Benefits of Training Needs Analysis (TNA)

Benefits of Training Needs Analysis (TNA) Improve the process which results in spending less time to fix the employees mistake and the information cab be accessed faster than before Reduce the cost which is used to pay for staff turn over and recruitment. In addition, when the staffs work more efficient, it will increase the productivity as well as the money paid for maintenance. Enhance the profit by increasing the sales and improving customer satisfaction Increase staff satisfaction because when the staff knows that the employer is investing in them, they will be happier and stay longer in the organisation. Furthermore, during the training, the staff can develop their leadership and communication skills which can be applied in the job. According to Blanchard et al. (2010:para. 1), there are two approaches to TNA which are called: proactive and reactive. The proactive TNA focuses on foreseeing the performance problems which may occur in the future in the company. Therefore, the strategic plan can be created and applied to help the employees handle these changes (Blanchard et al. 2010: para. 2). For example Heinz, a food manufacturer, when they decided to use a higher technology to produce the ketchup, they did the training before the new machine was bought. In the proactive TNA, the manager will need to conduct three analysis (Blanchard et al. 2010: para 5), they include: The organisation analysis: the proactive begins with the plan in order to help the organisation adapt the expected changes and new objectives. Operational analysis: by collecting information on the current and future tasks to identify the KSAs required to perform effectively in different areas. Person analysis: the evaluation can be identical for the proactive and reactive, and the provided information must be applicable. The reactive TNA (leopard learning.com n.d : online) focuses on identifying the current problems in the job performance and determine if the training is needed. Example may include new technology, high staff turnover, high accident rate, increasing customer complaints, and poor management practices. In the reactive TNA, the organisation analysis, operational analysis, and person analysis are also conducted, however it only focuses on one particular department or the issue on a particular part of the job (Blanchard et al. 2010: para 16). Employers do not necessarily need well-trained employees. I know that may sound like heresy coming from someone employed in higher education, but what employers truly need is employees who perform well. Training is one way to attain desired performance, but its not the only way ( Stetar, 2005, online) The TNA can be conducted by the following steps (Flinders University, n.d.: online): Step 1: Analyse the job Before the TNA is conducted, it is important to understand the job by collecting the information which can be based on the job description. All these resources will provide information about the job responsibilities, knowledge and skill required to perform efficiently. Step 2: Identify the gap There are many methods which can be used to identify the gap. However, the managers have to choose which method will be used and how. Moreover, they need to ensure that the information is useful, correct and complete. Three main methods can be utilised by the managers in the organisation (Anthony et. lc 2002 p. 210-211); include: Observation: in this method, the managers will observe the employees performance to see if they are doing their jobs well. In order to ensure this method is productive, the check list should be used. Interviewing: by using this method, it allows the managers to meet their employees face to face, therefore they can have a chance to understand the companys situation as well as the employees themselves. Questionnaires: if this method is used, all possible tasks that are presently performed must be listed. The advantage of this method is that the managers can include everyone and does not need to travel or spend time with each of them. Each of the method has its usefulness; however the manager should never be dependent on one method. Therefore, they should be combined and use together. Step 3: Decide the training solutions Once the gap is identified, the training solutions should be undertaken to find the best way which can close the knowledge or skill gaps. The training can be done by using different options such as: On the job training, one on one training during the work time The managers or senior employees becoming a mentor to any employees Improve the skill and knowledge through college, university or technical school education Job rotation Complete online training The training can happen in a short term or long term course. However, the time and cost will always need to be considered. Step 4: Evaluating the result after training After training the result has to be checked to see if the gap has been closed and if it was accomplished by: Asking the staff member to perform on the task which they are trained on Looking at the product line to determine if there is still neglected skills or knowledge Conclusion and Recommendation In conclusion, the TNA is a process which can be used to identify the skills and knowledge gap in order to close it (Drummond 1991, p. 4). In addition, it can happen within a short term period or over a long term plan by using the proactive and reactive TNA on the level of organisation, operation and individual (Blanchard et al. 2010:para. 2). However, according to Bill Stetar (2005, para. 4), training is not always the only solution because the employers may need the employees who can perform competently. My goal is to become a hotel manager. Hotel managers (Baxter 2010, para 1) are people whom run the room rental businesses and manage staffs within the hotel. The duties can be varied depending on the size and type of the business. However, the following requirement is normally compulsory to be met. Know how to manage and maintain the facilities Ability to observe and supervise the employees performance Understand and work efficiently in different areas in the hotel Have a strong leadership skill to allocate the staff Be able to solve and anticipate the problems Have good communication skill which can be used to handle the customer as well as the employees Have four years experience in the hotel industry Graduate from a university with a recognised qualification Plan in advance to maximize the profit and monitor the expenses Deal with suppliers to get products with good quality Know how to deal with people who are from different backgrounds, race and belief. Good computer skill The skills and qualification which I currently possessed are: Certificate IV in Hospitality (Commercial Cookery), therefore I have a knowledge about food and services in the restaurant Higher Diploma in Accounting, which can be useful for budgeting and financial management Be able to monitor and maintain the facilities in the premises Computer skill Hence, the skill, knowledge and qualification that I need to achieve in order to become a hotel manager are: Complete a Bachelor in Hospitality Management course at university or college Good communication skill will be required Develop the leadership skill Have experience in the hotel industry Problem solving skills to help the business run smoothly and deal with customers Interaction skills to manage and deal with the staff Decision making and planning skills When the gap is identified, the solution must be carried out. To obtain the qualification for hospitality management, it can be done in The Hotel School Sydney which is located at 117 Macquarie Street, Sydney NSW 2000. They offer a new course in February, 2011 with a tuition fee of 18,000 Australian dollars (The Hotel School Sydney 2010: online). In the course, they provide the knowledge about food and beverage operation, tourism and hospitality management, problem solving, decision making, leadership skill, and room operation. In addition, during the course, the student will have a real life experience by studying and working in the hotel. As a result, it will be an opportunity for me to obtain the qualification as well as improve my communication, problem solving and leadership skill. Moreover, by undertaking the conflict management course at ACS Distance Education, they teach skills that deal with conflict which is very useful for a hotel manager. The fee is 726 Australian dollars for 100 hours (ACS Distance Education 2010: online) and I can study this course online. Furthermore, in order to gain more experience in hotel industry, I need to work for a small hotel first because in a small hotel I will learn how to operate a hotel and then move on to a bigger hotel.

International Humanitarian Law

INTERNATIONAL HUMANITARIAN LAW and THE IRAQ CRISIS SUSAN SOUX April 2003 International Humanitarian Law ? the RULES which seek, for humanitarian reasons, to limit the effects of armed conflict, protect people who are not, or are no longer taking part in the hostilities, and to restrict the methods and means of warfare employed IHL ‘the law of armed conflicts’ or or ‘law of war’ †¢ Geneva †¢ Hague Geneva ‘the law of Geneva is designed to safeguard military personnel who are no longer taking part in the fighting and people not actively involved in hostilities’ Hors de combat †¢ Civilians †¢ Medical/religious personnel The Hague ‘the law of The Hague establishes the rights and obligations of belligerents in the conduct of military operations, and limits the means of harming the enemy’ International humanitarian law prohibits all means and methods of warfare which: †¢ fail to discriminate †¢ cause superfluo us injury or unnecessary suffering †¢ cause severe or long-term damage to the environment. Other agreements prohibit the use of certain weapons and military tactics and protect certain categories of people and goods. ? he 1954 Convention for the Protection of Cultural Property in the Event of Armed Conflict, plus its two protocols; ? ? ? the 1972 Biological Weapons Convention; the 1980 Conventional Weapons Convention and its four protocols; the 1993 Chemical Weapons Convention; ? the 1997 Ottawa Convention on anti-personnel mines; ? the 2000 Optional Protocol to the Convention on the Rights of the Child on the involvement of children in armed conflict. Many provisions of international humanitarian law are now accepted as customary law – that is, as general rules by which all States are bound. HENRI DUNANT ‘BATTLE OF SOLFERINO’ History †¢ 1859 – Battle of Solferino †¢ 1863 – ICRC †¢ Geneva Conventions – 1864 †¢ Hague laws – 1899/1907 †¢ 1949 –Geneva conventions †¢ 1977 – Additional Protocols Geneva Conventions 1949 Convention (I) for the Amelioration of the Condition of the Wounded and Sick in Armed Forces in the Field. Geneva, 12 August 1949. Convention (II) for the Amelioration of the Condition of Wounded, Sick and Shipwrecked Members of Armed Forces at Sea. Geneva, 12 August 1949. Convention (III) relative to the Treatment of Prisoners of War. Geneva, 12 August 1949. Convention (IV) relative to the Protection of Civilian Persons in Time of War. Geneva, 12 August 1949. Iraq ratified Geneva Conventions 1956 US ratified in 1955 Additional Protocols 1977 †¢ Protocol Additional to the Geneva Conventions of 12 August 1949, and relating to the Protection of Victims of International Armed Conflicts (Protocol I), 8 June 1977. Protocol Additional to the Geneva Conventions of 12 August 1949, and relating to the Protection of Victims of Non-International Armed Conflicts (Protocol II), 8 June 1977. Neither Iraq nor the US have ratified the Protocols International Human Rights Law †¢ Universal Declaration of Human Rights –1948 †¢ International Covenant on Social,Economic and cultural Right †¢ International Covenant on Civil and Political Rights †¦other conventions/covenants†¦ †¢ Convention on the Status of Re fugees – 1951 †¢ Guiding Principles on Internal Displacement 1998 International Tribunals †¢ †¢ †¢ †¢ †¢ Nuremburg ICTY – Hague ICTR – Rwanda Sierra Leone International Criminal Court (Rome – 1998/2002) †¦ Universal Jurisdiction †¦ ‘Genocide’ ‘War Crimes’ ‘Crimes Against Humanity’ Current Issues †¢ Allegations of indiscriminate bombing †¢ Targeting under IHL †¢ Ensuring Humanitarian Access †¢ Status of Combatants, Civilians and Civilians Taking Up Arms †¢ Suicide Attacks – ‘Perfidy’ †¢ Occupying Forces International Red Cross Protectors of the Geneva Conventions impartial, neutral and independent from any political objective’ †¢ †¢ †¢ †¢ †¢ ‘Right to be present’ when conflict breaks out Protect the lives and dignity of victims of war Monitors compliance with Geneva Conventions Visits POW’s Provides medical/humanitarian assistance IRAQ ICRC – in battle areas †¢ †¢ †¢ †¢ Hospitals Water Pow’s Tracing IFRC and Red Crescent Societies – outside the battle †¢ Refugee camps †¢ Tracing †¢ Humanitarian assistance International Delegates Water Systems Medical Assistance Family Tracing Refugee Camps Orthopaedic Centres Orthopaedic Centres Resources: †¢ †¢ †¢ †¢ †¢ †¢ www. icrc. org www. ifrc. org www. redcross. ca http://www. ihlresearch. org/iraq/ http://www. reliefweb. int/ocha_ol/civilians/ www. unhcr. ch â€Å"As human beings, we cannot be neutral, or at least have no right to be, when other human beings are suffering. Each of us†¦ must do what he or she can to help those in need, even though it would be much safer and more comfortable to do nothing. † – Kofi Annan UN Secretary-General

Haas School of Business Programs and Admissions

The Haas School of Business, also known as Haas or Berkeley Haas, is a University of California, Berkeley school. UC Berkeley is a public research university that was founded in 1868 in the state of California. Haas was founded just 30 years later, making it the second oldest business school in the United States. Haas School of Business has more than 40,000 alumni and is frequently ranked among the best schools in the nation. Degrees are offered at the undergraduate and graduate level. Nearly 60 percent of Haas students are enrolled in one of the three available MBA programs. Haas Undergraduate Programs Haas School of Business offers a Bachelor of Science in Business degree program. The programs curriculum consists of a 7-course breadth sequence, which requires students to take at least one class in each of the following categories: arts and literature, biological science, historical studies, international studies, philosophy and values, physical science, and social and behavioral sciences. Students are encouraged to spread these courses out over the four years that it takes to earn the degree. The Bachelor of Science in Business curriculum also includes core business courses in areas like business communication, accounting, finance, marketing, and organizational behavior. Students are also allowed to customize their education with business electives that focus on more nuanced topics like corporate finance, leadership, and brand management. Students who want a global view of business can participate in Haas study aboard or travel study programs. Getting In Haas Bachelor of Science in Business degree program is open to students enrolled in UC Berkeley as well as students who are transferring in from another undergraduate school. Admissions are very competitive, and there are prerequisites that must be met prior to applying. For example, applicants must complete a minimum of 60 semester or 90 quarter units as well as several prerequisite courses prior to submitting an application. Preference is given to applicants who are California residents. Applicants who are transferring from a California community college may also have an edge. To apply to a Haas School of Business program, you should have some work experience. Students in the Full-Time MBA and EWMBA program typically have at least two years of work experience, with most students having five years or more. Students in the EMBA program usually have ten years of work experience or more. A  GPA  of at least 3.0 is standard for applicants, though it is not a firm requirement. At  minimum, applicants should be able to demonstrate academic aptitude and have some quantitative proficiency to be considered for the program. Haas MBA Programs Haas School of Business has three MBA programs: Full-Time MBA Program: The full-time MBA program is for students who do not plan to work while they earn their degree. This program takes two years to complete and requires full-day class attendance Monday through Thursday.Evening and Weekend (EWMBA) Program: The EWMBA program is a part-time MBA program that allows students to continue working while they earn their degree. Students in this program can attend school two evenings during the week or all day on Saturday. Either way, the program takes 2.5 years to 3 years to complete.MBA for Executives (EMBA) Program: The EMBA program is a part-time program for students who are either executives or have a lot of work experience. This program, which takes about 19 months to complete, meets Thursday through Saturday every three weeks. All three MBA programs at Haas are campus-based programs that are taught by the same faculty and result in the same MBA degree. Students in every program complete core business courses related to accounting, finance, marketing management, leadership, microeconomics, macroeconomics, and other business topics. Haas also provides global experiences for students in every MBA program and encourages tailored education through evolving electives. Other Graduate Programs at Haas School of Business Haas School of Business offers a one-year Master of Financial Engineering program that is designed to prepare students for careers as financial engineers. To earn a degree from this full-time program, students must complete 30 units of coursework  in addition to a 10-12 week internship. Admissions for this program are very competitive; fewer than 70 students are admitted each year. Applicants who have a background in a quantitative field, such as finance, statistics, mathematics, or computer science; high scores on the Graduate Management Admission Test (GMAT) or the Graduate Record Examinations (GRE) General Test; and an undergraduate GPA of 3.0 have the best chance of acceptance. Haas also offers a PhD program that allows students to study one of six business areas: accounting, business and public policy, finance, marketing, management of organizations, and real estate. This program admits fewer than 20 students each year and usually requires four or five years of study to complete. Applicants do not need to come from a specific background or have a minimum GPA, but they should be able to demonstrate scholarly ability and have research interests and career goals that are aligned with the program.