Communication Plan Example Essay

Background/Purpose Description of project The Denver International Airport (DIA) Project was created to handle the projected increase in passenger travel, due to the Airline Deregulation Act of 1978. The DIA project would consist of improved airfield configuration, international facilities and efficiency in operation of regional airspace and terminal layout, reduction in noise impact, and new baggage handling and communications systems. This anticipated $1.2 billion conversion project turned out to be a $5 billion ordeal. Improper project management appeared to be the underlying cause of this costly project. The City of Denver appointed two companies, referred to herein as the project management team (PMT) to manage the DIA project. However, beginning with the selection of the architects, the PMT relinquished control by failing to maintain the City’s goals and objectives. Project Scope Provide the scope of the project The scope of the DIA was to replace Denver’s Stapleton Airport with a new runway and baggage handling system to serve the needs of the growing air travels through it city which would satisfy its needs for at least 50-60 years with an initial estimate of $1.2 billion agreed upon by Denver Mayor Federico Pena and Adams County officials in 1985. The project benefits included: Improved airfield configuration; Improved efficiency in the operations of its regional airspace; Improved and efficient terminal/concourse layout; Improved international facilities; Significant expansion capability; and Enhanced efficiency of airline operations. Communication Plan Purpose: what is the purpose of the communications plan The purpose of the communications plan is to guarantee that all parties involved in the project are communicating in an efficient and timely fashion. The plan states the audience involved, as well as the type of vehicle of communication vehicle and frequency, medium, source, task responsibilities, sensitivities, lessons learned, expected results, historical information, and closing statements. Prioritizing and organizing skills are essential elements to a communication plan in order to disseminate information in accordance with the project’s timeline to meet its goals and objectives. The project stakeholders are: City of Denver Greiner/MKE Engineering New Orleans Architectural Firm Continental Airlines United Airlines Communication Plan Scope: Scope: Why a communication plan and what it does for the project The communication plan is essential to the DIA project because it fosters accountability to the stakeholders for effective communication regarding the work that needs to be completed according to the approved deadline and costs to complete the project. Effective communication includes the method in which the information will be delivered, details about the timeline of events and any unforeseen circumstances with remedies for modification and approval. References Kerzner, H (2004). Advanced Project Management: Best Practices on Implementation, 2nd Edition, Retrieved June 23, 2013 from DeVry Library Database 24Ãâ€"7.

The Effects of Steroids on the Human Body and Steroid Abuse

The Effects of Steroids on the Human Body and Steroid Abuse by Athletes For many years, the use and abuse of anabolic-androgenic steroids have been linked closely to athletes. Steroids come in different forms. They can be taken in pill form or injected straight into the user’s muscles by a needle. There are many sports that are associated with steroid abuse like weightlifting, basketball, and track and field. Anabolic-androgenic steroids are synthetic forms of male sex hormones, like testosterone.They speed up the growth and development process of muscles in the body. Steroids were originally developed around the 1930s in order to treat hypogonadism, which is a disease that prevents the male testes to not produce enough testosterone for its functions. Once scientists began to test steroids on animals, the same effect of increased muscle size was present in the animals. This immediately led to the abuse of steroids by body and weight lifters, and then closely followed by athletes from all kinds of different sports to enhance their performances.Whet her the user is male or female, certain sexual mannerisms of the male body will begin to produce in their body. There are several temporary and permanent side effects of abusing steroids. Temporary side effects include acne, increased breast size in men, and aggression. The sebaceous glands in the skin become inflated with excessive steroid use. Once this happens, the oils in the glands are increased which causes the skin to break out with acne. Another effect would be gynecomastia (increased breast size in men).This occurs when the body converts extra testosterone into female hormones, like estrogen, and female breast tissue is sometimes formed creating breasts on the man. Females will also experience male characteristic changes to their bodies. They might notice that their voices may be deepening because the testosterone from the steroids sends male signals to the brain. Facial hair and body hair with begin to grow rapidly on the female’s body, along with coarse skin and sh runken breasts. Both men and women will experience â€Å"roid rage† which is a heightened aggression for no certain reason.This anger can lead to irritability, stress, and violence. The long term side effects can include HIV, cardiovascular problems, stunted growth, and weight problems. HIV, not taken very seriously by must steroids abusers, is one of the most dangerous and deadliest side effects of steroids. This is because people don’t think they can get HIV even though most of the time they are sharing their needles with a numerous amount of other users. HIV could be spread from one person to another just by using one needle.Using steroids can increase one’s blood cholesterol which can lead to heart problems, heart attacks, and even strokes. The new weight of the user’s muscles puts an unnecessary strain and pressure on the heart, because it has to pump more blood to so much more tissues in the muscles. Stunted growth mainly affects teenagers going thr ough puberty because once the brain senses a certain amount of hormones in the body; it sends a message to the bones to stop growing to the teenager will most likely be shorter than the average height for their gender, ge, and weight. One last long term side effect of using steroids would be weight gain and other weight problems. People who eventually stop abusing steroids often end up having a weight problem. If they bulked up with lots of muscle, these muscles will turn to an absurd amount of fat on their body. They also have an issue with losing the excess fat because the muscles were so used to being injected with steroids. The World Anti-Doping Agency (WADA) has written a list of banned drugs that all athletes are not allowed to use to enhance their performance.The list includes steroids that can be taken orally or steroids that can be injected by a needle into the abuser’s muscle. There have been thousands of athletes that have been banned from the respective sports bec ause of doping (using steroids) while training and/or participating. Several doping scandals in the athletic world have unfortunately come up in the past. One example would be the steroid scandal of Marion Jones. She had won the 100 meter dash, 200 meter dash, and the 4Ãâ€"1 meter relay in the Sydney Olympics.Around 2005, there was an investigation to see whether she was doping or not. Marion denied ever using steroids before or during the Summer Olympics. But in 2007, she admitted in court that she lied to the investigators and two grand juries saying she had in fact used steroids during the Summer Olympics. Because of this confession, she was sentenced to six months in 2008 prison for lying to the prosecutors who were investigating her case. In an interview with Oprah, Marion Jones admitted that she most likely could have won in the Sydney Olympics without the use of steroids.Honestly, if she was confident enough to know that she was going to win without doping, what was the poin t of taking steroids in the first place? It makes me sad to hear that there are hundreds of thousands of doping scandals like this and even in other sports. If you’re good enough in what you’re doing, I think that you don’t need to over-do it by adding steroids into the mix. Marion was stripped of her gold medals from Sydney. Nowadays, WADA and other anti-doping agencies are cracking down harder on drug testing athletes several times before and after games and races.If you know you’re not good enough and you feel like you have to take steroids, don’t bother wasting your time because sooner or later someone is going to find out and you’ll end up embarrassing yourself and your family. It feels better to win knowing that all you did was work hard, keep to eating a healthy diet, and train as much as you could, instead of getting lazy and buying steroids. I understand people need to see that they are â€Å"the best† instead of just believi ng it, but there are other ways to improve your performance and do well in whatever sport you play.

Training and Devolopment with Reference to “Apcpdcl”

A PROJECT WORK ON TRAINING AND DEVOLOPMENT WITH REFERENCE TO â€Å"APCPDCL† The thesis report submitted on the partial fulfillment of the requirement for the award of MASTER OF BUSINESS ADMINISTRATION By HEMALATHA Y Reg. No 110277202005 Department of Business Management ST. THERESA’S COLLEGE FOR WOMEN (Affiliated to Andhra University) ELURU 2010-2012 CERTIFICATE This is to certify that Miss. Y. Hemalatha, Student of â€Å"Ch. S. D. St. Theresa’s college for women, Eluru† has done the Project work titled TRAINING & DEVELOPMENT at APCPDCL, under my guidance during the period of 5th May 2011 to 5th July 2011. She has been sincere, dedicated and her conduct throughout the study during the above period has been excellent. Internal project guide Head of the department Mrs. Renuka Mrs. R. S. Saraswathi. External Examiner Director of PG Courses Dr. Marietta Pudota DECLARATION I hereby declare that this project report entitled â€Å"TRAINING & DEVELOPMENT† a bonafide work done for â€Å"APCPDCL† located in Hyderabad submitted in partial fulfillment for the award of degree of â€Å"MASTER OF BUSINESS ADMINISTRATION† DATE: PLACE: Hyderabad Y. Hemalatha ACKNOWLEDGEDMENT I behold to express my gratitude to Dr. R. S. Saraswathi, Head of the Department, Dept. of Management. It’s my pleasure and a bound duty to acknowledge with all my humility, my grateful thanks Project guide Dr. Renuka. I wish to thank and H. R. D Department for providing this opportunity to do my project and for taking special care and interest in my project work in their esteemed organization. I am grateful and thankful to for all the above for their support and kindness they offered during my term of the project. INDEX CHAPTER-I * Importance * Need for the study * Objectives of the study * Sampling and methodology CHAPTER-II * Company profile * Industry Profile CHAPTER-III * Concept of Training and Development * Areas of Training * Training Methods * Models of Training * Benefits of Training * Concept of Development * Importance of Training and Development CHAPTER-IV * Process of Training and Development followed by APCPDCL * Data interpretation and analysis Training and Development CHAPTER-V * Summary * Findings * Suggestions CHAPTER-V * BIBILIOGRAPHY * QUESTIONNAIRE IMPORTANCE OF HUMAN RESOURCE MANAGEMENT India is a land enriched with an abundant supply of human resource. One of the major impacts on production is the human sector. It has been recognized as a principle instrument in the fulfillment of the targets of the plan and in the achievement of the economic progress generally. Hence it is more the welfare of the employees and to prevent the main problems. An organization whether small or large, be it a business or an industrial enterprise, needs for its growth, survival and continuance four improvement M’s * MONEY * MATERIAL * MACHINERY and * MEN Primarily, success or failure of an organization mainly depends upon combination of the above four factors. Of which, I feel, managing men is critical and challenging task because of the dynamic nature of the people. No two persons are similar in their mental abilities, traditions, sentiments and behavior and are subject to many and varied influences, people are responsive, they feel, think and act and therefore they just cannot be operated like a machine or shifted and altered like a template in a room layout. Human beings differ from one another in basic metal abilities, personality, interest, skills, attitudes, aspirations, energy, education, training, experience and behavior. Because of these varied traits human beings are complex in their behavior and in their psychological make-up and when they interact with one another in a group or an organization, this complexity is multiplied. Because of these diversified factors, human beings have to be handled with great care and art of handling men was traditionally called as â€Å"personal management† but it is called as â€Å"human relations or human engineering. † Knowledge of people, their usage’s and behavior is the first step in developing the human relations. NEED FOR THE STUDY * To gain optimum utilization of human resource by measuring their training and development. * As the ultimate desire of every employee is for their hike (wages and salary). * To know the training and development and wages and salary administration of employees in the APCPDCL. * In human resource management employee is to be treated as an assent of the organization. Along with the training and development of the employee by the organization affects the moral of the employee and productivity of the organization. In such situation the expectation of the employee, which are described in job Description should not be ignored. OBJECTIVES OF THE STUDY The objectives of the study are: * To study and analysis the philosophy of employee training and development of APCPCL * To study the process of wage and salary administration that was followed by APCPDCL * To understand various strategies APCPDCL with fulfilling with fulfilling the need of Training and development need of the employees. * To compare the standards of APCPDCL with international standards. To study & analysis the philosophy of employee training and development of APCPDCL SAMPLING AND METHODOLOGY: A Survey of 100 respondents out of 514 employees at Corporate Office in produced by APCPDCL. By the way of random method was conducted. Data collection: After identifying the research objectives the next step is to identify the methodology for data collection. Data Sources: For the successful completion of the project, the study is in need fo r both primary as well as secondary data. Primary Data: Primary data collected through interviewing the employees in APCPDCL. In that sense 100 respondents through questionnaire. Secondary Data: The process of secondary data is also called desk research, which was collected and stored earlier. Questionnaire Design: To study the view on the â€Å"Training and Development† of APCPDCL. Researches used structured undisguised question wise most of the questions were of simple and the respondents are free to express their ideas. LIMITATIONS The study has its own limitations: * It is limited to small sample that is 100 respondents from a large number of populations in company with in a time frame of few days. The duration of project was limited for only two months. * The study is only on academic point of view. * The study is based on primary and secondary data. * Respondents may not be in a position to respondent in favor of the questionnaire. COMPANY PROFILE Central Power Distribution Company of A. P. Limited was formed from the erstwhile Andhra Pradesh State Electricity Board (APSEB) which was a power su pply company to the other sector Industries, Agriculture and for Home needs. On 01/02/1999, the APSEB has been divided into two wings. They are 1. APGENCO 2. APTRANSCO APGENCO It is a Subsidiary of APSEB. It generates Power from different sources such as Water, Coal, etc. the generated Power from the APGENCO will be sold to APTRANSCO which is also Subsidiary of APSEB. APTRANSCO It is also a Subsidiary of APSEB. It buys Power from APGENCO and it resells to the Distribution Companies. There are four Distribution Companies under Andhra Pradesh State Electricity Board which distributes power for all over Andhra Pradesh. Central power distribution company of Andra Pradesh Limited hyderabad Northern Power Distribution Company of Andhra Pradesh Limited – Warangal. Southern Power Distribution Company of Andhra Pradesh Limited – Thirupathi. Eastern Power Distribution Company of Andhra Pradesh Limited – Vishakapatnam. These four companies are distributing power to their concerned area for each distribution company there is one Chairman & Managing Director and four or five Directors to control the Operation of Power Distribution Companies. Apart from them a Public Relation Officer and a Company Secretary is also there. APTRANSCO controls all four Distribution Companies to maintain uniformity among the companies. APGENCO is an Independent Organization. CENTRAL POWER DISTRIBUTION COMPANY OF A. P. LIMITED, HYDERABAD. Vision of APCPDCL To be one of the India’s best Power utilities, satisfying the customer’s needs and powering states growth. Mission of APCPDCL To be a Powerful Distribution Company in the Electricity sector through: – Make available reliable and quality Power – Continuously develop competent and committed human resources to match best Standards. * Adopt State-of art technologies for improved productivity. The core values of the Organization are, * Customer Focus * Organization Pride Mutual Respect and Trust * Initiative and Speed * Total Quality With a vision to fulfill the expectations of the Government, the Central Power Distribution Company of A. P. Limited, Hyderabad which came into being on 1st April 2000 as a sequel to the A. P. Electricity Reforms Act,1998 with an objective of Electricity to the people at an affordable price. With its headquarters at Hyderabad, the APCPDCL encompasses an area of Seven Districts viz. , Anantapur, Kurnool, Mahaboobnagar, Nalgonda, Medak, Ranga Reddy and Hyderabad catering to the power requirements 57. million consumers. APCPDCL has a vast infrastructure facility in its operating area with 972 Nos. 33/11 KV. Sub-stations, 1, 459 Nos. of Power Transformers, 522 Nos. of 33KV Feeders, 3, 676 Nos. of 11KV Feeders and around 1,60,983 Nos. of Distribution Transformers of various capacities. A number of new initiatives for improving the quality supply of Power were introduced by APCPDCL such as * Pass books to individual customers * Electronic spot billing * Voluntary disclosure schemes * Web enable customer service centers * Tie up with e-sevas centers for bill payment Electronic control and complaint center etc. * Tins, Mats, Cap. * Vidyut sadassus, Sub-stations wise making Having electrified 6,489 Villages, 5,600 General hamlets, 2,059 Tribal hamlets, 12,105 Daliwatdas and 5,806 Weaker Sections Colonies, APCPDCL is looking forward to me et many challenges with promised to deliver quality customer services through innovative programs. The philosophy of APCPDCL is to continuously striving to enhance is performance emerged stronger by the day to offer its customers the best and value for money. The company is managed by a Board of Directors consisting of the following members. * Chairman & Managing Director: Mr. .M. T. Krishna Babu, I. A. S. , * Director (HRD&OPW/GH): Mr. K. Venkatanarayana, B. E. , * Director (P & MM): Mr. KH. Ghulam Ahmed, B. E. , * Director (Commercial): Mr. A. Srinivas Rao, B. E. , * Director (Finance ): Mr. P. Rajagopal Reddy * Director (Operation-Rural): Mr. B. Veera Reddy, B. E. , * Director (Coordination): Mr. B. Ravindra Reddy, B. E. , * Director (Projects & IT): Mr. G. Raghuma Reddy, B. E. , Licensed Area Covering seven districts in Rayalseema and Telangana areas including twin cities of Hyderabad and Secunderabad i. e. , capital of Andhra Pradesh, Kurnool, Mahaboobanagar, Medak, Nalgonda, Ranga Reddy and Hyderabad totally 86,800 SQ. KM. Customer Services: * Apply for new connection * Apply for transfer of service * Centralized trouble call center * Round the clock service * Spot billing Customer Information: * Electricity tariff * Fuse off call officers * Electricity saving tips * Official mail id * Citizens charter * Electrical safety Online Services: * Know your bill * Online bill enquiry Online bill calculation * Online bill payment Certain provisions in the Electricity Act 2003 such as open access to the transmission and distribution network, recognition of power trading as a distinct activity, the liberal definition of a captive generating plant and provision for supply in rural areas are expected to introduce and encourage competition in the electricity sector. It is expected t hat all the above measures on the generation, transmission and distribution front would result in formation of a robust electricity grid in the country. TRAINING AND DEVELOPTMENT TRAINING: Training is concerned with imparting and developing specific skills for a particular purpose. Training encompasses activities ranging from the acquisition of a single motor skill up to the development of a complex technical knowledge inculcation of elaborate administrative skills and the development of favorable attitudes towards the organization. Training is a learning experience in that it seeks relative permanent change in an individual that will improve his ability to perform the job. It involves change of skills, knowledge, attitudes and social behavior. TRAINING DEFINED It is a learning process that involves the acquisition of knowledge, sharpening of skills, concepts, rules, or changing of attitudes and behaviours to enhance the performance of employees. Training is activity leading to skilled behavior. †¢ It’s not what you want in life, but it’s knowing how to reach it. †¢ It’s not where you want to go, but it’s knowing how to get there. †¢ It’s not how high you want to rise, but it’s knowing how to take off | | †¢ It may not be quite the outcome you were aiming for, but it will be an outcome †¢ It’s not what you dream of doing, but it’s having the knowledge to do it It's not a set of goals, but it’s more like a vision. †¢ It’s not the goal you set, but it’s what you need to achieve it Training is about knowing where you stand (no matter how good or bad the current situation looks) at present, and where you will be after some point of time. T raining is about the acquisition of knowledge, skills, and abilities (KSA) through professional development. | FEW DEFINITIONS:- A planned process to modify attitudes, knowledge or skills behavior through learning experiences to achieve effective performance in an activity a range of activities. Its purpose, in the work situation, is to develop the ability of the individual and to satisfy the current and future needs of the organization. (Man power services commission 1981) The purpose of teaching new employees the basic sills need to perform their jobs. (Gary Dessler 1985) Training consists of planned programmes designed to improve performance at the individual group and/or organizational levels, which in turn gives measurable changes in knowledge, skills, attitudes and/or social behavior. (Wayne Cascio, 1995) Training is an art of increasing the knowledge and skills of an employee for doing a particular work. Peter F. Drucker) Training is the act of increasing the skills of an employee for doing a particular job. (Flippo) Training is the act of increasing the knowledge and skills of an employee for doing a particular job. (Arun Monappa and Saiyadain) PURPOSE OF TRAINING:- In the modern co-operative environment the necessity or training employees may arise for different rea sons as follows: a. To enable existing employees and new recruits to under take operations involving new technology. b. To adopt the existing methods and techniques to changing needs. c. To improve the efficiency of work performance by employee. d. To achieve higher productivity. e. To reduce supervision time, minimize spoilage and wastage of material. f. To develop the potential abilities or work-men etc. , AREAS OF TRAINING:- 1. Training in company policies or procedures:- The objective is to orient new employees with the set of rules Procedures, management, organization structure, environment and products, which the Form has and/ or deals with. Orientation is a continuous process aimed at the adjustment of all employees to new and changing situation. It aims to impart the facts Of company rules of policy, to create attitudes or confidence in the company, pride in its information about needs or skills, development, quality of production and work organization. 2. Training in particular skills:- Training f employees for particular skills is under taken to enable the employees to be more effective on the job. It is here and now proposition, some what like induction training, which does not have a very significant development a certain contribution to the job, for instance, sales training and machine skills. 3. Training in human relation:- Training is a broad category embracing many different aspects. Self-learning and inter-personal competence can be included in this category, all concerned with generally the some theme. It stresses a concern for individual relationship for feeling and treating . people as â€Å"Human Beings† rather than a machine. Not only in this concern and awareness in one’s attitude and behavior conductive to better work place relation but also to enhance productivity. This category of training is oriented towards the development of the individual and consequently the organization’s efficiency in terms of better team work. 4. Problem-solving training:- Many companies’ programmes also revolve around organizational units, like divisions or branches, which generally handle a product line. The practice is to call together all managerial, personnel, in a particular division/branch from both the head quarters and the field offices and discuss common problems and solutions across the table This is not only helps to solve problems, but also serve as a from for the change of ideas and information, which could be utilized in other situations. 5. Managerial and supervisory training:- The managerial job combines both techniques and conceptual knowledge. If it were of a specialist, it would emphasize. Some techniques and knowledge like operations, research, finance, production and personnel management. 6. Apprentice training:- The apprentice act, 1961 was based on the philosophy of providing some technical for unskilled people in order that there employment opportunity is enhanced, or alternatively to help them be self-employed. Industrial organization in specified industries is required to train apprentice in promotion to their work force in designated trades. The duration of training is 1 to 4 years. TRAINING METHODS/TECHNIQUES On the job method This type of training is also known as job instruction training in the individual is placed on a regular job and taught, the skills necessary to perform that job on the job training has a advantage of giving first hand knowledge and experience under the actual working conditions. (a) Job Rotation:- This type of training involves the movements of the trainee from one job to another. The trainee receives job knowledge and gains experience from his supervisor or Trainer in each of the different job assignments. This method gives an opportunity to the Trainee to understand the problems of employee on other jobs and respect them. b) Coaching:- The trainee is placed under a particular supervisor functions s a coach in training the individual, the supervisor provides feed back to the trainee in his performance and offers him some of the duties and responsibilities of the coach and relieves him of his burden. A limitation of this method of training is that the trainee may not have the freedo m or opportunity to express his own ideas. (c) job- instruction:- This method is also known as training through step by step. Under this method, trainee explains the trainees the way of doing the jobs. Job knowledge, skills and also him to do the trainee, provides feed back information and corrects the trainee. Off the- job method Under this method of training, trainee is separated from the job situation and his attention in focused upon learning the material related to his future job performance. (a) Vestibule training:- In this method, actual work conditions are stimulated in a classroom. Material, Files and equipment those are used in actual job performance are also used in training. This type of training is commonly used for training for clerical and semi-skilled jobs. b) Role- playing:- It is defined as a method of human interaction that involves realistic behavior In imaginary situation. This method of training involves action, doing and practice. The particular play the role of certain characteristics, such as the production manager, mechanical engineer, fore – men and the like. This method is mostly used for developing inter-actions and relations. (c) Lecture method: - This lecture is a traditional and direct method of instructions. The instructor organizes the material and gives it to a group of trainees in the form of a talk to be effective. The lecture must motivate and create interest among the trainees. An advantage of lecture method in that it is direct and can be used for a large group of trainees. Thus costs and time involved are reduced. (d) Confidence discussions:- It is a method of training the clerical professional and supervisory personnel. This method involves a group of people who possess ideas, examine and share facts, ideas and data. Test assumptions, and draw conclusions, all of which contribute to the improvement of job performance. Discussions has the discussion involves two-way communications and feed back is provided. e) Programmed Instructions:- The subject matter to be learnt is presented in a series of carefully planned sequential units. These, units are arranged from single to more complex levels of instructions. The trainee goes through these units by answering questions or filling in the blanks. This method is expensive and time consuming. MODELS OF TRAINING The system model consists of five pha ses and should be repeated on a regular basis to make further improvements. The training should achieve the purpose of helping employee to perform their work to required standards. The steps involved in System Model of training are as follows: 1. Analyze and identify the training needs i. e. to analyze the department, job, employees requirement, who needs training, what do they need to learn, estimating training cost, etc The next step is to develop a performance measure on the basis of which actual performance would be evaluated. 2. Design and provide training to meet identified needs. This step requires developing objectives of training, identifying the learning steps, sequencing and structuring the contents. | | Evaluating 3. Develop- This phase requires listing the activities in the training program that will assist the participants to learn, selecting delivery method, examining the training material, validating information to be imparted to make sure it accomplishes all the goals ; objectives. 4. Implementing is the hardest part of the system because one wrong step can lead to the failure of whole training program. 5 each phase so as to make sure it has achieved its aim in terms of subsequent work performance. Making necessary amendments to any of the previous stage in order to remedy or improve failure practices. TRANSITIONAL MODEL Transitional model focuses on the organization as a whole. The outer loop describes the vision, mission and values of the organization on the basis of which trainingmodei. e. innerloopisexecuted. Vision – focuses on the milestones that the organization would like to achieve after the defined point of time. A vision statement tells that where the organization sees itse lf few years down the line. A vision may include setting a role mode, or bringing some internal transformation, or may be promising to meet some other deadlines. Mission – explain the reason of organizational existence. It identifies the position in the community. The reason of developing a mission statement is to motivate, inspire, and inform | | the employees regarding the organization. The mission statement tells about the identity that how the organization would like to be viewed by the customers, employees, and all other stakeholders. Values – is the translation of vision and mission into communicable ideals. It reflects the deeply held values of the organization and is independent of current industry environment. For example, values may include social responsibility, excellent customer service, etc. | | | The mission, vision, and values precede the objective in the inner loop. This model considers the organization as a whole. The objective is formulated keeping these three things in mind and then the training model is further implemented. | | INSTRUCTIONAL SYSTEM DEVELOPMENT MODEL (ISD) MODEL Instructional System Development model was made to answer the training problems. This model is widely used now-a-days in the organization because it is concerned with the training need on the job performance. Training objectives are defined on the basis of job responsibilities and job description and on the basis of the defined objectives individual progress is measured. This model also helps in determining and developing the favorable strategies, sequencing the content, and delivering media for the types of training objectives to be achieved. The Instructional System Development model comprises of five stages: 1. ANALYSIS – This phase consist of training need assessment, job analysis, and target audience analysis. | | 2. PLANNING – This phase consist of setting goal of the learning outcome, instructional objectives that measures behavior of a participant after the training, types of training material, media selection, methods of evaluating the trainee, trainer and the training program, strategies to impart knowledge i. e. selection of content, sequencing of content, etc. | | | 3. DEVELOPMENT – This phase translates design decisions into training material. It consists of developing course material for the trainer including handouts, workbooks, visual aids, demonstration props, etc course material for the trainee including handouts summary. . EXECUTION – This phase focuses on logistical arrangements, such as arranging speakers, equipments, benches, podium, food facilities, cooling, lighting, parking, and othertrainingaccessories. 5. EVALUATION – The purpose of this phase is to make sure that the training program has achieved its aim in terms of subsequent work performance. T his phase consists of identifying strengths and weaknesses and making necessary amendments to any of the previous stage in order to remedy or improve failure practices. The ISD model is a continuous process that lasts throughout the training program. It also highlights that feedback is an important phase throughout the entire training program. In this model, the output of one phase is an input to the next phase. | | BENEFITS OF TRAINING:- * It leads to improved profitability and/or more positive attitudes towards profit motivation. * Improves the job knowledge and skills at all levels of the organization. * Improves the morale of the work force. * Helps in creating a better corporate image. * Faster’s authenticity, openness and trust. * Improve the relationship between bosses and subordinate * Aids in organizational development Learns from trainee * Aids in understanding and carrying out organizational polices * Provides information for future needs in all areas of the organization * Organization gets more effective decision-making and problem solving * Aids in developing leadership sill motivation, loyality, better attitudes, and other aspects that successful workers and managers usually display * Helps keep costs down in many areas, e. g. , production, personnel, and administration etc. , * Develops a sense of responsibility the organization for being competent and knowledgeable. * Improves labour-management relation Reduces outside consulting costs by utilizing competent internal consulting * Stimulates preventive management s opposed to putting out fires eliminates Sub-optimal behavior (such as hiding tools) * Aids in handling conflict, thereby helping to prevent stress and tension. Importance of Training Objectives Training objective is one of the most important parts of training program. While some people think of training objective as a waste of valuable time. The counterargument here is that resources are always limited and the training objectives actually lead the design of training. It provides the clear guidelines and develops the training program in less time because objectives focus specifically on needs. It helps in adhering to a plan. Training objectives tell the trainee that what is expected out of him at the end of the training program. Training objectives are of great significance from a number of stakeholder perspectives, 1. Trainer 2. Trainee 3. Designer 4. Evaluator | | Trainer – The training objective is also beneficial to trainer because it helps the trainer to measure the progress of trainees and make the required adjustments. Also, trainer comes in a position to establish a relationship between objectives and particular segments of training. | | | Trainee – The training objective is beneficial to the trainee because it helps in reducing the anxiety of the trainee up to some extent. Not knowing anything or going to a place which is unknown creates anxiety that can negatively affect learning. Therefore, it is important to keep the participants aware of the happenings, rather than keeping it surprise. Secondly, it helps in increase in concentration, which is the crucial factor to make the training successful. The objectives create an image of the training program in trainee’s mind that actually helps in gaining attention. Thirdly, if the goal is set to be challenging and motivating, then the likelihood of achieving those goals is much higher than the situation in which no goal is set. Therefore, training objectives helps in increasing the probability that the participants will be successful in training. Designer – The training objective is beneficial to the training designer because if the designer is aware what is to be achieved in the end then he’ll buy the training package according to that only. The training designer would then look for the training methods, training equipments, and training content accordingly to achieve those objectives. Furthermore, planning always helps in dealing effectively in an unexpected situation. Consider an example; the objective of one training program is to deal effectively with customers to increase the sales. Since the objective is known, the designer will design a training program that will include ways to improve the interpersonal skills, such as verbal and non verbal language, dealing in unexpected situation i. e. when there is a defect in a product or when a customer is angry. Therefore, without any guidance, the training may not be designed appropriately. Evaluator – It becomes easy for the training evaluator to measure the progress of the trainees because the objectives define the expected performance of trainees. Training objective is an important to tool to judge the performance of participants. | | DEVELOPMENT In day’s competitive environment, an organization has to be concerned about the development. Development in the preparation and education of manage to effectively manager their people while at the same time achieving the strategies and goals of their company. Development in a continuous processes and seeks to being about behavior change in trainee managers by cultivating their mental and inherent qualities. The Major Qualities Of The Development Programme Are: * The continuing improvement and development of present managers * Provisions of an adequate number of well-qualified managers for the future. * Optimum utilization of manpower of the organization * Prevention of managerial obsolesces An effective development programme to achieve to above mentioned objectives should include the following: * A carefully considered plan and organization and for carrying out the programme. A periodic appraisal or evaluation of each manager regarding his performance in the various stages of development under the programme * A continuous application and support from top management A number of management methods are available. Anyone of them can contribute to the objectives of the organization but only if the techniques are prudently selected, diligently and rigorously evaluated. Often techniques are used in the combination in long-term development programme. Some of these techniques are: * Coaching and counseling * Job rotation * Conference / discussion * Programmed and computer aid instruction * Role-playing Team group training Coaching and counseling: This is one of the most popular management development techniques where effective senior manager teach the new managers. The coach superior sets a good example of what a manager does while doing about daily business. The new manager exemplifies the correct behavior attitudes, assigned specific and challenging goals and provides trainees with frequent and immediate feedback concerning their job performance. The coach also delegates enough authority to the trainees to make some decision. This approach not only provides opportunities to learn but also allows a feeling of self-confidence to develop. Job Rotation:- Management –trainers and educationalist, has often preached ‘move the manager around’ when the manager is moved from one department to another, it gives him from a broad exposure to the strength and weakness of the company and much better understanding then he could otherwise possess. Guided conference / Discussion:- The guided discussions type of conference in an improvement over straight lecturing, the instructor known in advance what information or procedure he wants to bring our, and guides the discussion accordingly. Programme and computer aid instructions:- Programmed instructions are based on certain behavioral laws that relate to principles of reinforcement. The important feature of programmed instruction is that it Provides immediate feedback on whether the participants answered correctly or not. To facilitates this, the instructors are designed in such a way that all future learning. Programmed instructions can have been developed in computer aided format. In such a format, managers sit at a computer terminal with a monitor. The computer is programmed with the training materials. The potential for computer based training is virtually unlimited. It is generally agreed that because of such advantage as self-pacing, privacy, immediate feed back convenience and adoptability it will became one of the most popular training and development approaches available. Role-Playing:- In which roles as assigned to trainees to act out as they would do in their real life. It is helpful in training managers to deal with human relation management. Participants learn to appreciate others point of view. They experience a situation emotionally. It makes them more self-conscious and analytical in their behavior. It also permits the participants to show imaginations and care in finalizing solutions. Team group training:- This technique is also known as sensitivity training, laboratory training and executive action. Team group training is concerned with the real note stimulated problem existing with in the team group itself. It helps participants to learn about themselves their weaknesses and emotions to develop insights in to how they react to other and also how others react to them, to find out how to behave more effectively in inter personal relations to develop more open, authentic relations among people. T-group are really small discussion groups with no set leader, they have no fixed and mutual impact of the participants. But T-group training involves creation of stress situation, which go out of control. Importance of Training and Development †¢ Optimum Utilization of Human Resources – Training and Development helps in optimizing the utilization of human resource that further helps the employee to achieve the organizational goals as well as their individual goals. †¢ Development of Human Resources – Training and Development helps to provide an opportunity and broad structure for the development of human resources’ technical and behavioral skills in an organization. It also helps the employees in attaining personal growth. Development of skills of employees – Training and Development helps in increasing the job knowledge and skills of employees at each level. It helps to expand the horizons of Human intellect and an overall personality of the employees. | | †¢ Productivity – Training and Development helps in increasing the productivity of the employees that helps the organization further to achieve its long-term goal. †¢ Team spirit – Training and Development helps in inculcating the sense of team work, team spirit, and inter-team collaborations. It helps in inculcating the zeal to learn within the employees. Organization Culture – Training and Development helps to develop and improve the organizational health culture and effectiveness. It helps in creating the learning culture within the organization. †¢ Organization Climate – Training and Development helps building the positive perception and feeling about the organization. The employees get these feelings from leaders, subordinates, and peers. †¢ Quality – Training and Development helps in improving upon the quality of work and work-life. †¢ Healthy work-environment – Training and Development helps in creating the healthy working environment. It helps to build good employee, relationship so that individual goals aligns with organizational goal. †¢ Health and Safety – Training and Development helps in improving the health and safety of the organization thus preventing obsolescence. †¢ Morale – Training and Development helps in improving the morale of the work force. †¢ Image – Training and Development helps in creating a better corporate image. †¢ Profitability – Training and Development leads to improved profitability and more positive attitudes towards profit orientation. †¢ Training and Development aids in organizational development i. . Organization gets more effective decision making and problem solving. It helps in understanding and carrying out organizational policies †¢ Training and Development helps in developing leadership skills, motivation, loyalty, better attitudes, and other aspects that successful workers and managers usually display. | Human Resource Development Boundary: From the determination of training of needs to providing the training through to the assessment of the effectiveness of the training imported. PROCESS OF TRAINING AND DEVELOPMENT THAT IS FOLLOWED BY APCPDCL. The Chief General Manager (HR ; IR), the General Manager (IR ; Legal), the DE/CPTI and other officers are taking care of the resources to train, qualify, and develop the employees in APCPDCL. The annual budget on training sector of CPDCL is increased for this year(2011) is 2. 61 crores from 62. 5 lakes of previous annual budget of training sector. The company has following two types of training. They are: 1) In-House Trainings, and 2) External Trainings In-House Trainings: The company has its own training centre that is CPTI,it was located at GTS colony in Hyderabad. It is one of its kind and is fully equipped with following are 1 Mess (full fledged) 7 Lecture houses with a capcity of 360 parx 69 Individual hostel rooms 3 Suite rooms for guests The company has spent approximately 7 crores for the development of infrastructure at CPTI. CPTI DE(CPTI) AE(Tech) AS(CPTI)P;G| Sub-Division IAE I| Sub-Division IIAE II| AO(CPTI)Accounts| | Maintaince staff| Maintaince staff| | SUB-DIVISION I :- Under this, ADE and AE organize the following programs for the employees of APCPDCL likeINDUCTION Programmes REFRESHER Programmes MONTHLY Programmes UN PLANNED or TAILORE MADE Programmes I. INDUCTION TRAINING:- The newly recruited employees under direct recruitment, compassionate appointment and medical invalidation are given Induction training. The period of this training is generally 1 month or 25 working days. The roles and responsibilities of the recruitees are discussed along with the eagle-eye description of the works to be carried-out by them in APCPDCL.. In this programme,the trainees will be given the four types of Training. They are†¦.. * Room training * Live demos of various technical items in the lab at CPTI. Field visits to EROs, Section offices, etc. * On shore training: Interaction with the personnel working in the fields. These are giving to the employees to get the awareness for how to check with practical knowledge. II. MONTHELY or REGULAR PROGRAMMES :- The regular programmes will be conducted for the employees to gain the indepth knowledge and practical knowledge on work job. usually this programmes conduc ted about 3 to 5 days. III . REFRESHER TRAINING :- This type of training will be given to the employees for indepth study but less in number with comparison to regular programmes. The maximum number of days is 7 to 15 days on depending upon the number of participants and cader of the departments also considered. IV. UN PLANNED or TAILOR MADE PROGRAMMES :- Whenever there is a need of training on some special programs to get the awareness to the employees CPDCL will organize the un planned or tailor made programmes like Rajiv Gandhi Graama Vidyuth Yojana and M O U side programmes SUB-DIVISION IIAt this division the company organizes the MOU with side programmes. The main two programmes are†¦Ã¢â‚¬ ¦. 1) The National franchiese programmes ) The National training programme for C;D employeesIn this division the ADE/AE will plans to get the funds to the company through marketing of lecture halls means giving the lecture halls to other organizations on rent basis. The sub-division caders has to create the tailor made programmes for outside organizations based on their requirement. The also comes under Sub-division II i. e Indoor and Out door labs for technicality purpose. EXTERNAL TRAINING The outside training shoulb be approved by the CMD;BOD. Whenever there is a suitable programme for the employee of CPDCL the management favours in takes the decision favoure to the programme. Generally CPDCL has been deputed personnel for the programmes organized by organizations like ESCI (engineering staff college of instistute) ASCI (administrative staff college of institute) CIRE (central institute for rural electrification) etc are at Hyderabad. BESCOM CPRI NTPC(national thermal power corporation) TETRA TECH MYS YADE INSTRUMENTS JAIPOR PRODUCTIVITY COUNCILL etc are outside of the Hyderabad. DATA INTERPRETATION OF TRAINING AND DEVELOPMENT TABLE 5. 1 Respondent’s opinion on training facilities available in organization. S. NO. | OPTIONS| RESPONDENTS| | 1| Excellent| 25| | 2| Good| 75| | 3| Poor| 0| | | | | | Interpretation: The question was asked regarding their feeling about their training facilities at their Organization. 25% expressed that they are proud to work there, and 75% expressed happy. | | | | | | | | | | | | | | | | . TABLE 5. 2 Respondent’s opinion on training programme useful for day-to-day activities. S. NO. | OPITIONS| RESPONDENTS| | | Highly Satisfied| 26%| | 2| Satisfied| 60%| | 3| Not Satisfied| 14%| | Interpretation: In the above table there is an indication of percentage about the answers obtained from the employees about the training programmes conducted in the company and it is found that 86% of the people are happy with the training and those who are not satisfied with training programs are14%. TABLE 5. 3 Respondent’s opinion about training helps in personal development. S. NO. | OPTIONS| RESPONDENTS| PERCENTAGE| 1| To Large Extent| 60| 60%| 2| To Some Extent| 10| 10%| | Very Little Extent| 30| 30%| Interpretation: 60% of the employees opinioned that training helps in personal development, 10% of the employees opinioned that training may or may not help in personal development. And 30% of the employees do not feel that training help in personal development. From this we can identify that maximum number of the employee vote for training helps in personal development. TABLE 5. 4 Respondent’s opinion on improvement in their performance after attaining training programme. S. NO. | OPTIONS| RESPONDENTS| PERCENTAGE| 1| Excellent| 70| 10%| | Good| 10| 70%| 3| Satisfactory| 20| 20%| Interpretation: The above question is about the improvement in performance after training program. Because it is very important for the smooth flow of work to ultimate result 70% of the employee opinioned that performance after attaining the trainer is good. 10% of the emplo yee said that there will not be any difference in the performance after or before. 20% of the employee said that performance is better before attaining training. TABLE 5. 5Respondent’s opinion to what extent the training programme helped in your job. S. NO. OPTIONS| RESPONDENTS| PERCENTAGE| 1| To Large Extent| 65| 65%| 2| To Some Extent| 35| 35%| 3| Very Little Extent| 5| 5%| Interpretation: The above question is to know about the helpfulness of training requirement for the employees in the FFF organization. 65% of the employee opined that training helps in their job and 35% of the employee viewed that it may or may not help, and 5% of the employees opined that training does not help in their job. TABLE 5. 6 Respondent’s opinion on faculty available for training from inside the organization or from outside the organization? S. NO. | OPTIONS| RESPONDENTS| PERCENTAGE| 1| Excellent| 35| 35%| 2| Good| 15| 15%| 3| Satisfactory| 50| 50%| Interpretation: Faculty affects the productivity of an employee, so that he can put his better effort than previous, it improves moral of an employee. There the table indicates 35% of the employee feel that trainer should be from out side the organization 15% of the employee feel that trainers should be from inside the organization. 50% of the employees should be from both, out side and from inside the organization. | | | | | | | | | | | | | | | | TABLE 5. Respondent’s opinion to what extent the equipment, company adopts new technology? S. NO. | OPTIONS| RESPONDENTS| PERCENTAGE| 1| To Large Extent| 60| 60%| 2| To Some Extent| 35| 35%| 3| Very Little Extent| 5| 5%| Interpretation: When a person may have skill to be utilized then there should be required equipment, but it might not be recognized by an organization unless utilized skill leads to loss to both the organizat ions and individuals, intention behind asking this question is to advice the organization to try to recognize the needs of 60% of people which are to be utilized for your organization. TABLE 5. 8 Respondent’s opinion on criterion for giving training? S. NO| OPTIONS| Respondents| Percentage| 1| Company overall development| 10| 10%| 2| Company improvement| 60| 60%| 3| Future career growth| 30| 30%| Interpretation: The work load should not be over loaded and under loaded; work should be assigned to a worker taking in to consideration of job description, which is concerned on training criteria. 10%, 60%, 30% of people have expressed their high satisfaction, satisfaction and dissatisfaction respectively. TABLE 5. Respondent’s opinion about on the job training or off the job training? S. NO. | OPTIONS| Respondent's| Percentage| 1| On the job training| 15| 15%| 2| Off the job training| 50| 50%| 3| Both a & b| 35| 35%| Interpretation: Quality of job training has nearest relationship with the on the job training and off the job training which leads to high training, the above tables show the highly satisfied employees are 15%, satisfied employees are 50% are 3 5% number of employees is not satisfied regarding their quality of training. | | | | | | | | | | | | | | | TABLE 5. 10 Respondent’s opinion on training, which is provided by FFF on the safety programmes are very much helpful for your personal life or at the work place? S. NO. | OPTIONS| Respondents| Percentage| 1| Only for personal life| 5| 5%| 2| only for work place| 40| 40%| 3| Both a & b| 55| 55%| Interpretation: Training should be very effective in any organization, which leads to discipline in organization, so that training facilities affect the productivity of individual employee’s personal life. In FOODS, FATS & FERTILIZERS there is a lot of dissatisfaction regarding safety programmes. It is need to be improved. CHAPTER-4 SUMMARY SUMMARY I have done a study on â€Å"TRAINING† and â€Å"DEVELOPMENT† a concept of human resource management In â€Å"APCPDCL†, which is located at Hyderabad. The importance of the study of the† Training and development is the emergence of new climate in the economic environment. In this study the concept of training and development was used as an umbrella for describing various personal policies and practices. The major source of data for the training and development in APCPDCL is questionnaire. The data was given by the employee is based upon their perception on the different items in the questionnaires. The questions were asked about their training levels of employees regarding the factors, which affect the training and on their development of the employee’s work life. From the above analysis it is clear that the performance of the company is quite good in all sectors. The training for all the departments like technical awareness and behavioural finally shows a change in the work of all the employees. This training is planed in such a way that all the employee’s show interest in learning new things. The training helps employees in learning new things. Moreover the company is also supporting the employees in their industrial visits too, where the family members of the employees are also allowed. Keeping view of the company’s awareness, it has geared itself for a multifaceted growth achieving productivity of human resource. FINDINGS * It is observed that most of the employees are satisfied with the training practices of the organization. * It is observed that most of the respondents who are satisfied with the TRAINING facilities in the organization. It is observed that most of the employees are satisfied with the working conditions in the organization. * It is observed that more than half of the employees are satisfied with the salaries and other benefits provided by the company. * Expected return on the training progrmmes is being achieved. * The Company’s training institute, CPTI is one of its kind and is fully equipped with audio-video enhancements in the Lecture halls, hygienic hostel rooms and best quality food, good refreshments and cooperative staff. * The Company has a training policy of 3 to 5 mandays of training for each and every employee. The Company is organizing TAILOR-MADE programmes whenever necessary to its employees to strengthen, update and refresh their knowledge. * The personnel are deputed for External trainings by the management when suitable programmes are being organized by various organizations irrespective of their location i. e. , either at Company’s headquarters (Hyderabad) or outside like Delhi, Jaipur, etc. * the company is currently upgrading itself from SAP 4. 7 to SAP 6. 0 Version which includes HCM, Trainings etc. * The model followed in CPDCL is SYSTEM Model. SUGGESTIONS The employment of retired employees should be in limit because they do not have more responsibilities when compared to the regular employees, thus we can reduce the average age of the employee. It helps in increasing the skill of the e mployee. * While recruiting the employees, preference should be given to both the qualifications and experience of the prospective employee. * Motivational camps should be done for the employees for reducing absenteeism. * Separate training for semi-skilled, UN skilled then they have some talent in a particular field. ANNEXURE Bibliography Questioner BIBLIOGRAPHY IJTD MAGAZINE- Indian Journal of Training and Development P. Subbarao – Essentials of Human Resource Management And Industrial Relations V. S. P. Rao – Human Resource Management, text & cases Mizra S Saiyandain – Human Resource Management Keith Devis – Behaviour of Men at Work QUESTIONNAIRE FOR TRAINING AND DEVELOPMENT Name : Age : Qualifications : Designation : Period of Training (in days) : Service in FFF (in years) : 1) What is your opinion on training facilities available in your organization? a) Excellent b) Good c) Poor 2) What is your opinion about your working conditions or environment? a) Highly satisfied b) satisfactory c) Not Satisfactory 3) To what extent you found the training program useful for day-to-day activities? ) Highly Satisfied b) Satisfied c) Not Satisfactory 4) Do you feel training department provides a congenial for learning? a) To Large Extent b) To Some Extent c) Very Little Extent 5) Do you feel that training helps in personal development? a) To Large Extent b) To Some Extent c) Very Little Extent 6) How do you find the change or improvement in your performance after attaining training program? a) Excellent b) Good c) Satisfactory 7) How do you find training program helped content designed? a) Excellent b) Good c) Satisfactory 8) To what extent the training program helped in yo ur job? ) To Large Extent b) To Some Extent c) Very Little Extent 9) What is your opinion on faculty available for training program? a) Excellent b) Good c) Satisfactory 10) What is your opinion on infrastructure available in FOODS, FATS & FERTILISERS organization for the training program? a) Excellent b) Good c) Satisfactory 11) To what extent the equipment, company adopts new technology? a) To Large Extent b) To Some Extent c) Very Little Extent 12) What were the criteria for giving training? a) Company overall development b) Company improvement c) Future career growth 3) You requires on the job training or off the job training? a) On the job training b) Off the job training c) Both a & b 14) Training requires only new employees or existing employees? a) New Employees b) Existing Employees c) Both a & b 15) The training, which is provided by FFF on the safety programmed, are very much helpful for your personal life or at the work place? a) Only for personal life b) Only for work p lace c) Both a & b 16) Is management staff participated with you in training programme? a) Yes b) No c) Comment 7) Are you feel it necessary to participate management with you in training programme? a) Yes b)No c) No comment 18) Trainers come from outside or your employers only? a) Our employers b) Outsiders c) Both a & b 19) How could that the atmosphere also plays a vital role in training programme? a) Yes b) No c) No comment 20) After training the management will motivate or leave you? a) Motivates us b) Leaves us c) No comment 21) Are you requiring only safety measures training or technical training? a) Safety training b) technical training c) a & b

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Panasonic supply chain security - Essay Example As Arway states (34), the security of good during the transportation of goods ensure that they are not subject to malicious actions such as theft and terrorism. The engagement of a system to protect not only the goods but the staff involved in the transit of goods ensures that the organization's operations are secure and any threats are mitigated. This is a fundamental requirement for any organization that intends to remain profitable in the market must bear in mind. Panasonic employs technology to ensure security of goods in transport in various ways. First, the organization provides a sustained surveillance and monitoring system to ensure that both the employees and the goods are safe especially in high traffic areas that are sensitive to criminal acts. The system has a provision to scan the faces if the staff involved in the transportation process and keep a survey if any interrupting person gets in the transport vehicle. This system ensures that only the authorized members are al lowed into the vehicle. Any extra person getting in the vehicle will be detected and the system will trigger an alarm to notify about the intrusion. Consequently, any entry of unauthorized systems will be captured and the staff will be prompted to respond to the intrusion as necessary (Burges 49). This is a critical dimension of security that contributes to safety during the transportation stage of the supply chain. The organization has also paid attention to cargo management as a prerequisite to ensure that the safety of the cargo is maintained all through the transportation journey. Panasonic has developed the Panasonic Toughbook gadget that helps to monitor and track the location of the products that are being carried either by a train, a plane or even an ordinary vehicle. The transportation stage is usually subject to a lot of external threats and the knowledge of a cargo location is a vital aspect of the security of cargos. For instance, often, gangsters may take a cargo and di vert it away to a different location (Panasonic). In such a case, the managers will monitor the location of the cargo and if it diverts away from the predetermined route, a security response can be initiated to secure the cargo, hence avoiding the consequential loss that is likely to occur in the event of such an attack. The Toughbook Computer enhances mobile computers have feature to ensure that the management staff can be able to monitor goods from the time they are loaded into the vehicle up to the moment they are offloaded at the destination of the vehicle. This security measure helps to guarantee to a great percentage the safety of goods and to ensure that the entire load arrives at its destination safe and sound. Inspection solution is another way that Panasonic provides security to its clients during a transportation process. Software driven Toughbook mobile computers is an innovative method of securing sustenance during transportation of goods. The gadget is GPS enabled and has a wireless connection to ensure remote connectivity and monitoring of large trucks or mobile vehicles that are likely to cause damage to the cargo on its way to its destination. The development of this system is such that the system will approximate the distance of the cargo from a threat accident and provide a warning precautionary measure that helps the driver to avoid or take a proactive action to avoid possible damages (Panasonic). Apart

The Sixth Challenge of Vision 2020 Essay Example for Free

The Sixth Challenge of Vision 2020 Essay The sixth challenge of vision 2020 is to form a scientific –oriented and progressive society. A scientific, oriented and progressive society is a society that is fully inventive and creative, forward-looking, optimism, generous and provides a technological civilization in the future. The reason why I think the sixth challenge cannot be met because of the identification of race with economic function, and the recognition of race in economic backwardness. Identification of race with economic scale implies that the income of individual is not equal; the crisis of disparity between races is significant. Each race will have their own economic worth due to the individual upbringing and education, economic preferences and effort therefore they received different financial reward. An equality of income between races is not possible and not achievable. On the other hand, the sixth challenge cannot be meet on year 2020 is because of lack of skill labors in the society. Young Malaysians seek to study and work abroad and this create a shortage of skill labor which slowed down the growth of the country. Others countries provide better wages, career opportunity, environment and education than Malaysia such as neighbor Singapore. Therefore, it is hard to develop a scientific society by year 2020 if there is a shortage in skilled labors, potential and technologies. To overcome the challenge, 1 Malaysia concept must be strongly built up in every race’s mindset to reduce racial politics in the country. The society should accept and tolerances among people of different races, and have a mutual respect for each citizens within the country. Government should allocated resources appropriately to reduce the racist crisis. Next, government should also focus on the level of wages and allowance pay to the skilled labor to reduce the capital loss of country. Government should increase the project of development of the country to provide more career opportunities to the citizens.

Reviewing Recidivism In The Criminal Justice System Criminology Essay

Reviewing Recidivism In The Criminal Justice System Criminology Essay Recidivism, in the criminal justice context, is most simply defined as a relapse into criminal behavior (Merriam-Webster Online, 2010). Once a convicted criminal has served his or her time and is released from incarceration, in a perfect world, they would never return. One might assume that having lost all individual liberties, a person would do everything within their power to not ever be in that predicament again. However, against all logic, this is not always the case. When an ex-convict reoffends and is incarcerated again, he or she has then become a recidivism statistic. So the question is, Why does this happen? Does not the thought of untainted freedom appeal to these individuals? Secondly, does society have a role in ensuring these released prisoners have the skills necessary to progress forward as productive members of society; never to return to the prison system? Whose responsibility is it to ensure those who walk beyond the prison wall do not return? And third, with the nu mber of people in prisons and jails (in America) at an all time high, these are questions that beg to be answered. Since the burden of financing prisons falls upon the American tax-payers, it is of benefit to them to invest in efforts geared towards reducing recidivism. All of society has a large stake in keeping offenders out of prison, which in turn decreases the amount of new prisons which need to be built, staffed and funded. With that said, in order that the issue of recidivism be addressed, all involved parties must ultimately agree upon the best course of action. Many in the correctional field erroneously assume that what works to reduce re-offending rates for one individual may work for all. Thus, many programs in place today utilize a standard approach for the masses; recalling one instance in which that particular approach was successful. One side states the best approach to reducing recidivism is more discipline; harsher sentences and longer prison stays. Yet another faction may stand behind the various rehabilitation approaches which include: diversion programs, half-way house stays, treatment programs while incarcerated, work-release programs, substance abuse programs and 12-step programs to name a few. Furthermore, an additional barrier to any approach is the responsibility of correctional facilities to prove what works, via statistics and the like to enable such programs to be funded. So, what really works? Those in the criminal justice community (and scholars in general) make great claims as to what is most effective at reducing recidivism. Every political party, prison administrator, police officer or correctional officer has their own personal analysis on the matter. Nevertheless, as with any concern, before mapping out a solution the problem must first be properly identified. Unfortunately, recidivism is plagued with a number of unique problems which contribute tiny parts to the whole. One great contributor is the fact that many of the prisoners, before even becoming incarcerated, cannot read or write, have very little job skills, have anti-social behavior problems and may even be mentally unstable? With these issues comes the instigator of little to no treatment. Are the correctional institutions able to address these issues or are they simply ignoring them in the spirit of simple incapacitation? Although there is scientific evidence that rehabilitation really does work (even if on ly part of the time), many stake their claims on harsher punishment; retribution. Yes, there has been controversy regarding previous research based on conflicting definitions of recidivism and faulty statistics. Even so, exact definitions or not, the greatest harm to date is the application of a one size fits all approach. In this paper Ill review the various schools of thought and outline programs in use today. Secondly, Ill summarize the programs and approaches which seem to garner the attention of experts, via empirical evidence and scientific research, as possessing the greatest hope for reducing the rates of recidivism; even if only slightly. REHABILITATION Criminal justice policies were not always as punitive as they are today. During the 1950s and 1960s, most Americans held the optimistic view that offenders could be reformed and that it was the responsibility of the criminal justice system to do so (Pager, 2007). This mindset reflects societys tolerance and sympathy at the time. During this period the Federal Bureau of Prisons emphasized rehabilitation as a correctional tool for use in Federal prisons. This Medical Model, a term by which the rehabilitation movement was referred, placed offenders through treatment programs which included counseling, education and vocational training (UNICOR, 2010). Prisoners were taught vocational skills, attended educational courses, completed high-school course work, and in some instances received college degrees. Rehabilitation was a key part of the United States policy on incarceration and prisons in general (Benson, 2003). Another implicit motive for these rehabilitation efforts was the fact that a large majority of the prison population suffers from mental illness. This reality is no secret. Inmates, because of their risky lifestyles, poor access to health care, and substance abuse, are less healthy both physically and mentally (Petersilia, 2003). According to a Bureau of Justice Statistics Report, in 1997 an approximately 347,000 prisoners, both state and Federal, reported having a physical impairment or mental condition (Maruschak Beck, 2001). The severity of these illnesses can range from mild mental issues to severe illness such as schizophrenia. During the Medical Model era, and still today this issue lacks the full attention of correctional institutions and the criminal justice community. Nevertheless, treatment was offered for mental health issues during this time. Up until the mid-1970s offenders were often given mandatory therapy and drug treatment as part of their prison sentence. Many had substance abuse problems and were treated for such. Convicted criminals were seen as needing supervision, re-socialization, and support in acquiring the coping skills, behavioral therapy, and vocational skills which form the foundation for reentering society. At that time it was generally believed that counseling, education, and job training were central to criminal desistance and that active intervention could have lasting effects (Pager, 2007). As previously mentioned, many offenders enter prison as illiterates with very little marketable job skills, drug problems and mentally health issues. Thus, this approach seemed practical. Although necessary this rehabilitative approach would not last long enough. Unfortunately, when the get tough on crime initiatives rolled in the rehabilitation portion of punishment was rolled out. Former President Ronald Reagan took it upon himself to focus the nations attention toward the problems of drug use and distribution. These get tough on crime initiatives, a product of Reagans war on drugs, caused prison populations to explode almost instantaneously. Between 1980 and 1990, the annual number of drug offenders admitted to state prisons increased tenfold (Pager, 2007). With the inundation to the prison population it was technically impossible to effectively rehabilitate each and every prisoner. This was especially true with the increase in prisoner sentences being tied more specifically to drug offenses, which meant substance abuse treatment for all. Along with these new initiatives came a more corrective approach towards punishment which left little room for rehabilitation. Along with the prison explosion of the 1980s and 1990s came a decrease in financial backing for the departments of parole (Pager, 2007). This decrease, purportedly tied to the war on drugs, put a strain on parole officers role in the rehabilitation and reintegration process. Tasked with reintegrating offenders back into society, the departments of parole as a whole are an integral part of the reentry movement and effort to reduce recidivism. An offender is generally considered to be rehabilitated when he or she no longer represents a threat to members of the community and are therefore believed to be fit to live in that community (Gaines Miller, 2007). Parole officers are (or were) responsible for the post release portion of this rehabilitation effort; getting the ex-con back in touch with his or her community. After the prison explosion parole officers were now finding themselves with almost three times more the amount of caseloads then previously charged with. This reduction in ti me and increase in case loads meant less assistance and more correction and supervision. Yet another rehabilitative tool was being left behind. A great majority of the American public, ex-convicts included, have always had unfavorable opinions of the department of parole and probation officers. Now trust in the department was dwindling even further. WHAT WORKS Two (2) of the largest studies on recidivism were conducted by the Bureau of Justice Statistics in 1983 and again in 1994 (the fourth and fifth BJS study of offenders released from prison and their re-involvement in crime). The most obvious lesson learned from these studies was that from 1984 to the 1994 there was a 5% increase in recidivism for those prisoners released (Langan Levin, 2002). Thus, it would seem that the practices currently being utilized to address the concern of recidivism are, or have been, somewhat ineffective. Those released in 1994 were not only re-arrested in greater numbers than those released in 1983. But they were also re-arrested sooner after release and for graver offenses (Beck Shipley, 1989). The greatest chance for reoffending took place within the first year of release from prison (Langan Levin, 2002). As mentioned previously and as pointed out by both the BJS studies on recidivism, there are several contributing factors which come into play when co nsidering whether or not an individual will reoffend. Factor such as education level, prior arrests and/or previous incarcerations, age, gender, type of offense, amount of time served, and ethnicity. These characteristics, to name a few, are part of a reoffended equation. These characteristics can also be utilized to form a risk assessment, which may identify those who are at the greatest risk of reoffending. This insight again solidifies the notion that not each person can be addressed utilizing the same approach. Alongside research conducted by the Bureau of Justice Statistics stands a large body of study collectively known as the what works literature (Latessa Lowenkamp, What Works in Reducing Recidivism, 2006). The what works literature has, with the assistance of evidence-based research, further confirmed that what is good for the geese is not always good for the gander. As continuously stated, not all approaches work for every offender. In addition, even the most successful approaches are not successful every time (Hooley, 2010). Its unfortunate that some offenders simply cannot function outside of prison walls. There are those criminals who will ultimately remain criminals stuck in a cycle of reoffending. Part of the what works literature addresses this issue by addressing the risk and needs of each individual inmate or ex-convict. Dr. Edward J. Latessa and Dr. Christopher Lowenkamp, both Professors at the University of Cincinnati have dedicated much of their research to the study of recidivism. Drs. Latessa and Lowenkamp (2005) have a recurring theme that the components of effective correctional intervention, including offender reentry programs, have already been demonstrated and confirmed time and time again (p.72). Many academics (Petersilia 2003, Pager 2007, Hooley 2010) profess the fact that there are programs that have been scientifically proven more successful than others. According to Latessa and Lowenkamp (2005) the setback in recidivism stems from correctional institutions disregarding this large body of evidence in favor of quick fixes or the latest trends. According to Hooley (2010) and several authors of what works literature in addition to science based strategies and writings put out by the National Institute of Corrections, in order for a correctional system to be effective at reducing recidivism it must adhere to several core concepts. The most important core concept is a risk assessment; who to target (Latessa Lowenkamp, What Works in Reducing Recidivism, 2006). Included in this risk assessment are several characteristics identified in the Special Reports conducted by the BJS as well as others. These characteristics include, but are not limited to: age (the younger the prisoner when released, the higher the rate of recidivism), attitude (does the offender display anti-social attributes), criminal history (will he or she continue to hang around with other who cause trouble), motivation (will the offender seek and keep employment), and attitude (does the offender accept responsibility for their actions either good or bad). Once th ose at risk are identified, resources should only be expended on offenders with the highest probability of reoffending (Hooley, 2010). In the age of do more with less its imperative, both for taxpayers and the correctional system, to utilize funds and resources where they will most likely to have the biggest impact. It has also been proven that it is possible to do more harm than good if low risk offenders are paired and treated with high risk offenders. In Latessa and Lowenkamps 2005 article in the Ohio Judicial Conference, they speak of a second principle to be addressed; criminogenic needs. The most effective programs assess, address and meet the individuals criminogenic needs. These needs include who they hang out with, their attitudes, beliefs and values, their lack of problem solving, substance abuse issues, and employment status to name a few (Latessa Lowenkamp, What are Criminogenic Needs and Why are they important, 2005). They have the largest influence on what motivates the individual to reoffend. One such example is a recently released inmate who continues to associate with anti-social and criminal friends. Chances are they will be more likely to reoffend. Programs such as boot camps and other programs which address non-criminogenic needs are by themselves unsuccessful as they tend to not focus on crime-producing needs (Latessa Lowenkamp, What Works in Reducing Recidivism, 2006). Although self-esteem and discipline build ing programs can be helpful for a short period of time, those that fail to address the attributes which encourage criminal behavior will never be successful in the long term. While static criminogenic needs such as a prior criminal record and family criminality cant be change, dynamic criminogenic needs such as those listed above can be influenced to reduce the individuals chance of reentering the criminal justice system (Latessa Lowenkamp, What are Criminogenic Needs and Why are they important, 2005). The next concept is referred to as the treatment principle. This principle addresses the how to go about targeting offenders needs. Evidence-based programs that are not only behavioral in nature, but are also delivered by a well-trained staff have been proven to be successful (Hooley, 2010). Some offenders may have to be taught a whole new way of thinking. Cognitive behavioral therapy that focuses on current factors influencing behavior that are action oriented with role-playing involved have a tremendous influence on improving anti-social behavior. A four to one ratio of positive reinforcement over sanctions has been found to be one of the most effective forms of treatment (Hooley, 2010). Many inmates have had no positive influence in their life or have never received positive reinforcement paired with non-criminal activity. Thus, in the treatment principal social learning is reinforced, via psychotherapy that emphasizes the important role of thinking in how we feel and what we do ( National Association of Cognitive Behavioral Therapists, 1996-2010). This encourages the individual to become less anti-social and motivated to do better. But above all, none of the above mentioned strategies are useful unless they can be delivered by a well-trained and dedicated staff. This applies to programs delivered both inside and outside of prison walls. In What Works in Reducing Recidivism, Latessa and Lowenkamp (2006) name this as the fifth core concept. All parties involved in the process of rehabilitating the offenders attitudes and behaviors must be on-board and on the same page. Those implicated must be trained, competent, consistent and sensitive to the offenders needs. This support is imperative. This requires on-going support as staying away from negative influences in the form of old friends and family may prove easier than staying away from drugs (Hooley, 2010). Dr. Lateesa cites recent studies which have demonstrated that even evidence-based programs can increase recidivism if not competently delivered (as cited by Washington Institute for Public Policy, 2004). THE REENTRY MOVEMENT There is a vast amount of anecdotal and empirical evidence pointing out the rise in prison populations. Furthermore, an abundance of reports signal an increased number of ex-convicts being released into the community. Hence, it only makes sense to focus more attention on pre-release programs and training. Much of the incentive surrounding the reentry movement have sprung from pressure on public policy makers to provide treatments and services that will smooth the integration process while reducing recidivism (Nunez-Neto, 2008). Approximately 650,000 people are released from prisons every year to return to communities that may or not welcome their return (U.S. Dept of Justice, 2010). With such a large number of annual releases, the most important question to be asked is whether or not those released are equipped to be productive members of society. Without the proper attention and equipment (both physically and mentally), they will not be prepared. It is with this information that a reentry movement of sorts has surfaced and gained great momentum during the past century. Correctional facilities are striving to make the transitioned from the punishment mindset to one of rehabilitation and preparation for prisoner reentry and reintegration. In the words of Joan Petersilia of the University of California at Irvine, prisoner reentry encompasses all activities and programming conducted to prepare ex-convicts to return safely to the community and to live as law abiding citizens (Petersilia, 2003). The correctional community at large is slowly coming to the realization that, without the tools required to function in what may be a whole new world, a recently released convict may have but one option; to resort to the criminal tendencies which proved useful prior to his or her incarceration. Part of the reentry progress has come with backing from the Federal government. On April 9, 2008 the Second Chance Act of 2007 was enacted. H.R. 1593 outlines the purposes of The Second Chance Act of 2007 as the following: To break the cycle of criminal recidivism, increase public safety, and help better address the growing population of criminal offenders who return to their communities and commit new crimes. To rebuild ties between offenders and their families and to encourage the development and support of programs that reduce recidivism. For example: substance abuse treatment, alternatives to incarceration, and comprehensive reentry services. To protect society and promote law-abiding conduct by providing necessary services to offenders. To assist offenders reentering the community with transitional services for a sufficient amount of time after incarceration. To provide offenders in prisons and jails with educational, literacy, vocational, and job placement services to facilitate re-entry into the community. (The Second Chance Act, 2008) This original Second Chance Act of 2007 was a way for Congress to authorize a number of new programs and expanded the current offender reentry grant program at the Department of Justice (Nunez-Neto, 2008). It also assists the Federal Bureau of Prisons with its offender reentry programs in modifying components which prove most successful for federal ex-offenders. And it establishes a prisoner reentry program at the Bureau of Prisons and bestows the agency with new authorities (Nunez-Neto, 2008). This Act, and other similar programs at the state and local levels, is instrumental in giving ex-offenders the boost they need to be more victorious in their quest to make it on the outside. REINTEGRATION Three phases are often associated with offender reentry programs. First there are those programs that take place during incarceration, which aim to prepare convicts for their release. Secondly there are those programs that take place during the convicts release period, which seeks to connect them with the various services they might require once released. And lastly, during the final phase, there are the long-term programs that support the offenders permanent reintegrate into their community and society. This final phase attempts to provide the support and supervision ex-cons require most (Nunez-Neto, 2008). It is also the most crucial phase as what happens during the months following an ex-cons release often determines if and how quickly they will or will not re-offend. As stated previously, from the late 1950s up until the mid-1970s offenders were often given mandatory therapy, drug treatment, behavioral therapy and coping skills during their incarceration period. Rehabilitation efforts were at the forefront of correctional reform. The pattern during this era emphasized rehabilitation and reintegration. Since the early 1980s, views towards these forms of traditional treatment efforts have begun to deteriorate (Kadela Seiter, 2003). With changes in ruling political parties and differing prison administrations also comes change in corrective tactics. Fortunately, the pendulum is returning towards rehabilitation and for the past century rehabilitation has been viewed as not only the most humane goal of punishment, but also as a cost-effective (and possibly crime-reducing) alternative to punishment (Gaines Miller, 2007). Nevertheless, in order to alter the in prison experience prison officials have to accept that prisoner reintegration is part of their core responsibilities (Petersilia, 2003). Correctional staff and prison administration must make extensive efforts to ensure the prisoners are prepared for reentry. This includes not only a return to providing education and treatment, but also promoting and environment that encourages positive relationships, improving life skills and conflict management as opposed to violence and domination (Petersilia, 2003). While incarcerated each day of an inmates life is planned and structured. The inmate is required to make very few decisions on his or her own behalf. Allowing an inmate opportunity to make decisions will reduce the trauma of having to deal with lifes decisions on the outside. Studies show that the most successful programs in the reentry movement are those which begin during the actual incarceration period. During the months, and possibly years, leading to release is when programs which attempt to connect inmates with services theyll require upon release are most important. Again, correctional staff truly engaged in the process must foster collaborations and develop partnerships with the community. These services can include employers willing to participate in work-release programs, family members who participate with the inmate in counseling services, and community services geared toward assistance with housing and transportation to name a few. The list of programs and assistance should be modified to meet the individual needs of each inmate. In the words of Joan Petersilia (2003), Just as welfare reform forced welfare agencies to shift from a dependency model to a model of transition to independence, so too a reentry perspective would force correctional agencies to take practical steps to move prisoners toward independence (p. 174). Even upon release from prison, an ex-convict is labeled by society. What seems to be a great instigator to the crisis of recidivism is the fact that upon being released from prison many a ex-con feel they are still doing time (Pager, 2007). Felons face numerous hurdles in todays world. Many (especially those with drug convictions) are barred from public assistance, which may include housing, food stamps, or, in the case of women, WIC (Women, Infant and Child assistance). Convicted felons cannot vote and in some states they are further disqualified from obtaining a drivers license (Samuels Mukamal, 2004). This is more grounds with which to facilitate the rehabilitation and return of the parole system. Without the Department of Paroles (due to abolishment in some states and determinate-sentencing releases in others) many states have form their own form of mandatory supervision. This supervision is still less individualized and based on risk rather than need, setting supervision levels based primarily on offenders history of criminal behavior (Kadela Seiter, 2003). Thus, even if an inmate has participated in rehabilitation programs while incarcerated and was assisted with reentry by both the prison personnel in conjunction with a well-trained staff, that inmate must still be able to successfully navigate the outside world. EMPLOYMENT Being able to find a job is one of the easiest ways for an ex-convict to get back on his or her feet. With employment comes the ability to pay rent, purchase food and clothing, a boost in self-esteem and, most importantly, the choice of not having to resort to illegal means. In addition, the ex-convict may be returning to a family for whom he or she must now provide. A job for an ex-con in this situation means an already stressful situation becomes less traumatic. For both male and female ex-cons, being able to find a job after being released from prison can only be a boost to their confidence and sense of worth. Research has empirically established a positive link between job stability and reduced criminal offending (Petersilia, 2003). However, for most the odds are against them. To add insult to injury, nearly 80 percent of parole boards nationwide list some form of gainful employment as a standard condition of parole (Pager, 2007). Back in the 1960s and 1970s Wisconsin, New York and Hawaii passed laws forbidding discriminating against ex-convicts based on their criminal record (Pager, 2007). Discrimination of this sort could only be done so if the nature of the crime was directly related to the specific responsibilities of the job (Pager, 2007). Of great note is the fact that only three (3) states have such laws preventing employment discrimination against ex-convicts. The view of the remaining states is indicative of societys judgment as a whole. The majority scrutinizes ex-convicts as untrustworthy, uneducated and unable to be employed for anything but manual labor. Many equate all felons to murderers and rapists. Unless more states pass similar laws, which hold the status of a protected category, similar to protections provided for minorities under Title VII of the Civil Rights Acts, the most important factor in successful reintegration will also be the hardest; finding a job. When applying for any job some of the questions an applicant must answer are those regarding previous criminal history. And in this age of technology many employers also have the option of conducting background check. Combinations of these two facts do not bode well for those with a criminal record. On a positive note, Petersilia (2003) reported that a recent survey revealed employers are becoming more receptive to the idea of hiring an ex-convict if a liaison-a service provider, counseling program or community center-is available to mentor and to help avert any problems (as cited by Wirthlin Worldwide, 2000)(p. 196). This is yet another testimony to the importance of an ex-con having an advocate on the outside. Whether it be a parole officer, a community-based program that has chosen to champion the felons fight, or family members intent on providing for their loved one; assistance plays a pivotal role in the success or failure of the ex-cons struggle. PAROLE The same get tough on crime policies that nearly abolished the rehabilitation mind set toward incarcerated prisoners were also responsible for inadvertently (or purposely depending on who is asked) diminishing the functions of the parole board. The stated role of parole is supposed to be to oversee the process of reentry and to assist the ex-convict in his path towards a crime-free life (Pager, 2007). However, during the 1960s and 1970s the job of the parole board was not only essential, but also meaningful and multi-faceted. During the years when the majority of the prison population was serving indeterminate sentences, the parole board was largely responsible for determining which prisoners would be allowed early release, via parole. Part of that decision process included requiring extremely dangerous and high risk inmates to serve the majority of their sentence (Kadela Seiter, 2003). They also made it their job to ensure inmates had a plan as to what they were going to do followi ng release from prison. Parole also served as an incentive for inmates to behave. Part of indeterminate sentencing included good time, which removed days and/or months from an inmates sentence for good behavior. This encouraged cooperation amongst prisoners who were highly aware that bad behavior could affect their chance of gaining parole. After the Sentencing Reform Act of 1984, the length of time served by federal convicts for their crimes rose significantly. Sentencing reform statutes and truth-in-sentencing laws had the same effect at the state level (Gaines Miller, 2007). These legislative enactments were attempts to ensure convicts served the majority of their actual sentence; determinate sentencing. Secondly, change came on the heels of crimes committed by inmates who had gained parole and reflected societys belief that those being incarcerated were more violent that before. The down side of determinate sentencing, where most prisoners serve approximately 85% of their sentence, was the abolishment of parole by the federal government and between 14-16 states (Gaines Miller, 2007). In When Prisoners Come Home, Joan Petersilia (2003) presents twelve recommendations on how to reform parole and reentry practices (p. 171). Petersilia (2003) presents reinstituting discretionary release as an incentive for inmates to try to rehabilitate themselves while incarcerated (p. 188). Although inmates are to serve the majority of their sentence, these terms are generally shorter under determinate sentencing. Therefore, they have no motivation to earn good time or show effort toward rehabilitations since their sentences are shorter. And without discretionary parole the board no longer has the power or ability to deny release when it deems necessary. A case in point is Richard Allen Davis whose account is described by Petersilia (2003). Under indeterminate sentencing Davis was denied parole six times. With the Sentencing Reform Act, the state of California (in which Davis was imprisoned) chose to abolish discretionary parole. Thus, in 1993 Davis was mandatorily released due to time served. Less than four months later he kidnapped and brutally murdered Polly Klass (Petersilia, 2003). Ironically, this incident also fueled support for Californias passage of th