Distinctive toys and games Essay Example for Free

Distinctive toys and games Essay The claim that childhood as we know it is essentially a creation of the 20th century. is led by Phillippe Aries, a French historian, he carried out detailed studies of the developing nature of childhood and family in France and England from pre-modern to modern times. He suggests that childhood, as we know it, meaning the idea of a child individuality, separate from adults is basically the creation of the 20th century. His argument was that in previous times children were effectively miniature adults, and were treated as such. Historical sociologists pointed out how in the past games and play were not separate childhood activities but things in which adults engaged in too, and that they took interest in dolls houses and dresses, and model soldiers. Childhood is actually something, which is exclusive to our own culture and times. Children were part of the adult world with the progress of industrialisation they have been pushed into a specific category and are thought of and considered different to adults. Factors of the problem originated in the middle classes including religious reasons, humanitarian reasons, the need to produce future workers who were numerate and literate, the need to get children off streets and give them a moral upbringing. However it was the working class who confronted moves to remove children from jobs and move them towards compulsory education. Many families were dependent on extra wages, which were brought in by children, to stave of poverty. However can we trust Aries evidence as it is all secondary data and paintings of people who were royalty or rich women not of ordinary people. Childhood in the 21st century is different from childhood in the 16th century or working class childhood in the 19th century. There used to be a large number of orphans, which meant that many children had to look after themselves.  Aries believes that childhood is not just a biological state associated with immaturity and adolescence, it is also a social experience, which differs from one historical period to another. Aries and Lawrence Stone suggest that in medieval society the idea of childhood and adolescence, as independent categories to adults did not exist. Children were considered little adults. They took part in the same work and play activities as adults. They didnt have distinctive toys and games, we now take for granted as childish things. Children were not considered as special as is today. People were indifferent to them even unfriendly. This was probably due to high infant mortality. One quarter or more infants did not survive their first year compared with less than one per cent of infants in the West today. Stone argues a similar view he suggests that pre-industrial families were a unit of production working on land or occupied in crafts together. Children were prepared to help parents from a very young age. Those who did not help with household production usually left to become servants or apprentices. After industrialisation there is some evidence that these attitudes towards children continued, especially in the working class where children were repeatedly found to be increasing family income by working in factories, mines and mills. The middle-class attitudes towards children started to change in this period, when there was a growth in parental and marital love in middle-class families and as infant mortality rate started to fall, although there was a growth in the authoritarian power of fathers.

UK Tour Operators Analysis

UK Tour Operators Analysis A tour operator combines tour and travel components to create a holiday, it designs travel routes for tourists and offer perfect arrangements of the airlines and hotels. In a word, a tour operator offers package holidays. A travel agent is a kind of retail business which is a buyer of tour operator, it sells travel-related products and services to customers on behalf of tour operators, airlines, hotels and other entities. Nowadays, tour operators and travel agencies are closely related to each other. Some tour operators own the distribution channel, they set up retail shops selling products and services directly to the final customers, or they establish close relationships with travel agencies under contracts. The development of the industry should be attributed to the development of transportation in the early age. With the invention of aircraft, the demand for travel increased rapidly. But in recent years, situations become more complex than ever before in such a changeable economi c climate, UKs tour operator industry are fluctuated in growth. This part of report focuses on the market and development during the year 2005-2008. The Association of British Travel Agents (ABTA) was formed in 1950 by 22 leading travel companies, now represents over 5,300 travel agencies and nearly 1000 tour operations. Its Members range from small, specialist tour operators and independent travel agencies through to publicly-listed companies and household names; from call centres to internet booking services to high street shops, occupy more than 90% of the British market. Thus statistics of ABTA can be used to conduct this report. According to the annual report of ABTA, during the year 2005-2006, bookings through ABTA members were 6% down on the prior year. The package holiday market continued to decline but specialist holidays, cruise tours and flight-only bookings all grew significantly. Company failure level rose substantially from 33 in the previous year to 47 this year. The industry structure changed a lot: independent agents turned to favour dynamic packaging with concentration on niche markets including long-haul, cruising, UK holidays and self-packaging. Big operators drove bookings online and through their own retail networks. 2006 is one of the most challenging years in the industrys history, with traditional business model under great pressure and uncertain future for many others. During the year 2006-2007, 32.8  million overseas visitors who came in 2007 spent  Ã‚ £16.0  billion in the UK, the volume remained stable but spending fell in cash terms for the first time since 2001. Financial statuses of ABTA members were quite positive: total net current assets of  £5.11 million (6% up) and total income of  £5.70 million (13% up). Company failure levels fell dramatically from 47 to 32 compared to the previous year. Several weaker players in the industry have been winnowed out of the market but the figures are still very enco uraging. The industry remained in good health. Consolidation and merger activity has been a key feature of the outbound tourism market in 2007. New business models had made that the differences between the tour operator and travel agency become increasingly blurred. 2008 is again a challenging time for the industry: at one time the fuel price had reached $150 a barrel which is the double of the price in 2007; sterling lost a large amount of its value against most currencies; what makes things worse is that the credit crunch caused the worlds economic downturn, consumers changed their spending patterns, companies struggled to survive. In spite of these factors, UK outbound visits remained increase by 1.5 million from 69.2 million last year to 70.7 million this year. The number of company failures fell from 32 to 30 compared to the previous year. But unfortunately, because of the high cost of fuel, the UKs third largest travel group-XL Leisure Group collapsed on 12 September 2008 leav ing 85000 passengers still on their holidays. This failure resulted in one of the most extensive repatriations in the UK travel industrys history with 85,000 passengers being flown home in a joint action by TUI, Thomas Cook and Virgin orchestrated by the CAA. Another important issue happened in 2008 is the merger of ABTA and the Federation of Tour Operators (FTO) which represents the continuing integration of travel agency and tour operator within the industry. The industry will benefit greatly from the combined different strengths that both organisations offer. The FTOs experience and expertise in operational issues fit ideally with ABTAs traditional functions. PEST analysis of the remote environment (P)olitical/Legal 3.1.1 Political instability and Terrorism Political instability is described as a condition of a country where a government has been toppled, or is controlled by factions following a coup, or where basic functional pre-requisites for social-order control and maintenance are unstable and periodically disrupted (Cook 1990). It is clear that the political instability in a certain country is negatively influencing travelers decision making with prospective travelers seeking substitute travel plans. It will reduce the demand for travel significantly as tourists concern about the safety first and nobody wants to travel in a dangerous environment that strikes, wars and terrorists attacks happen. Among all the factors influencing political instability, terrorism is the most significant one that affecting tourism in UK in recent years. After the heart-broken event of terrorist attack on 11th September 2001, the concern about safety in travelling is increasing rapidly. A series of coordinated suicide bomb attacks on Londons public tra nsport system during the morning rush hour happened on 7th July 2005. The discovery of two car bombs set to detonate in Londons bustling theater and nightclub district Friday, June 29th, 2007 has encouraged residents to remain alert. Following that case, a jeep rammed into a Scottish airport in Glasgow on June 30th, forced Britain to raise the threat level to Critical -the highest alert status. All of the events listed above had negative influences on tourism in UK and businesses of UKs tour operators. Report said that 15% of the advanced bookings were cancelled during the summer peak travel time in 2007. Government and Tourism Government always participates in tourism activities through several kinds of ways: government makes policies for the development of tourism industry; government makes policies that will have impacts on tourism industry. In this part, the report will address issues like the carbon tax influences on the industry, VAT effects on the industry and financial incentives government used on the industry. According to Conservatives 2007, aviation contributes just 5.5% of the UKs CO2 emissions but emissions from UK aviation increased significantly by more than 90% between 1990 and 2004. Government urged to take measures to reduce the negative impact of carbon emissions on environment: from 2001 to 2007, the original APD which is at a rate of  £5.50 on flights from the UK to elsewhere in the European Union and the European Economic Area and  £22.00 for other flights was introduced; a new tax which doubled these charges was introduced from February 2007. These changes in carbon taxation would result in changes in prices of travel products using aviation and finally affect the demands for travelling and sales for tour operators. According to Karen Mayor and Richard S.J. Tol, due to the changes in February 2007, countries near the UK would see a small drop in visitor numbers, and the UK itself would see a larger drop (1.2%). The recent doubling of the boarding tax will reduce arrivals by some 528,800 people in 2010, this is a 1.3% reduction (Karen Mayor, Richard S.J. Tol, 2007). UK government applies a rate of 15% VAT (Value Added Tax, temporary cut from 17.5%) which is the standard rate on tourism products, while most other EU countries apply reduced rate of VAT around 5% on tourism products. Report said that a cut to the 5% UK reduced VAT rate on tourist attractions admission and accommodation will boost employment and result in gains of up to  £760 million savings in increased income and corporation tax. It also predicts an additional  £440 million will be injected into the industry supply chain. The Government had announced an 18% cut in funding for VisitBritain over the next three years on October 2007. Tourism Alliance Chairman, Ros Prichard OBE, stated This cut in funding means that, in real terms, the Government will have reduced VisitBritains funding by around 50% between 1997 and 2011. That is a catastrophe for UKs tourism industry, VisitBritain will be lack of funding to advertise and promote UKs attractions, financial incentives to the industry had been withdrawn and other capital allowances had been reduced, while funding for VisitBritain had been cut back just at the time when they were needed the most, the growth in sales of the industry will suffer. (E)conomic 3.2.1 National economy and disposable income (impact of economic recession) The world is now suffering from the economic downturn caused by financial crisis, businesses collapse, jobs are destroyed, UKs economy is significantly influenced by the crisis. According to National Statistics Online, UKs GDP contracted by 1.6% in the fourth quarter of 2008 when the crisis started. It is now 2% lower than the fourth quarter of 2007. For the year 2008 as a whole, GDP rose by 0.7 per cent with a down trend of 3% in the previous year. UKs economy is experiencing the worst recession in over a century. The recession is a disaster for employment in UK, unemployment rate rose to 6.7% (0.6% higher than the last quarter and 1.5% on last year). 29.3 million people were in work in the period December to February according to the labour force survey (LFS). The number of people employed fell by 126,000 this quarter and down by 227,000 on the last year. All the situations listed above lead to the decrease of national income and disposable income. Tourism is sensitive to economic uncertainty and downturn: most travel activities involve disposable income, as total income drops, disposable income drops, people would conserve their money to cover the cost of life essentials, food, shelters and family necessities. The demands then decrease making tour operators suffer. 3.2.2 Fuel price Fuel cost is a major cost of airline companies, the cost will be paid by customers as fuel surcharge. Tour operators will raise the price of their products, especially for long-haul products when fuel price goes up. The travel enterprises will then be in danger of losing customers. When international crude oil price hit the record of $148 a barrel in September 2008, both airline companies and travel enterprises struggled to make ends meet. The fuel surcharge of some long-haul flights was even same as the ticket price, this might change customers behaviour at some degree, people may stay closer to their home or switch to other entertainments. The economic crisis UK encounters leads to a substantial decrease of oil price which could possibly boost travel industry to some extend though the major influence is negative. 3.2.3 Exchange rate The exchange rate, or the value of the British Pound relative to the currencies of other countries, has had a significant effect on both inbound tourism and outbound tourism. In 2007, the weak dollar makes UK accommodation and food more expensive for visitors from America, the exchange rate put London 15th in its popularity table in July 2007 down from number seven a year earlier according to Cheapflights. Due to the recent Pound depreciation, visitors from other European countries or America can expect to pay around 30% less than they would have done a year ago. British Tourist Authority (BTA) produced a study on The Price Sensitivity of Tourism to Britain, the findings show that overseas visitors are highly sensitive to changes in the cost of staying in Britain: for every 1% movement in the exchange rate which increases the cost of staying in Britain, the UKs international tourism earnings will decrease by 1.3% ( £160m). Research also found that more fixity in the exchange rate arrangements generates a positive effect on tourism and the more fix the exchange regime is, the greater the impact on tourism (Marà ­a Santana-Gallego, Francisco J. Ledesma-Rodrà ­guez, Jorge V. Pà ©rez-Rodrà ­guez, 2007). (S)ocial Social factors like age, changing life style affect the industry through changing consumer behavior. 3.3.1 Age and tourism According to United Nations Statistics and National Statistics Online, for the whole world, since 1950 the proportion of older persons has been rising steadily, passing from 8 per cent in 1950 to 11 per cent in 2007, and is expected to reach 22 per cent in 2050; For UK, the percentage of the population of state pensionable age exceeded the percentage of the population under 16 for the first time in history in 2007. The industry now is facing an older growing society due to rising life expectancy, marketing of the industry should focus more on older persons: the advertising and products should target more at older persons. 3.3.2 Changing lifestyle There is a growing trend of buying online which could reduce a persons shopping trip frequency, the access to the worlds products through internet reduces the flows of shopping tourists from one city to another or cross countries. More and more people tend to prefer clubs or watching TV at home rather than going out for a trip at weekends. 3.3.3 Growing concern about environment Tourism is one of the largest industries in the world with incredible developments each year, it contributes a lot to the worlds economy while the huge infrastructural and resource demands of tourism (e.g. water consumption, waste generation and energy use) can have severe impacts upon local communities and the environment if it is not properly managed. A concept: sustainable tourism which is defined as tourism which leads to management of all resources in such a way that economic, social and aesthetic needs can be fulfilled while maintaining cultural integrity, essential ecological processes, biological diversity and life support systems by World Tourism Organisation becomes more and more popular. People concern more about the environment, they tend to favour ecotourism products. When developing new tourism products, tour operators should design their trips to be environmentally, culturally and socially friendly. (T)echnological 3.4.1 Technology development of transportation With the development of piston engine aircraft, the mass tourism boomed in 1950s. Transportation technology is always regarded as crucial in the development of tourism, places inaccessible before by car or train can be accessed swiftly by air. It is largely due to the improvement of transportation that tourism has expanded. The highlight of a trip is usually the experience in destination, visitors often neglect the process of getting to the destination. In this case, the faster the visitor can reach the destination, the more attractive the destination will be. The development of transportation especially the speed of the transportation tool will have a major impact on long-haul travel. 3.4.2 Internet and the industry The world enters a new information era with the development of internet technology. The worlds internet users are increasing sharply. According to Internet World Stats, there were 43,800,000 internet users in UK in March 2009 which represents 70.9% of the population, that is a 180% growth from the year 2000. Internet has become an essential part of peoples life. For tour operators, internet provides tour operators platforms of advertising and transaction, which can make their products more accessible to the customers thus bring more sales and profits. Moreover, it is cost-effective and time-efficient using the internet. For customers, internet makes it easier for them to browse the products and make bookings. More and more people are now booking their holidays on the internet, tour operators need to focus on the website design as well as the security of the transaction system. The internet technology makes it possible for meetings online, different companies can communicate or negotiate with their counterparts more efficient through videoconference. Face to face contact is not compulsory anymore. Business travel will suffer from that, there might be a decline in business travel sales for tour operators. 3.4.3 Virtual Tour Another developing technology which will have a strong impact upon tourism is virtual reality (VR), which is a technology allows a user to interact with a computer-simulated environment. Most current virtual reality environments are mainly visual experiences, displayed either on a computer screen or through special stereoscopic displays. According to Chemistry Industry technology news (March 2009), recently, Mobile aroma recreation system (MARS) devices, developed by researchers at the University of Warwick, UK, could be used to recreate these detected odours for VR users in real-time with the help of electronic noses. Electronic noses could one day be incorporated into virtual reality (VR) systems to add realism to simulations of holiday experiences. The new technology will make VR much more real than ever before, enable customers to experience the whole live holiday at home. On one side, virtual reality leads to the risk of diminishing the interest for travel; On the other side, V irtual Reality can be used to recreate historic sites and events for such purposes as education, special project commissions and showcase features at national and World Heritage visitor centres. VR technologies are also being used to provide a means of protecting the fragile state of some heritage sites, helping to educate visitors not so much about their history but in how to explore, interpret and respect them, says Professor Bob Stone, Scientific Director of Virtual Presence Limited, based in Manchester, UK. Though tour operators cant change the remote environment, they should change their strategies to adapt to the environmental changes. Porters 5 forces Analysis of the competitive environment UKs tour operator market is a quite mature market with four major players. After a long history of consolidation, Thomson Holidays (part of The World of TUI group), Thomas Cook, MyTravel Group (formerly Airtours) and First Choice dominate the tour operator market in UK. The industry is full of vertical and horizontal integration, vertical integration includes forward integration-acquisition of the retail network namely travel agencies, backward integration-acquisition of suppliers like airlines, hotels and transportation companies. Horizontal integration includes mergers between big companies and mergers between big and small tour operators. Michael Porter (1980) developed a framework for industry competitive analysis, consisting of five different competitive forces which refer to microenvironment. The frame work is shown in the figure below: 4.1 Threat of new entrants Tour operator industry is an industry which has relatively high entry barriers. UKs tour operator market is quite mature and its vertical integration had finished in the 1990s. Today all major tour operators in UK are highly vertically integrated and operate their own travel agencies, airlines, hotels and resorts, transportation companies and so on. Some of the tour operators become quite large multinational enterprises, they can reduce transaction cost due to large amount of orders, they enjoy the benefits of quantity discount and economies of scale. They always have esteemed reputation for organizing good tours. When people have demands for travel, they turn to those tour operators, people recognize their brand thus will be loyal to the companies. All of the factors mentioned above reduce the threat of industry entry, however, the threat still exists. With the individualistic change of demands and the changeable nature of tourism environment, new players are entering the tour opera tor industry focusing on niche markets. They supply special products designed for customers with special needs. The new players always rely on product quality to gain competitive advantage as well as filling gaps between new demand and supply. Ecotourism and adventure tourism was introduced by those new players. In order to expand the market share and cope with the threat new player had brought, major player began to purchase the niche operators, series of mergers happened within the industry: Headwater is a tour operator specialized in organizing cycling holidays and walking holidays which enables customers to explore at their own pace. Simply Travel is a leading specialist tour operator in UK offering an off-the-beaten-track alternative to the package holiday, creating inspirational holidays and providing a high-level of personal service. Thomson acquired both of the two companies as departments of Thomson Holidys; Panorama used to be the largest tour operator in Ireland for Winte r Sun departures from Ireland and Irish Ski holidays, it became one part of MyTravel Group and was given the responsibility of managing Manos Holidays after it was also acquired by MyTravel; First Choice took control of Meon Holdings specialized in villa holidays and Sunsail which is a tour operator specialized in watersports clubs, Yacht charter and Flotilla sailing. Large players can enhance their brand name attractiveness and achieve a long-term sustainable competitive advantage through acquiring new specialist players. 4.2 Rivalry among existing competitors The industry competitive environment has changed due to industrys horizontal integration, which is a tour operator offering one or several travel products takes over another that offers very similar travel products or services. The industrys competitive environment among existing competitors used to be full of disordered competitions, players competed with each other focusing on low price, they cut their price as much as possible to gain market shares, the whole industry became profitless and all the players suffered from that. In addition, their product quality was quite low due to the reduction on cost, they tried to keep their profits at a certain level while the prices they offered must be low. After industry horizontal integration, situation has changed: mergers and take-overs not only take place among small and large tour operators but also happen among large tour operators. According to Air Travel Organisers Licensing (ATOL) 2007 figures, the four big players in the industry o ccupy more than 80% of the tour operator market shares: Thomson accounts for 28% of total market shares while MyTravel Group has 21%, followed by Thomas Cook with 19% and First Choice with the proportion of 17%. All the four big tour operators offer full-range products from domestic holidays to outbound holidays, from business travel to leisure travel, from normal sight-seeing holidays to specialist holidays, differences among the four players are not significant. Companies compete with each other mainly based on brand identity and creating brand loyalty, a good brand offers distinctiveness and consistency to its target customers, thus branding strategy becomes dramatically important in companies marketing strategy to expand market shares. MyTravel Group launched freedom card-a kind of bonus card offers its members discounts bonus points and upgrades in order to maintain customer purchase and loyalty; Thomson also sought a way to keep their customers loyal to the company by setting up Founders Club new shareholders were given membership in the Thomson Founders Club which offered a 10% discount on Thomson holidays. Exit barriers of the industry are high due to some reasons listed below: Though investments on non-transferable fixed assets are quite low, redundancy costs are very high because those large travel companies often have a large number of employees thus it costs a lot to dismiss employees, in addition, there will be significant social problems if such large companies go bust. Those large tour operators usually have close relationships with their suppliers and buyers under restricted contracts, the penalty costs would be significant if they break the contracts. 4.3 Threat of substitutes The development of information technology especially internet has brought new opportunities and threats to the tour operator industry. Through using computerized reservation system (CRS), tour operators can obtain efficient information distribution systems and networks. Internet plays an important role in purchasing holiday products in terms of provision, accessibility and flexibility. With the emergence of internet technology, a kind of online holiday booking website was created. It can be seen as a kind of substitute to the traditional tour operators. Online holiday booking websites like Expedia.co.uk and Lastminute.com offers designed holiday routes, air tickets booking, hotel booking and so on just like what traditional tour operators do but in another much more efficient way. Customer can gain great benefits through using the new technology on booking, they have more choices and have easier access to the holiday products. The major tour operators are not resistant to the technology and are now investing heavily on their own virtual networks: MyTravel Group announces its intention to launch a new interactive digital television channel to be called Going Places TV and finally it was launched on channel 669 in February 2003; Thomson, recently enhanced its main website with a series of new features and content, in an attempt to retain customers and encourage them to book through the site. It also introduced additional editorial content to help consumers, as well as to enable the site to be picked up by Google in natural searches. Takeovers and merger are quite common: MyTravel Group acquired WorldChoiceTravel.com (WCT), a fast growing, US based provider of travel reservation services in March 2001; Thomson acquired a teletext operator Travel House in order to gain control of the virtual marketplace. The technology of internet makes information shared much easier and more widely than ever before, people can gain knowledge about the destination, the way to get there and accommodations there by easily clicking on the relevant websites. Information asymmetry no longer happens in recent years, the usage of tour operator becomes less and less. Cheap budget airline companies and online hotel booking websites provide travelers opportunities to get low-price air tickets and accommodations, these are really threats to tour operators. People tend to organize their own trips, they choose their own destinations, drive their own cars, book hotels from hotel websites or booking websites or even live in their own houses, they will experience more freely holidays through doing that. There is a growing trend of using this do-it-yourself (DIY) approach in travelling which could be a substitute of tour operators. Most travelers concern about price when making decisions, when there is no price advan tage booking from tour operators, travelers tend to favor DIY travel. Major tour operator like Thomson, MyTravel, Thomas Cook, First Choice offer a range of products featured with free concept, with only air tickets and hotel bookings at a low price with their popular trusted brand names. 4.4 Bargaining power of suppliers The bargaining power of the industrys suppliers should be described as low. On one hand, there are few tour operators in the industry to bargain with: suppliers like independent hotels and airline companies widely exist in recent times while only few tour operators are operated due to the consolidations within the industry, the suppliers dont have too much power bargaining with the major tour operators but still have certain degree of bargaining power on smaller tour operators. On the other hand, vertical integration with the hotels, airline companies and other transportation companies makes the bargaining power of suppliers at the lowest point. The backward integration enables tour operators to establish close relationships with their suppliers by signing contracts of cooperation or even the purchase of the suppliers: First Choice launched its own airline quite early in 1987 which represents the beginning of forward integration, in 2000 a joint venture with Royal Caribbean Cruises L td is announced and later a company called Island Cruises was set up and put into operation in 2002; MyTravel Group acquired Europes biggest resort complex, the Bellevue Hotel in Majorca, which comprised of 17 blocks of apartments and 8 swimming pools in January 2000. In June 2001 the company announced strategic alliance with Aqua Sol Hotels Limited, a leading hotel group in the Eastern Mediterranean. The Groups in-house airlines Airtours International and Premiair begin to trade as MyTravel Airways in May 2002. Thomas Cook owns Thomas Cook Airline and has a fleet of 45 aircrafts, the company has a partnership with SENTIDO Hotels Resorts the international hotel chain based on a franchise concept with 4-star plus beach hotels. The major tour operators all participant in the dynamic areas of tourism, there are few needs to bargain with suppliers, in a simply word, tour operators are self-sufficient. 4.5 Bargaining power of buyers The bargaining power of buyers should also be described as low. The buyers being discussed here stands for travel agencies not the ultimate customers due to the nature of the industry. The most important factor that affects bargaining power of buyers is forward integration between tour operators and travel agencies. According to Bloomsbury Business Library Business Management Dictionary, forward integration is a means of guaranteeing distribution channels for products and services by building relationships with, or taking control of, distributors. Forward integration can free the supplier from the threat or influence of major buyers and can also provide a barrier to market entry by potential rivals (Business Management Dictionary, 2007). Through forward integration, major tour operators take control of the distribution channel, they can sell their products in a more efficient and cost-effective way. Forward integration of tour operators and travel agencies makes it increasingly di fficult for smaller independent tour operators who cant reach their customers through high street travel agencies. As major tour operators all have their own travel agencies, independent tour operators rely on independent travel agencies. The number of independent travel agencies is declining because they cant offer customers the same discount as the integrated chains, in this case, independent tour operators cant compete with major tour operators on price, the number of smaller independent tour operators also decreases. The development of internet technology also has an important impact on the bargaining power of buyers, it has changed the pattern of traditional distribution, shocking the market by the rapid transformations which it generates across the whole industry. These days, the online travel market is experiencing a profound evolution. Trends in overall online travel market size are shown below: Now the bargaining power of buyers is being threatened by disintermediation the elimination of intermediaries, for example, the wholesalers found in traditional retail channels, in favor of direct selling to the consumer (Bloomsbury Business Library Business Management Dictionary, 2007). The disintermediation is caused mainly by the development of internet. Major tour operators have embraced the growth of online travel systems and the need for fast and efficient distribution systems and networks, they have built their own online distribution channels like websites and

HR Practices in the Private Sector and MNC Banks

HR Practices in the Private Sector and MNC Banks Indian banking sector, especially commercial banks, have started realizing the need for a strong human resource orientation for their survival in the face of the rapid changing environment, global competition and other upcoming challenges. With attrition becoming a stark reality in the Indian banking sector, it is increasingly being understood that employee loyalty has to be created by organizational interventions and not something that can develop on its own. It is in this backdrop, it is an important topic to consider shaping your HR policies and practices around the workforce. Indian Banking Industry The banking sector in India is an integral part of countrys financial services industry. The banking index has grown has grown at a compounded annual rate of over 51 per cent since April 2001. The strong banking structure has been able to fuel continued growth, which has prospered long-term economic growth. Market cap of Indian banking industry 7500 Billion contributing to 7.7 % of GDP Human Resource Management Practices in India Indian banking sector is making efforts to adopt international best standards in HRM with the local customs and sensibilities. HRM function in a bank is being increasingly recognized as a strategic business partner with responsibility of managing key corporate resources. It is expected that HR Function must: Help the organization to be more agile by adopting practices that allows it not only to adapt to changes in the external environment but also to benefit from the same. Ensuring that the company is able to sustain its operation over a period of time. Ensure efficiency in the use of HR resources in the organization in an integrated manner with all other corporate resources. The success of any business depends as much on appropriate, effective, well-communicated, HR and business practices as it depends on meeting the requirements of mandated laws and regulations. In fact, good planning and the development of effective practices make regulatory compliance much easier. HR practices helps in increasing the productivity and quality, and to gain the competitive advantage of a workforce strategically aligned with the organizations goals and objectives. Organizations are becoming increasingly aware about the impact of generation gaps in the interaction between the various parts of its workforce. With increasing globalization, the diversity (both geographical as well ethnic) is on the rise in the organizations operating on a global scale. At the same time, the composition of the workforce itself is changing and different generation groups, with differing viewpoints on the same subject, are required to work together. This requires adjustments to be made by all categories. Organization must facilitate such adjustments by creating enabling environments so that the needs of all generation groups are satisfied, simultaneously with the achievement of the organizational goals. At minimum, the organizations must be aware about the diversity of generation groups within its ranks and tailor their personnel practices accordingly. 1.3 Key Performance Indicators for HR Practices Some of the key performance indicators for Human Resources include but are not limited to the following. à ¢Ã¢â€š ¬Ã‚ ¢ Employees clarity on HR policies à ¢Ã¢â€š ¬Ã‚ ¢ Employees clarity on roles, responsibilities and expectations à ¢Ã¢â€š ¬Ã‚ ¢ Development of qualitative staff à ¢Ã¢â€š ¬Ã‚ ¢ Number of HR issues arising for which there are no clear policies and guidelines à ¢Ã¢â€š ¬Ã‚ ¢ Competitiveness of compensation structure relative to industry benchmark à ¢Ã¢â€š ¬Ã‚ ¢ Usefulness and accuracy of compensation survey à ¢Ã¢â€š ¬Ã‚ ¢ Lead time to respond to staff welfare issues à ¢Ã¢â€š ¬Ã‚ ¢ Employees assessment of promotion criteria and process (clarity, fairness) à ¢Ã¢â€š ¬Ã‚ ¢ Measurement of HR policy violation à ¢Ã¢â€š ¬Ã‚ ¢ Average time required to fill vacancies à ¢Ã¢â€š ¬Ã‚ ¢ Proportion of training programs resulting in productivity improvement à ¢Ã¢â€š ¬Ã‚ ¢ Staff attrition rate à ¢Ã¢â€š ¬Ã‚ ¢ Understanding / Clarity of the Organizational philosophy à ¢Ã¢â€š ¬Ã‚ ¢ Outline internal capabilities and identify gaps on skills-competencies-behavioural aspects In response to the change in the business environment, the competencies required by HRM present in any Indian or MNC banks are necessary to be studied. Objective of Study HRM department depends upon the HR practices of the organization. HRM is done according to HR practices. HR Practices differentiate the organization from its competitors by effective and efficient HR Management. By following this, the organization does its whole work process. HR Practices increase productivity and quality, and help gain the competitive advantage of a workforce strategically aligned with the organizations goals and objectives. In addition to aforesaid goals following are our additional objectives: Literature review Various online journals on HR practices were referred. Along with it articles on different banks were also referred for the purpose of this project. Methodology Secondary data from books and internet resources were used for reference to write this report Analysis and discussion HR practices differ from one organization to the other. Even though the concept remains same its implementation differs from each because of the difference in its policies. Hence the analysis on the concept of HR practices and its implementation is carried out for three main multinational banks which include ICICI, Citi bank and HSBC. Their HR practices along with its approach towards HR, the different ways of implementation and innovative changes brought about by them in its policies are discussed for each of these banks mentioned above in detail. Hong Kong Shanghai Banking Corporation Holdings HSBC Holdings, a British financial holding company with origins in Hong Kong and Shanghai, where offices were opened in 1865 under a special charter which allowed Hong Kong rather than London as a headquarter location ( 2003). HSBC was in intense competition all over Asia with Chase Manhattan which showed interest in a small bank in India and Malaysia. HSBC pre-empted by purchasing the bank in 1959 (1991). Diversification had taken a beating although it was only in 2000 when acquisitions in Asia became topical again, in a small way. Two of them were part of the private banking drive, PCIB Savings Bank in the Manila area and Taiwans leading asset manager China Securities Investment Trust Corp. in 2001, to be followed by an 8 per cent stake in the Bank of Shanghai. HSBC had returned to its roots. Afterwards many more events unfolded including the turnover of Hong Kong to china this prompted HSBC to transfer headquarters to United Kingdom (2003). HSBC sees the Internet as one of several exciting new media, to be incorporated as an integral part of its working. The bank has concluded that e-commerce will change the fabric of the financial services sector and sees it as a way of finding new customers all over the world and improving its services to existing customers. The companys current approach to HRM HSBC has over 260,000 employees at present. The company employs and manages diverse kinds of people all around the world. Such is done by the company because they believe that these people can give them a balanced and well-rounded  organization. This also makes the company adaptable to different kinds of situation. The company wants to reach out to all parts of employment for maximum productivity and value. The company believes that a companys difference with its competitors can be seen in the way it serves it consumers and the way they treat their employees. The company makes sure that they treat the employees with outmost respect for their rights and it makes certain that the company is given the treatment they deserve. The companys personnel policies are geared to attract motivate and develop people who are perceptive, respectful, fair, progressive and responsive. The company aims to make itself a place people would like to work to. In the future the company can steer the g oal of its HRM to making the personnel the most competent people in the industry. The company can initiate activities that will make the personnel more competent without ruining their good relationship. Workforce Diversity HSBC claims that they are the Worlds local bank. Their tagline also applies to their work culture. They believe in the fact that no matter how diverse the work force may be, the ultimate aim of the bank is to have a work culture which is Global in nature. But at the same time they do give regional considerations in order to have synergies with the employees who are from the local population of a particular city/country. This in turn helps the corporation in becoming an employer by choice. Respecting individuals of all types inspires loyalty in both employees and customers, which has a direct line of sight in achieving business goals is their HR departments logo. The strategy is based on the premise that the most important competitive differentiators are the quality of individual service provided to our customers and the way we treat our employees. It connects with Managing for Growth, the brand and the people strategy. What is Diversity? Definition: According to HSBC, diversity is a source of opportunity, whether in employment or the customer markets. Appreciation of this diverse culture fuels group dynamics and helps in creating an environment where teams can perform to their fullest potential. Competitive edge can be gained from the variety present in their workforce and customer base, and specific attention to market variation. Example: In todays global environment, Banking corporations give finance to foreign companies. Now lets say that a company from USA wants to invest in emerging country like India in the field of agricultural technologies and approaches HSBCs New York branch for a loan to fund their new project. Now HSBC on its part would have to study various factors pertaining to the feasibility of the business plan submitted by the borrower. In order to decide whether they should grant a loan to the US company, HSBC will take a long time to collect data about the Indian agriculture prospects, the growth witnessed for the last 5 years, government policies, trade restrictions etc. This process will take a long time. However, now lets consider that this project is assigned to a handful of employees from India or from Indian origin in HSBCs New York branch. These employees by the virtue of being familiar with the country in question (India) would be very much familiar (there is a chance) with the aspects like agriculture in India, government policies pertaining to agriculture, trade etc. And hence, they would be able to prepare a report considerably faster than the employees who are not of Indian origin. This would considerably reduce HSBCs labour hours and would help them in coming up a quicker decision. This would thus make HSBC more competitive against a bank which does not have a diverse workforce. Recruitment and Selection HSBCs recruitment and selection policies are scripted in accordance with the organizations Equal Opportunities Policy. HSBC ensures that each stage of the recruitment procedure is conveyed out in a methodical manner and is based on pre-agreed criteria. They strive to eradicate individual bias that can influence the conclusion producing process. They ensure that all conclusion points are completely documented to aid followed by monitoring. HSBCs intentions are to make the entire hiring procedure as open as possible, and to double check that all candidates realize why conclusions have been taken and, where they desire, to get significant feedback. Demonstrate robust, clear methods and hence supply a cornerstone for appropriate defence in the event of a challenge. There are seven major phases to the procedure in the recruitment process in HSBC: Pre-advertisement Placing advertisements and considering with investigations and applicants Short-listing Interviewing and selection Post-selection procedures Induction Monitoring The following are the directing values for recruitment and on-boarding process. Attracting and employing suitable employees is one of the most significant undertakings of the association Merit will be the most significant factor in the recruitment process. Diversity of gender and ethnicity is to be achieved by with the assistance of recruitment vendors and the referral program. While abilities play an important role, they will charter persons who are group players and have the right mind-set most applicable to the heritage of the organization. Attitude is as significant as aptitude. They focus on hiring people who can push the organization to greater heights. They believe in allowing their employees to fulfil their vocational paths. They try and fill vacancies with internal candidates before assessing external candidates. They believe that each nominee consulted becomes an ally of the organization, irrespective of whether she/he is chosen. They treat all the candidates with the utmost respect and are open and equitable in connection with them They will relentlessly consider, recognize and cultivate strategic gifts for universities, administration schools, and community forums to address their long period needs. Hiring Approval All recruitment undertakings will be founded on the chartering design as accepted by the Business Head, HR Head the CEO. For each position, a chartering requisition will be needed prior to initiation of any recruitment activity. If the chartering is not encompassed in the designed allowance, it will also need acceptance from the CEO founded on a recommendation from the Head HR and the CFO. Recruitment total cost and expenditure should be budgeted and pre-approved by the HR Head. Candidate Sourcing: The chartering supervisor along with the Human Resource Department would conclude the source to use founded on the environment of the recruitment. The next causes of recruitment may be considered: Internal Sources: Whenever any vacancy arises, the likelihood of fulfilling the obligation internally via reassignment and relocation, re-allocation of the responsibilities or interior advancement will be discovered by the chartering function along with the HR Department. Employee Referrals: HSBC will boost workers to mention apt candidates for open positions. Other external causes include: Recruitment agencies External job postings College / campus requirement Employment of Relatives The association uses, solely on merit, the relations of employees as long as it does not bring about a conflict of interest. To decrease the possibilities of favouritism the following guidelines should be followed: Relatives are not allotted to a place where he/she has the opening to ascertain, method, and reconsider, accept, review or else sway the work of the individuals cited and above. If an employee is aware of a position that seems to be an opening for people to indulge in favouritism towards relations, one should communicate to the Department Head or Human Resources Department. Employees will not be part of the chartering method of their relations. Internship Program HSBC supplies internship possibilities to students. Such internships will result in young students producing genuine assistance to the company. HSBC will pursue the process as follows: HR will coordinate with enterprise assemblies to recognize possibilities for intern hiring. Internship demands could be obtained either from the students directly or as nominations from the informative institute. HR and chartering supervisor tele-interview the candidates and later conduct individual meetings in the office. Based on the illustrated capability, the intern will be appointed to work in multiple agencies to gain a broader enterprise comprehension. Probation Policy Probation is a test that is mutual opening for the worker and HSBC to affirm suitability for proceeded employment. The probation time span is to set up based on capabilities, anticipations and training required. The worker should illustrate suitability for proceeded employment. An evaluation will be conducted on components associated with work presentation, work customs, productivity, mind-set and compatibility, attendance and punctuality, and any other issue that is connected to the job profile. All new charters will be put on probation for a time span of 6 months from the designated day. HR will dispatch an appraisal pattern to the direct supervisor before culmination of the probationary period. The appraisal pattern is required to be accepted by the supervisors leadership. All notes of confirmation or extension of probation will be marked by the HR head and will be retained in worker records. HR practices in Citibank  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚   The different steps in which Citibank implements HR practices are given below: I  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚   Staff Meetings: Staff Meeting aims at group synergy, team building, open culture, family feeling and talent recognition which individually and cumulatively benefit the organizations. Goals/Targets set for the unit/Bank is discussed in the monthly Staff Meetings conducted at all branches/units and action plan is drawn in achieving them. The forum is being effectively utilized for harmonious functioning of all the branches and administrative units through greater involvement and collective contribution of all staff members. II  Brain Storming Sessions This is a technique for generating ideas and suggestions on topics of relevance and also to provide alternate solutions to problems by simulative thinking and imaginative power of cross section of employees. Corporate Topics are selected for each quarter and BSS are conducted in administrative offices/ braches on the topic during every quarter. Worthy implement able suggestions emanated are circulated for necessary action. III Study Circle: Concept of Study Circle aims at self development of employees by kindling the desire to acquire/update knowledge, information and experience. Guest lectures/ Power Point Presentation / Group Discussions, etc. are arranged on topics of general interest by inviting experts in the field. Study Circle Meeting are conducted once in two months in administrative offices and once in a quarter in branches   Ãƒâ€šÃ‚  IV Quality Circles It is a time tested tool of Total Quality Management (TQM) which promotes team spirit, cohesive quality work culture, commitment and involvement of employees. Challenges faced by Citibank: The real challenge of that Citibank faced while entering India first time was adopting its HR strategy according to the Indian culture. As most part of the jobs in the banks are monotonous/repetitive and routine, the HRD Department has to empower, engage and energies employees to create effectiveness efficiency through motivation organizational structures, systems procedures are facilitators of these, and there is a need to focus greater attention on these aspects by the industry. However, the emergence of a core and peripheral workforce in many organization has presented new challenges for HR managers public private sector organizations are fast becoming diverse communities for core workers, flexibly employed casual and part-time workers, consultants, contractors business partners. Certain rigidities have also developed in HRD within Citibanks banking system itself because this industry is still largely in the public sector. Suggestions: Following suggestions are very essential to adhere for effective Banking Administration in Citibank: HR functions to be linked to corporate goals. Shift from Industrial relations manager to Business manager or Commercial manager. Team work is another important and essential soft skill that is necessary in this industry. The HR Professionals have to introduce improve the adaptability of their structure that will be able to absorb, draw and retain the best. As people are primary asset, it is essential not only to invest in them, but also to ensure that the supporting elements for this asset are such that it can provide the maximum value on a sustainable basis. HRD is to be regularly reviewed against business outcomes as part of strategic and operational planning. To overcome the public sectors hierarchical structure, which gives preference to seniority over performance, is not the best environment to attract the best talent from among the young. ICICI Banks HR Practices Selection Process As per ICICI Banks research and in-depth study, following competencies are required to succeed in ICICI Bank: Customer first Passion Dynamism Compliance with conscience In order to assess the same a set of tools are used a. Aptitude Tests (for applicants with 0-2 years of work experience) The tests are designed to assess basic aptitude of candidates including numerical comprehension, verbal comprehension, logical reasoning and basic checking abilities. These are important skills for the role of an entry-level manager and people who do well in these tests tend to do well in their jobs at ICICI Bank. The total time taken in this exercise is 55 minutes. b. Occupational Personality Questionnaire Applicants are also required to complete the Occupational Personality Questionnaire (OPQ) before they appear for the selection, the results of which are integrated into our selection process. Recruitment As a rapidly growing organization the bank looks to induct post-graduate management talent from various business schools across the country. Enthusiastic and talented youth form the backbone of their banking operations. The bank offers a wide range of careers in all functions including Finance, Marketing, Operations, Information Technology and Human Resources. According to Ramkumar (Group Chief Human Resources Officer of ICICI Bank in 2005), 4,000 of the recruits are freshers (2,500 MBAs from different management schools and about 1,500 graduates from various colleges). The banks growth in the retail segment is the driver for sharp hike in headcount of the bank. There is need of recruits to serve the fast growing small and medium enterprise, rural/agriculture, private banking and wealth management segments. Theres also a concurrent need for technical, back-office operations and quality assurance personnel. The bank recruits about 75 students from IIMs and another 100 from the next tier such as SP Jain, NMIMS, Symbiosis, Bajaj, etc., every year. It recruits only some persons from other banks. About 7.5 lakh persons working in the public sector bank generally dont change jobs and rather prefer job security. As a result, the remaining one lakh in private sector is a limited supply pool for a growing banking sector. So, the bank looks out for other companies in aviation and hospitality sector so that persons who like to serve customers are recruited. The group has some 50,000 employees on its direct payroll and another 1, 00,000 are indirectly employed as insurance agents and people working under service providers. The bank gets 4 lakh CVs each year. This benefits the bank and it does not face any hiring problem as there is plenty to choose from. While most of the hiring happens directly, consultancy firms are used for some of the higher level recruitments. The plans are to hire more people for insurance and securities broking businesses as these sectors are growing very fast. The bank has tied up with local colleges. With this, it is easy for them to create a local supply and also consume locally. Also, it would be able to gain the respect of the community and create loyalty. The recruits would be able to speak the local language. The motive is partially social and also makes good business sense. Also in a bid to control recruitment costs and raise productivity of its HR personnel, the bank has collaborated with Internet service providers such as Reliance Infocomm for providing interview cubicles with audio-visual recording and tele-conferencing facilities. By this process it would be convenient for candidates to attend interviews at centres nearest to their homes, instead of travelling to Mumbai, where interviews generally take place. The interview centres are expected to improve productivity of the banks human resources personnel by about 30%. It will also reduce the time invested by HR heads as they have to spend a lot of time traveling to tier-II cities to interview candidates. These interview centres would remain open 24 hours a day. This is a boon for working candidates who can find time only after office hours. Online application forms and an in-bound call desk are other initiatives the bank is taking to support recruitment. Bringing a Change The professional work culture, high salary and faster growth prospects make the group a preferred destination for top business school students. The senior bank officials have also met representatives of the countrys top 20 B-schools to discuss changes to their curricula so as to make them reflect the changing business dynamics. As per the current industry trends, retail and rural banking are emerging as big areas. So, the bank has suggested B-schools to forge them in the curriculum. Also, the nature of internships for B-school students should be changed from those involving mere summer training and data collection to the ones undertaken by doctors and lawyers. Research should be India centric and Indian case studies should be prepared for students. According to him, the group is not worried about getting skilled people as it has the infrastructure to train the well educated people. ICICI Bank, which boasts an extremely high proportion of women by industry standards (32,000 women or one-third of their headcount), has been running a campaign on campuses for last two years to bust notions regarding career options for women. There are some male stereotypes about certain kinds of job profiles and that is a misplaced notion which the bank is trying to correct. The average age of an employee at ICICI bank is 30 year. And 70% of these employees have additional qualifications they are CAs, MBAs or have diplomas in business management. Training Talents The banks HR Head believes that it is up to organizations to train the fresh talent so as to be able to retain them in the future. ICICI Bank spends 1.5% of its profits on training and has nine training centres across the country today. It employs 30,000 people and recruits 15,000 people annually. The training sessions are customized to enable employees to handle an irate customer without being aggressive or defensive; instead reassure him/her and work towards a solution in the right attitude. It also helps the employee handle difficult situations such as 5 customers appearing at the counter at one time. Training sessions are more or less on grooming, etiquette and more on presenting ones company, product and oneself, identification of customer needs, listening, and so on. To add to it, the senior managers of ICICI Bank take regular classes at B-schools and this provides an opportunity for interface with the institutes as well as help supplement the theoretical inputs with practical cases. The organization is tech-savvy, non-hierarchical, where early responsibility and independent decision-making enable each employee to reach their potential. Coupled with this is a strong performance management system that has built a meritocracy where high performing-high potential individuals are duly rewarded. Understandably, its a good time for bankers. Few years back, branch managers in private sector banks were getting Rs. 6 lakh a year. Now, they are being offered salaries as high as Rs. 25 lakh by MNC banks. Human Capital ICICI Bank views its human capital as a key source of competitive advantage. Consequently the development and management of human capital is an essential element of our strategy and a key management activity. Human resources management in fiscal year 2002 focused on smooth integration of the employees and human resource management systems in the context of the merger, as well as on continuous improvement of recruitment, training and performance management processes. The process of integration involved defining the organizational structure of the merged entity, people placement in various positions across the business and corporate groups, and integration of the grade and remuneration structure for the employees of the four entities. The organizational structure was announced in February 2002 and became effective on May 3, 2002. The people placement process was based on appropriate competency profiling tools and matching employee profiles to job specifications. The grade integration process has also been successfully completed, using job evaluation techniques. The recruitment process has been streamlined and a uniform recruitment policy and process implemented across the merged organization. Robust ability-testing and competency-profiling tools are being used to strengthen the campus recruitment process and match the profiles of employees to the needs of the organization. ICICI Bank continues to be a preferred employer at leading business schools and higher education institutions across the country, offering a wide range of career opportunities across the entire spectrum of financial services. In addition to campus recruitment, ICICI Bank also undertakes lateral recruitment to bring new skills, competencies and experience into the organization and meet the requirements of rapidly growing businesses. A Six Sigma initiative has been undertaken for the lateral recruitment process to improve capabilities in this area. ICICI Bank encourages cross-functional movement, enriching employees knowledge and experience and giving them a holistic view of the organization while ensuring that the bank leverages its human capital optimally. The rapidly changing business environment and the constant challenges it poses to organizations and businesses make it imperative to continuously enhance knowledge and skill sets across the organization. ICICI Bank believes that building a learning organization is critical for being competitive in products and services and meeting customer expectations. ICICI Bank has built strong capabilities in training and development to build competencies. Training on products and operations is imparted through web-based training modules. Special programs on functional training and leadership development to build knowledge as well as management ability are conducted at a dedicated training facility. ICICI Bank also draws from the best available training programs and faculty, both international and domestic; to meet its training and development needs and build globally benchmarked skills and capabilities. ICICI Bank seeks to build in all its employees a total commitment towards exceptional standards of performance and productivity, adaptability to changing organizational needs and the demands of the business environment and a willingness to learn and acqu

Puberty Essay -- Human Development Papers

Puberty Let's talk about puberty. What is the first thing that comes into our minds when we say puberty? Well, sex is the most common thought that pops out from the head of many people. But there is much more than sex to puberty. Puberty is a very unique and important evolving stage of all males and females. During puberty, guys and girls go through many changes that we might find funny, scary and weird. During puberty, the level of testosterone and estrogen in both boys and girls increases greatly. The rapid increase of testosterone and estrogen is what triggers the beginning of puberty. Now lets give the changes that boys and girls experience during puberty. During puberty, some changes happen only to girls, and some happen only to boys. What type of changes can are expected to happen to girls? First of all, the girl's breasts will begin to grow and get fuller. Sometimes, one breast may grow faster than the other. Some girls' breasts grow more rapidly than other girl's. Some girls' breasts remain small throughout their adult lives. Also during puberty, the girl...

grendelbeo Epic of Beowulf Essay - Beowulf from Grendels Perspective :: Epic Beowulf essays

Beowulf from Grendel's Perspective One night, as Grendel was sleeping soundly in his home in the swamplands, he was suddenly awakened by the sound of music. The music angered Grendel because he had been up late the night before entertaining his monster friends and was in need of his beauty rest. So he headed out the front door and headed to see what the commotion is all about. ] Upon arrival at the mead hall, Grendel notices the door is much to small for him to enter through it easily. This does not make him happy because it happens everywhere he goes in the little human towns. So he squeezes his shoulders through the small opening and manages to ask the man at the nearest table what was going on. The man, being exhausted from his own celebrations, was to tired to even notice the beast standing over him. Monsters of Grendel's type are not used to be ignored and see it as disrespectful and so do not like to be ignored. Which is why Grendel pulled his head from the doorway and reached his claw in to snatch up unsuspecting man. Everyone else in the room was too busy to even notice the man being lifted from his place behind his drink. With the first man out of the way, Grendel decided to try a different approach. Again, scrunching himself down partway through the door, Grendel looked for someone to tell him what was going on. He cleared his throat an d said with a rough, gravelly voice, "Excuse me!" No one noticed. So he said it louder, "Excuse me!" A few heads turned. After a number of astonished gasps, more turned to see. Detecting he was now the center of attention, Grendel asked what they were all doing making so much noise so late at night. The men only stared at him. So he asked more simply and slowly, not knowing if they were intelligent or not, "What are you doing?" The only response this time was an echoed "Get him!" This surprised Grendel because they seemed to say it in unison. He jumped slightly and hit his head on the doorway. He stood up and rubbed his head and knocked over a horse and its cart with his foot.

Playing Roller Hockey Essay -- Personal Narrative Sports Athletics Ess

Playing Roller Hockey Throughout my lifetime, many different goals have been set and achieved, but the most significant goal I accomplished was making the Foothill Grizzlies hockey team. Playing hockey, by far, is one of my favorite things to do. Whether I am playing for fun in a pickup game or against a top team in the state, hockey is what I love to do. The Foothill Grizzlies were a roller hockey team that was formed when I was about the age of 13. I had heard many good things about the team, which at the time was one of the most respected teams in the state of California. Coached by a man named Jon Adimack, the team had won most of the tournaments and leagues they entered in. Hearing about this team and the consistency of its players, I was shocked to hear they were hosting tryouts. I jumped on the opportunity, because the leagues I had been in were not the most competitive. I was looking for a chance to step my game up and play for a traveling tournament team. When I showed up for the tryouts, I was amazed at the way the players knew one another. The guys had been playing for a long time together, so the communication on and off of the rink was outstanding. Not only were they teammates, but they were also best friends. Seeing all of these things, I was a little skeptical to tryout, because I was intimidated. Finally, me and my best friend Mike got on the rink and began to skate. When the drills started, I was excited because I was feeling very comfortable. I did all of the workouts and ran the drills as best I could, and was excited to hear what the coach thought of me and my buddy. The coach thought we did very good and asked us to join the team. We showed the coach exactly wha... ...thought I would play such competitive hockey, because everything before it was local leagues. Joining this traveling team was amazing; because I matured over the four years emotionally and physically. My game had never been better than when I played for the Grizzlies, as I was â€Å"in my prime.† Achieving the goal of making the team was outstanding on its own, but winning a championship of that caliber was more than I could ask for. I was able to have the best time of my life while playing with this team, but unfortunately, the team folded. We were all growing up and had to take time off for school, so the team gradually separated. These were the greatest times in my life and the greatest achievement also. Never will there be something that made me feel so good, and although I don’t speak to any of them, they made up the greatest experiences of my life for four years.

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