it with other personnel. This would be perfect in order to gain competitive advantage. A good understanding of the customer and the system is also a key aspect within training. Al of these put together collectively defines intellectual capital. A training initiative which requires generating intellectual capital is a training which goes by the name of high -leverage training. According to Carnevale (1990), high-leverage training, which is linked to strategic business goals and objectives, uses an instructional design process to ensure the effectiveness of training programs, and compares or benchmarks the companys training programs against other companys training programs( Noe2003). According to Richard M. Hodgetts and Fred Luthans (1976), training is a procedure of changing behaviour and attitudes in a way that increases the success of reaching ones targets. According to both theorists culture, customs and work habits of the local people should also be taught in training process. And if all the above mentioned factors along with other factors are considered properly it would boost towards the success of any establishment. According to Hall (2004). Formal training programs are not seen to be enough in accordance to todays fast moving world. A few other things the author believes is that in order to uphold certain standards that are commercial and cost effective, the people should be execution experts. A lot of senior executives believe that budget will stay tight, even after a full economic recovery, and that headcount, time. IT support, and other resources will continue to be in short supply. The opportunity and demand for enterprise-wide initiatives to bring about wholesale change will only increase. If you are a leader of learning, your future and the future of your organisation depends on your ability to make significant initiatives happen despite the challenges of day-to-day work. To acquire this you need to become an execution expert. Todays best-in-class learning professionals operate differently than those who came before them. Their thoughts are focused on 3 areas: business strategy, resources, and execution. (Hall 2004, p65-6). Two different training methods are identified by the authors (Ferris et al, 2006), the first set of training is described as the routine training which is given to all level of working staff. The other set of training however, is a type of training in which political skills is the main and important component of training and development process and is aimed mainly for senior executives. As the work force moves up the chain of command to higher jobs at wider scales, technical capability is less important and political skill takes its place. When the centre for Creative Leadership studied why once-promising executives failed on the job, lack of social effectiveness emerged as a leading cause. The political skill which is mentioned quite a bit, is a type of skill that distinguishes successful and efficient managers from those managers who are inefficient. It is also an ability which merges together social intelligence which facilitates and adjusts to situations where differentiation and changes are of demand. In return this helps in developing and advancing the working conditions. Training and development at individual level To identify each persons own knowledge, skills and abilities in order to assess each individual and progress them at the pace According themselves. Psychology theorists e.g. Likert (1961), Mayo (1933) cited by Younglin (2001) entails that employee satisfaction and well being are related to performance, but in those theories they did not explicitly hypothesize about the appropriate level of analysis, for example individuals, groups or organizations. Assessments and one to one meetings allow employees to reflect on their own learning needs in relation to their work aims. It also provides well controlled learning experiences linked to professional and administrative needs, goals and job requirements. Individual levelled training and development is the base and the stepping stone of any needs assessment. All managers have different emphasis on specific needs collaborating with their job description, level of education and intelligence experience and personal choice. Focusing on employees individual needs appraisals makes it easier to compile personal development plans that suit each employee according to their own level of competency. Training and development at organisational level It is vital for organisations to focus on peoples capability to foresee, adapt and respond to sudden changes in the environment. Training and development will have to join together it with corporate goals. It must be accurate with what the business leaders are trying to achieve. In order for training to seem more appropriate, its programme will revolve around business related matters for the future. In practice, its achievements will shoulder on developing apparent training objectives from the tactical issues of the business. Effective managers are created in an environment where there is continuity in the learning manner. A high level of experience, expertise and mind power of the internal as well as external trainers is essential, along with their commitment and capability to maintain a healthy relationship committed to management maturity. The method of learning can often engage unlearning certain behaviours and attitudes. certainly, in relation to organisations (Hamel Prahalad 1994, cited in Cole, 2000, p268) found that creating a learning organisation is only half the solution. Just as important is creating an unlearning organisationto create the future, a company must unlearn at least some of its past. According to Cole (2000) training and development of workforce is a concern that is faced by more or less all the establishment. The quantity and excellence of training carried out varies a lot from organisation to organisation. Therefore most of the establishments are adapting systematic approach to the training and development of their employees. Organisations use systematic training cycle to perform a logical sequence of activities commencing within the organisations starting with the training policy, assessment of training needs, carrying out training and evaluations. Cole (2000, p.278) summarises that this training cycle is quite beneficial within an organisation. The systematic approach to training and development arises from the amount of internal and external stress for alteration in the organisation. Firstly in a systematic approach is to develop a policy statement to act as a channel to the organisations intentions regarding the weight and track to be given by to training and development. Secondly initialise a set of roles for those in charge for implementing the policy and thirdly to set up a appropriate structure of training posts and procedures, and to allocate adequate funds to the training establishment. As all the steps are followed with completeness then one can focus on the analysis of training needs, evaluation and review of training carried out. Training policy Establishments mostly deal with a wide range of policies dealing with human resources. Policies are set by the establishments to develop their employees and to monitor their performance by certain training and development programs and courses, conducted internally or externally. According to Cole (2000), training focuses on learning needs and are mainly associated to existing responsibilities and duties which are narrowly linked to short, medium and long term business plans and are seen as an key element of an establishment to prove to its consumers, training and development are the key to success of any organisational goals which indicates the overall plan of an organisation, execution of training and development programs provides a direct link to the organisational goals for those who are accountable for the best possible results. Most of the organisations have a extended tradition of raising their own managers and professionals and providing them with in-house courses according to organisational needs. Some of the organisations rely on external management trainings and courses. Training needs Needs assessment is the process of determining if training is necessary (Noe 2003) and identifying the organisations training needs (Ivancevich 2004) and answering the question of whether training addresses the organisations needs, objectives and problems (Arthur et al. 2003). According to Noe (2003), if the needs assessment phase, the first phase in the instructional design process, is poorly conducted, training will not meet the desired outcome or financial benefit for the company, regardless of the training method and the learning environment. According to Boydell (1985) there are three levels of training needs which are to be studied before putting the programs in to practice. This three-step process consists of organisational analysis, person analysis and task analysis. There are a few factors linked with organisational analysis, such as when given the company resources is the relevant training appropriate, where is training needed in the organisation, which goals can be accomplished through personnel training, and if to determine as to wether or not training can be used to improve a companys success ( Noe 2003, Arthur et al. 2003, Ivancevich 2004). When assessed at an organisational level we must see the general weaknesses the organisation has perceived in its priorities and what would be the prescribed remedy that would be required in alteration of the organisational culture. According to Noe (2003), there are three factors to be considered before choosing training as a solution, these three factors being, the companys strategic direction, managers and peers support for training activities and the training resources available.(Noe 2003) Training to some level should help a company achieve its business strategy. If one was to define a business strategy, it is said that this is an approach which refers to a plan that joins together the companys goal, policies and actions (Meister 2000). Noe (2003) also mentions that the strategic role of training influences the frequency and type of training, and how the training function is organised in the company. (p 42) it is more likely the regularity of training will be higher in companies where training is expected to be a factor in the achievement of the companys business strategies and goals as a post to those companies where in training is done randomly or unplanned. Also it is said that the higher the strategic role of planning, it is more likely that the company will organise the training purpose using a virtual training organisation or corporate university models. (Noe 2003) The managers and peers support for training activities is a critical factor in considering a training programme. To be successful, managers and peers should have a positive attitude in participating a training activity. Furthermore, managers and peers should be willing to provide trainees with infor

Winter Essay -- Creative Writing Essays

I pressed my face up against the glass window, my moist breath causing it to fog up. I watched the boy's dark silhouette shift positions slightly, as he leaned back against the deteriorating stonewall, and buried his head in his hands. Tendrils of dark bronze hair assisted in the covering of his face, making it even more impossible to see what he might look like. He didn't know I was here, quietly watching him. Hell, he didn't even know I existed. I squinted, straining my vision, hoping I could maybe see his face in order to have a visual picture of him. But I couldn't. The nighttime environment only helped him remain anonymous. Yet, even without being able to clearly see him, I was slowly being overwhelmed by a very strange feeling - that I had to leave. Now. And as if he'd planned it, the boy's head snapped up, and his eyes immediately met mine. They were a shockingly bright turquoise, and in them was an unknown emotion so overpowering that I actually gasped and stumbled backwards. My heart was pounding so loudly that all other noise seemed to fade away. - "What is that, Winter?" Tyler inquired, pointing to the new diamond stud in the side of my nose. "A nose piercing," I replied irritably. I was in a dark mood, and even my best guy friend was bothering me at the moment. I just didn't want to talk to anyone. All I wanted to do was go back to that house - with that boy. His face had been burned in my mind, those aqua eyes haunting my thoughts. The corners of Ty's lips turned down, his eyes showing that he was upset. His angelic face didn't hide his emotions either, he was hurt. "I know. I just want to talk to you." "Sorry," I muttered halfheartedly. "I didn't mean to be so snappish. I'm in a bad m... ...'s your name?" he requested, a small laugh following the statement, and causing my heart to throb uncontrollably. "Because I can't keep calling you 'pretty', as true as it is." I felt lightheaded at his compliment, and reminded myself to breathe. "Winter," I said, my voice sounding stifled and forced. "Winter, eh? The name suits you quite well. Pale skin, gorgeous blue eyes†¦ the beauty and colors of the season." He winked at me, suddenly seeming a bit more human, not to mention all the more seductive. "Thank you," I said nervously. God, I must be so awkward to talk to right now. "I†¦ I almost feel like I have to come," I admitted quietly. "There's something that keeps drawing me back." A small smile formed on his lips, and there was a glint in his eyes that was bordering sinister. "Oh†¦ is there now? Finding the long way home, aren't you?" Winter Essay -- Creative Writing Essays I pressed my face up against the glass window, my moist breath causing it to fog up. I watched the boy's dark silhouette shift positions slightly, as he leaned back against the deteriorating stonewall, and buried his head in his hands. Tendrils of dark bronze hair assisted in the covering of his face, making it even more impossible to see what he might look like. He didn't know I was here, quietly watching him. Hell, he didn't even know I existed. I squinted, straining my vision, hoping I could maybe see his face in order to have a visual picture of him. But I couldn't. The nighttime environment only helped him remain anonymous. Yet, even without being able to clearly see him, I was slowly being overwhelmed by a very strange feeling - that I had to leave. Now. And as if he'd planned it, the boy's head snapped up, and his eyes immediately met mine. They were a shockingly bright turquoise, and in them was an unknown emotion so overpowering that I actually gasped and stumbled backwards. My heart was pounding so loudly that all other noise seemed to fade away. - "What is that, Winter?" Tyler inquired, pointing to the new diamond stud in the side of my nose. "A nose piercing," I replied irritably. I was in a dark mood, and even my best guy friend was bothering me at the moment. I just didn't want to talk to anyone. All I wanted to do was go back to that house - with that boy. His face had been burned in my mind, those aqua eyes haunting my thoughts. The corners of Ty's lips turned down, his eyes showing that he was upset. His angelic face didn't hide his emotions either, he was hurt. "I know. I just want to talk to you." "Sorry," I muttered halfheartedly. "I didn't mean to be so snappish. I'm in a bad m... ...'s your name?" he requested, a small laugh following the statement, and causing my heart to throb uncontrollably. "Because I can't keep calling you 'pretty', as true as it is." I felt lightheaded at his compliment, and reminded myself to breathe. "Winter," I said, my voice sounding stifled and forced. "Winter, eh? The name suits you quite well. Pale skin, gorgeous blue eyes†¦ the beauty and colors of the season." He winked at me, suddenly seeming a bit more human, not to mention all the more seductive. "Thank you," I said nervously. God, I must be so awkward to talk to right now. "I†¦ I almost feel like I have to come," I admitted quietly. "There's something that keeps drawing me back." A small smile formed on his lips, and there was a glint in his eyes that was bordering sinister. "Oh†¦ is there now? Finding the long way home, aren't you?"