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Do Objects Make Us
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Metabical Case Study
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Payroll System
Colegio de San Juan de Letran – Calamba Calamba City Computerized Payroll System Camacho, Juliet C. Cartano. Merriane Vi S. Valdez, Charmaine A. A Thesis Proposal Submitted to Ms. Precious A. Daytia In Partial Fulfillment of the Requirements in ENG 113 Scientific Paper Writing For the Degree of Bachelor of Science in Information Technology 17 March 2009 TABLE OF CONTENTS Chapter I INTRODUCTION 1. 1 Background of the Study 1. 2 Overview of the Current State of technology 1. 3 Objectives of the Study 1. 2. 1General Objectives 1. 2. 2 Specific Objectives 1. Significance of the Study 1. 5 Scope and Limitations Chapter II REVIEW OF THE RELATED LITERATURE 2. 1 Review of Related Literature 2. 1. 1 Review of Related Foreign Literature 2. 1. 2 Review of Related Local Literature 2. 2 Review of Related Studies 2. 2. 1 Review of Related Local Studies 2. 2. 2 Review of Related Foreign Studies 2. 3 Conceptual Framework 2. 4 Operational Definition of Terms Chapter III METHODOLOGY 3. 1 Project Planning and Management 3. 2 Project Design 3. 3 Project Development 3. 4 Testing and Evaluation Procedures CHAPTER I INTRODUCTION Background of the study Processing payroll can be one of the most complex tasks facing an organization. Aside from simply paying employees, companies will need to file taxes, submit reports and process year-end data for tax-reporting purposes.
These problems are being encountered by several organizations. The manual payroll system they are currently using calculates the payroll for each pay period entirely on paper. They will need to calculate taxes, over time, under time and any other applicable deductions and additions to each employee’s actual earnings. The problem with the manual payroll system is if ever one had committed mistakes, whatever input was made from the start will automatically affect the whole calculations, and it will probably consume a lot of time to repeat the whole process again. In addition, there is high possibility that there will be mistakes when processing payroll manually. For example, when one had calculated a wrong amount of tax to be deducted and the result is higher than the supposed total salary, it can be very costly and a big problem of the business Overview of the Current State of technology Manual computation of salaries given to the employees, deductions and withholding taxes, are some of the stressful works the system currently implements.
These works are very critical and costly to the employer or owner of the company due to errors brought by wrong computation of salaries, the “cheating machine” which is the Time Clock, and also the calculation of the net pay the employee shall receive tfor his work reduced by the amount that she should pay for tax together with the SSS and Pag-Ibig. The manual payroll system cc calculated the payroll for each pay period entirely on paper.
They will need to calculate taxes, over time, under time and any other applicable deductions and additions to each employee’s actual earnings. The problem with the manual payroll system is if ever one had committed mistakes, whatever input was made from the start will automatically affect the whole calculations, and it will probably consume a lot of time to repeat the whole process again. The current solution being implemented by most companies with regards to manual computation is still unidentified or unchanged. They still stick to manual computation with the application of double, and maybe triple checking of its computation to make sure that their computation is accurate and precise to prevent doubtful costs and losses. As people all know, having the bundy clock as the source of data is not trustworthy.
Anyone can “time-in” an absent employee if he/she wants to or absent employee asked his co-employee which is not supposed to be-right salary the employee should receive. It’s just like paying for an employee who really hasn’t done his job. A computerized payroll system has a Log-In information as well as Log-Out information to prevent semi-ghost employees. Wages depending on the hours of work will be given to the employee. Cheating will be lessened and maybe gone because of the much more monitored time for hours of work. Calculations for the net pay lessen by deductions and others can easily be determined through the help of the computerized payroll system. Taxes and other more are easily decreased to the employee’s salary.
Computation tables report (SSS Contribution table, Witholding tax table, etc. are not needed at all when you have determine the reduction to your employee’s salaries because it is programmed automatically in the payroll system. Objectives of the Study General Objective The main objective of this study is to develop a Computerized Payroll System to ensure that the payroll processes are adequately controlled, maintained its accuracy, and effectively and efficiently operated. Specific Objective
• To develop a module that will process the payroll transactions for the purpose of computing and paying an employee.
• To develop a module that will secure the employee’s payroll information. To develop a module that will automatically print the pay slip so the employee can easily check the deductions in their salary. Significance of the Study A certain advantages and benefits are to be observed to those who will be using the new system.
For the Company The system will simplify monthly preparation of payroll. It has a faster and less resource consuming generation of pay slip. It also ensures integrity of the payroll data and information. For the Accountant The system will allow faster and more accurate computation of payroll. The system will lessen the time spent by the accountant in payroll processing. For the Employee The system provides employee’s timely, accurate automated generation of pay slip. The pay slip includes breakdown of details of hours worked and deductions.
Scope and Limitations of the Study This study focused on computerized computation of the payroll, employee’s personal information, pay slip which can be printed with its breakdown of details, employee’s detail will be secured to avoid unnecessary changes, and automatic generation of payroll summary. This study limited only to the system run only on Windows not lower than Windows 98, limited numbers of users can only access, system is not capable of adding another employee position, user still have to input each employee’s hours manually, and system has to be updated whenever new tax laws go into effect. THEORETICAL FRAMEWORK The researchers proposed the Computerized Payroll System, which are based on some studies that can help to come up with a good result.
One of this is about database which is primary form of storage in both today’s online and offline worlds. Databases are used to store different types of information; however, you must understand the concepts and theories of why databases are used and how they are created. Conquering what databases are, and the several varieties of database designs are what this article intends to introduce. You will not find advanced database theory anywhere.
The most basic of database concepts, or the building blocks are what we must all first master. Thanks to the World Wide Web, databases of all kinds have found themselves in the spotlight as the technology emerges as quite an effective means for storing and managing data. Database developers hold a unique and specific realm of skills not common to most computing professionals. Because of this, salaries for database administrators (especially those who offer Oracle skills) are quite good. An in-depth knowledge of database systems and design is essential for the future of technology and the continued emergence of data processing applications. Why databases were created? Databases keep track of, and organize, data.
Data is the essence of any business or organization. The processing of data keeps companies rolling down the road of business at an increasingly speedy rate. A database is sometimes referred to as a “DBMS”, or Database Management System. Microsoft Access, for example, is a DBMS, along with Microsoft SQL Server, MySQL and Oracle. DBMS’s, however, have not enjoyed an existence of flawless execution. In fact, many years ago, some databases were simply infeasible. Databases use queries.
Queries interact with the database to extract, insert and delete records, or otherwise work with the database’s data. As with any process the computer must complete, it takes some processing resources. Databases, however, happen to take a lot more resources that a typical application, as queries can become rather large. CONCEPTUAL FRAMEWORK Preparing a payroll slip needs a lot of work and time. The preparation of payroll employees needs the application of double, and maybe triple checking of its computation to make sure that their computation is accurate and to come up with a succeeding payroll slip. The conceptual paradigm represents how a particular output occurred from the processed input. INPUT PROCESS OUTPUT [pic] Proposed Payroll System In this proposed study, information about employee’s records such as daily attendance, daily computed hours, end of period computed hours, employee’s frequently report (e. g. punctuality, tardiness, absences, over time) and printing of pay slip will result and avoid errors and mistakes are possible with a computerized system. INPUT PROCESS OUTPUT [pic] Existing Payroll System Chapter II REVIEW OF THE RELATED LITERATUTRE Data gathering is an initial step necessary to continue designing a system. Gathered information is considered necessary to start the development of the system for a certain business establishment.
Related literatures such as books, magazines, news papers, periodicals, local and foreign dissertations are great source of ideas and concepts related in system designing 2. 1 Review of Related Literature 2. 1. 1 Review of Related Foreign Literature Payroll Payroll is a paymaster’s or employer’s list of those entitled to receive compensation at a given time and of the amounts due to each. (Gove, 1993) Payroll control in recent years salaries, wages and fringe benefits have risen steadily. In the hospitality service industries this rise, which has out-paced increases in industrial wages been a result of greater unionization, federal and state minimum wage legislation and realization on the part of operators that in order to attract and hold better employee wages are necessary. (Fay, Rhoads & Rosenblatt, 1971) Payroll is extremely complex. In a large organization, it is one of the most complex procedures in operation. All levels of government impose payroll taxes of one sort or another; regulations and rates are constantly changing, with the result that a payroll system usually requires frequent modification.
Payroll processing is one area in which the law imposes not only a fine but a jail sentence for willful negligence in maintaining adequate records. As with any law, ignorance is no excuse. The responsibility is on the system analyst to keep current in this area. (Bodnar & Hopwoul, 2001) Payroll System The Payroll System maintains a record on each employee in your company, storing such information as name and address, Social Security number, deductions, pay type, pay period; and a month, quarter, and year to date record of each employee’s pay and deductions. The system uses these records to calculate the payroll, including all deductions for each employee, print checks, and print reports and government forms. The paycheck records can optionally be loaded with hours and pay by the Labor Distribution system.
Alternately, they can optionally be loaded with hours by the Time Clock system. Four types of information files are pooled to calculate the payroll and prepare reports:
• The Payroll Control file, which tells the Payroll System which General Ledger accounts its various entries, should be posted to. It is created and maintained by the “Control file maintenance” program. The Tax Information file, which contains tables for federal, state, and local taxes. It also contains the General Ledger accounts for the state and local entities. It is created and maintained by the “Tax file maintenance” program.
• The Employee Master file, which includes the employees’ pay rate, type of pay, number of exemptions, and so forth. It is created and maintained by the “Employee file maintenance” program.
• The Employee Deduction file, which (optionally) defines adjustments, up to eight miscellaneous earnings, and up to twenty misc. deductions for each employee. It is created and maintained by the “Deduction file maintenance” program (https://www. starrcs. com/soft/am/proview. htm) Purposes of Payroll System The purposes of a payroll application are to calculate the pay due employees, to print paychecks, and to maintain cumulative earnings records. In theory, an organization could process transactions by the cash disbursements application in the expenditure cycle. In practice, however, most process them by a separate payroll system for two reasons. Accountants sometimes consider the payroll cycle to be a part of the purchase cycle. The payroll cycle can also be integrated into the production cycle in manufacturing firms.
However, treating the payroll cycle as separate from both purchasing and production cycles helps us highlight some of its interesting and unique characteristics. Designing and implementing a full-pledged integrated human resources payroll system is a complex undertaking to which entire books have been devoted. All but the very smallest manufacturing, merchandising, and service firms have payroll cycle activity. In service and merchandising firms, payroll cost appears an expense item on the income statement. In manufacturing firms, the portion of payroll expenditures that is related to manufacturing activities becomes a part of the cost of goods manufactured. This cost appears on the financial statements on the cost of goods sold and in the cost of finished goods and work in progress inventories. (Perry & Schneider, 2001) First, payroll systems must withhold amounts for deductions and taxes and summarize these in cumulative earnings reports.
Such withholding and reporting are unnecessary when processing purchases transactions in the expenditure cycle. Second, payroll systems produce paychecks made out to employees. This makes fraud payroll systems easier to conceal than in those systems that produce checks for vendors. Establishing a separate system for payroll allows greater control over these transactions. (Boockholdt, 1996) Even the most meticulous and experienced human resources professionals find that handling payroll can be a headache. Slap on potential stiff penalties for tax filing omissions, and now we are suddenly talking about a full-blown, financially induced migraine. In addition, the person who handles your payroll system needs to keep up to date on changes in personnel, deadlines, and tax requirements on an ongoing basis.
Payroll outsourcing can be an affordable way. A payroll service can be a timesaving and cost-effective alternative to internal processing. Even if payroll expenses are quite stable, companies with more than 10 employees may find that the time saved by an outsourcing payroll system easily makes up for the low costs.
Payroll services include the practices of making accurate and timely payments to State employees and organizations on their behalf; Meeting information requirements of governmental and non-governmental organizations; managing payroll operations in a cost-effective manner. The primary customers are State employees. They benefit in the process because the company is the one responsible in much of the activities such as; paying them accurately and on-time; maintaining an accurate and confidential record of their employment payment history; Helping them understand their payments, benefits and deductions; Helping them pay their bills and meet other financial obligations; Helping them save for the future. (https://www. osc. state. ny. us/payroll/index. htm) Different companies benefit from the use of outsourcing payroll management service. It asserts that outsourcing non-core business functions is a strategy that aims to reduce costs, improve efficiency and increase the productivity of the workforce. It mentions some of the advantages of offloading tasks to payroll services firms including lower costs, greater accuracy and more labor hours to concentrate on what really counts. Moreover, Rod Friedman of Stonefield Josephson provides a checklist for companies that are considering hiring a payroll outsourcer (Fortune, September, 2003). Types of Payroll Systems Processing payroll can be one of the most complex tasks facing an organization.
Besides simply paying your employees, you will need to file taxes, submit reports and process year-end data for tax-reporting purposes. To determine the best payroll system for your company, consider the following points: 1) Three basic types of payroll systems. a) Manual payroll means that you, or another employee within your company, calculate the payroll each pay period entirely on paper. You will need to calculate taxes, insurance, 401K, and any other applicable deductions in addition to each employee’s actual earnings. The advantage of using a manual system is that it is very inexpensive, with virtually no start-up costs. The disadvantage is that whatever you save on start-up costs will probably be eaten up by the amount of time it takes to process payroll. In addition, it’s very easy to make mistakes when processing payroll manually, and the penalty for mistakes, especially mistakes in taxing, can be very costly. b) Computerized payroll system. Many companies offer computer software that will assist you in processing payroll.
You will need to input information for each employee when he is hired, but after that, the software will calculate taxes and other deductions automatically. The advantage of this type of system is numerous – fewer potential mistakes and less time spent processing payroll. In addition, employees can be trained to run the program more easily, so you won’t need to depend on just one person to process payroll. The disadvantages are that you still have to input each employee’s hours manually, and the software has to be updated annually or whenever new tax laws go into effect. There can also be additional charges if the software has to be configured specifically for your business. c) Payroll system with an external payroll service.
Companies will process your payroll for you, including submitting all necessary tax payments and generating year-end reports. Although this is the most expensive type of payroll system, it can pay for itself in larger companies, which might otherwise have to hire a full-time employee dedicated to processing payroll. A payroll service may also offer a direct-deposit option to your employees, which is very popular. When you are researching payroll services, check to see what services they offer, and if the reports that they provide to you are helpful. If not, see if they can customize their services to better suit your needs. Another important consideration is to find a payroll service that is bonded. This protects you from liability in the case of mishandled finances.
Check with any potential payroll services to be certain that they will pay any applicable penalties if they make mistakes in remitting tax payments, and that they can re-process payroll quickly if there are mistakes. The main disadvantage to this system, besides the higher cost, is that security can be an issue if your payroll computer is on the same network as all of the other computers in your company. To avoid this, you should have a computer which is used only for payroll that can go online without using the same connection as your other computers.
Also, keep in mind that you will still have to transmit employee payment information to the payroll service each pay period. If your payroll is quite complex – for example, if you have many employees at different pay rates, and on different pay scales, possibly even with different insurance packages from which to choose, you may spend a lot of time processing payroll, and on trying to keep up with changes. Such a task may be better suited to an external payroll service. However, be certain that you understand what is included in your basic fee, and what is considered extra. (https://www. howtodothings. com/business/a3975-how-to-choose-payroll-systems. html) Payroll software: Automated payroll software advantages Automated payroll is simple compared to manual data collection and processing.
• Simplified data entry saves time and helps reduce errors. Automated payroll can make employee record setup easier and faster with templates that can be modified for each individual.
Processing pay runs is a snap compared to manual systems. Streamline the process of recording, collecting, reviewing, and approving timesheet data with online self-service options delivered through a personalized Web portal. Automated payroll processing helps eliminate many routine transactions, freeing staff to focus on higher priorities.
• Direct deposit saves time for everyone. Automated payrolls systems can provide reliable, confidential direct deposit of payroll checks to unlimited accounts and financial institutions, as well as split deposits between multiple bank accounts. Employees will be happy to save the hassle of having to deposit their checks at the bank, and there will be less chance for lost or stolen checks.
Plus, your company can offer the convenience of direct deposit with minimal overhead costs.
• Employee self-help tools help enhances productivity across the board. Online self-service options enable employees to quickly and easily update their own personal information, enroll in direct deposit, view vacation time, and submit timesheets. This saves them the time of having to contact staff with requests and details. The system updates requests automatically upon approval, saving time for payroll and other human resources staff.
• All payroll information is in one place and accessible at your fingertips.
Increase your flexibility and gain more control over your payroll information, keeping track of it easily and maintaining a comprehensive, up-to-date perspective on your payroll expenses.
• Taxes are less taxing. Taxes, deductions, and benefits are calculated automatically. You can also manage variable tax deductions for employees working in multiple states. Government reporting and requirements can be delivered easier and on time. Produce the government reports and other tax statements with little additional administrative cost or trouble, in both printed and magnetic media formats. (https://www. microsoft. com/dynamics/product/automated_payroll. mspx) Programming language A programming language is an artificial language that can be used to write programs which control the behavior of a machine, particularly a computer.
Programming languages are defined by syntactic and semantic rules which describe their structure and meaning respectively. Many programming languages have some form of written specification of their syntax and semantics; some are defined by an official specification, while others have a dominant implementation.
Programming languages are also used to facilitate communication about the task of organizing and manipulating information, and to express algorithms precisely. Some authors restrict the term “programming language” to those languages that can express all possible algorithms; sometimes the term “computer language” is used for more limited artificial languages. (https://en. wikipedia. ofg/programminglanguage) Database Management System (DBMS) A DBMS is a complex set of software programs that controls the organization, storage, management, and retrieval of data in a database. DBMS are categorized according to their data structures or types. It is a set of prewritten programs that are used to store, update and retrieve a Database. The DBMS accepts requests for data from the application program and instructs the operating system to transfer the appropriate data. When a DBMS is used, information systems can be changed much more easily as the organization’s information requirements change.
New categories of data can be added to the database without disruption to the existing system. Organizations may use one kind of DBMS for daily transaction processing and then move the detail onto another computer that uses another DBMS better suited for random inquiries and analysis. Overall systems design decisions are performed by data administrators and systems analysts. Detailed database design is performed by database administrators. (https://en. wikipedia. ofg/databasemanagementsystem) 2. 1. 2 Review of Related Local Literature Computerized Payroll System The Computerized Payroll System is a window-based program especially designed to facilitate and simplify the monthly preparation of general payroll and related reports. It is a standard computerized payroll system for use in all offices. It allows faster and more accurate computation of monthly gross income, deductions and net salary. It is faster and less-resource-consuming generation of General Payroll and other payroll related reports. It has Security and integrity of payroll data and information. (https://doh. gov. h/r_ims/cps. htm) There are lots opportunities taken from using information technology. Payroll processing can be made more efficient by collecting employee time and attendance data electronically, instead of on paper documents.
This can reduce the time, and potential errors, associated with manually recording, verifying, and finally entering employee time and attendance data. For example, badge readers can be used to collect job-time data for production employees. That data is then automatically fed to the payroll processing system. Similarly, electronic time clocks can transmit time and attendance data directly to the payroll-processing program. (Ronney & Steinbart, 1997) In relation with the study, it also shows in the how tax work for a payroll system in a company.
Under this time keeping system, employee receives a timecard which the time worked is recorded manually by the employee or automatically by a time dock. The timecard is designed to fit various lengths of pay periods. The card provides space to record the hours worked, the rate of pay, deductions, and net pay. The payroll department inserts the handwritten figures to be used in computing total earnings deductions, and net pay for the payroll period. (Bieg, 1999) An adequate records management program coordinates and protects the companies record sharpens the effectiveness of records as a management memory, controls the time, equipment and apace allocated to records, and helps to simplify intra-organizational problems. (Place and Popharm, 1966) The advantage of an adequate record is the possibility that they may be quickly found again. Even smallest office has files, whether they are comprised of correspondence, order bills, card catalogs, blueprint, clippings, bills of lading, tear sheets, electros or checks. (Weeks, 1964) For most office networks, a single file server is more than adequate.
This is known as a centralized server. It functions very much like a minicomputer; one unit handles all file serving, with each workstation waiting its turn. If the LAN is designed to handle several different departments, then adding more file server to the network is usually more efficient. Payroll clerks, also called payroll technicians, screen timecards for calculating, coding, or other errors.
They compute pay by subtracting allotments, including Federal and State taxes and contributions to retirement, insurance, and savings plans, from gross earnings. Increasingly, computers perform these calculations and alert payroll clerks to problems or errors in the data. (https://www. bls. gov/oco/ocos149. htm) Overtime wages must be paid no later than the payday for the next regular payroll period after which the overtime wages were earned. Labor Code Section 204 only the payment of overtime wages may be delayed to the payday of the next following payroll period as the straight time wages must still be paid within the time set forth in the applicable Labor Code section in the pay period in which they were earned; or, in the case of employees who are paid on a weekly, biweekly, or semimonthly basis, not more than seven calendar days following the close of the payroll period. (fhttps://www. dir. gov/dlse/FAQ_Overtime. htm. ) Personal Exemptions: Personal exemptions are arbitrary amounts allowed by law to an individual taxpayer, theoretically, to provide for personal, living and family expenses. “For each dependent child (not exceeding four) to be claimed by a married person or head of family. In the case of married individuals, only one the spouses can claim the additional exemptions. For legally separated spouses, the additional exemption shall be allowed t the spouse who has legal custody of the child or children (but the total amount for the spouses should not exceed the limit for four)”. (Foz, 2007) 2. 2 Review of Related Studies . 2. 1 Review of Related Local Studies Their study is to “develop an automated process that will be used for payroll of the department of education that would not only be technically and economically optimal, but would also pave for more efficient, defendable and faster way of transaction. It will benefit the management of the department of education for this system will ease the previous complication they encountered from the older system. (Arizala, 2004) The primary concern of this study was the improvement of payroll and personnel record of James L. Gordon Memorial Hospital.
Through studies, computer based payroll and record management system. Their primary objective are: to have a more effective and accessible means of record management preparing a payroll. To minimize the time and reduce the effort in manually computing, to lessen the amount of time in computing deductions due off every employee, to establish a computer based payroll personnel record management system to have system in record keeping so to avoid repetition in reviewing every name on the payroll sheet are their aim (Bayani, 2005). The aim is to develop an automated payroll system that would aid the company in resolving their payroll activities. As reported, the company was encountering a main problem during their employee logs and payroll activities these problems are: buddy punching, payroll related data and other complicated files are prone to human manipulations and intervention due to slow-security measures miscalculating their employee’s salaries and deduction and thus takes time to finish (Abucayon, 2005). The Norkis Yamaha genuine parts and accessories uses manual approach in managing the attendance of the employees that produces low quality of output due to slow and inaccurate way of computing and recording of time and attendance. The human resource department views it as tiring and burdensome for they have to take time cards just to record the tardiness being made by their employee. Date gathered is encoded to the computer, which will be forwarded to the accounting department for payroll computing, which is also done manually since this study is considering the impact on a feasible computerization of the manual Daily Time Record and Payroll system of the company, the proponent are therefore concerned is enhancing their current manual system into a computerized one. These proponents will be using the database approach, which offers a potential advantage compared to a manual system for it integrates, separates data files into a single, logical structure (Agustin, Madrigal, Simbulan, 2002). 2. 2. 2 Review of Related Foreign Studies Payroll System The Crewsoft payroll system is a powerful, user-friendly program that uses of all the best windows features like ‘drag and drop’, sort by column list controls and right mouse button menus.
This allows one to work flexibly, efficiently and to customize the programs user interface to suit the way one work. The program is designed specifically for the needs of the global shipping company with multiple tax jurisdictions and is built on the solid foundation of our experience in this market. (Crewsoft Generic Payroll System. 2003) The module is designed to process all types of payroll transaction for the purpose of computing and paying an employee. The payroll module provides multiple methods for expensing the payroll cost to the appropriate sub ledger and includes all associated employer burdens. The payroll module is entirely “user file driven”; defines tall possible categories of earnings, contributions and deduction and their associated computation methods.
This means that the system can easily add another earnings, contribution, or deduction code as the payroll processing requirements change without modifying any existing programs within the payroll module. Construction Information System, Inc. 2001) HR and Payroll System Bearingpoint will replace North Carolina’s antiquated 30 years old human resource and payroll computer systems with advanced technology that will eliminate most papers forms and give state employees the ability to view and change personal information online. They will be able to change items such as home address and phone numbers and emergency contact information. State employees will be able to view and print both current and past paycheck retails online. As the systems integrator on the project, Bearingpoint will be responsible for program management and implementation for the new system, which will be built using SAP’s mySAP product. ( Bearingpoint to Install New HR and Payroll System for North Carolina. North Carolina, USA. 2005. ) Attendance System The employee attendance system is designed to automatically add sick leave, personal/business leave, vacation leave and other leave time to the employee’s records. In addition, it will automatically accumulate substitute days for sub teachers for the annual report to the state board of education. If an employee takes more sick leave or other leave time than he/she has accumulated, the system will automatically deduct the corresponding salary amount from the next pay, leave status and balances. (Berrien Country Intermediate School District, 2006) Programming Language The program was developed using Visual Basic 6. It provides the needed graphical user interface for easier programming and conceptual interaction between the user and the program itself.
Having the interface shown, the needed action buttons are placed where it could be easily accessed by users in a comfortable way. It would also provide a user – friendly impression for the first time users of the program. DBMS (Database Management System) The database of the system relies on Microsoft Access 2007, a database program that enthusiastically supports the Visual Basic program. It would also hold a million records, which is enough for the company. Using a larger and more sophisticated database could only increase the needed memory allocation for the system.
Payroll Process This is a financial process of wages, net pay, paid vacations, and deductions for an employee. Basically, anything that relates to giving money or benefits to an employee. This is one of the more complex tasks in terms of accounting, simply because there are many different accounts, people, and agencies involved in the act of paying an employee’s salary. 2. 4 Operational Definition of Terms Payroll – the list of the salaries of the employees of Fastel Company. Company – is a contractor company.
Fastel Services Incorporated provides telecommunication services. Employee – Employee of the company that will receive a pay slip every pay period. Accountant – An employee that manages the payroll of the company. Pay Slip – A paper given to an employee that includes the details of earnings and deductions within a particular pay period. Computerized Payroll System – is a window based program developed to facilitate and simplify the monthly preparation of general payroll of the company.
Database – A collection of information of the employees of the company. Visual Basic 6 – A programming language that was used in developing the computerized payroll system of the company. Visual Basic 6 was used because it is good to use in making a software prototype. Microsoft Access 2007 – A database management system that was used in designing the database of the employee of the company.
Microsoft Access was used because it is good partner of Visual Basic. Chapter III METHODOLOGY Different kinds of methods are used in conducting the study, from planning and management up to testing and evaluation. 3. 1 Project Planning and Management Preliminary investigation and data gathering is important in a study. These are the steps to be done first to be able to come up with a proposed system. Different methods could be used in researching for the needed data. In this particular study, certain methods are used. Interview Through interviewing the company, the group had able to acquire accurate information needed for the making of payroll system.
Problems occurred in the company’s payroll process are discussed likewise the possible conclusions and solutions to these. Internet Research Data gathering using the internet provide sample problems that possibly occurred in manual payroll system.
Also the possible solutions to these are also found in the internet. Some systems with special functionalities related to the study are also discussed in the internet which gave ideas and concepts to the programmer. Book Research Books provide different kinds of data, from payroll systems to the newest programming languages. Historical background is the primary data that could be gathered from books 3. 2 Project Design 3. 2. 1 System Flowchart System flowchart is a flowchart of how the system would possibly operate with the different inputs and processes needed for the system to run in accordance to how the payroll system operates.
Figure 3. 2: System Flowchart 3. 2. Data Flow Diagram 3. 2. 2. 1 DFD Existing System – Context Diagram 3. 2. 2. 2 DFD Existing System – Diagram 0 3. 3 Project Development The group used Prototyping because it can be done quickly. Prototyping is the creation of a working model of various parts of the system at a very early stage, after a relatively short investigation. The model then becomes the starting point from which users can re-examine their expectations and clarify their requirements. A. Preliminary investigation. The group conducted a research to come up with a process that would need modern help or solution to make an operation easy. The company relies on manual filing & computation.
Computerization of their system would greatly affect their operations. B. Data Gathering. The stage wherein the group gathered or collect important data needed to develop the basic functions of the system such as the computation of salary and other payroll processes. C. Interview. Interviewing the beneficiary of the system gives a broader look for the group. It gives managerial outlook of how the system should run, in accordance to the policy of the company D. Research. Possible problems could arise in the programming process, as well as in the implementation procedure of the program.
However, researching gave the group ideas on how to avoid these problems. E. Layout design. In designing or making the interface of the system, the group heeds on how they would like the system looks like. It is important that the end users are at ease with the look of the system. F. System programming. This is the coding of the program using a reliable programming language. G. Testing & evaluation. Certain bugs and problems are required to be fixed. Evaluation of system’s acceptability is also a must to show the approval of the possible end user. H. Implementation. The completed development of the proposed system will be implemented by company.
The preparation for installing and configuring will be facilitated by the management and users. 3. 4 Testing and Evaluation Procedures Testing and evaluation of the system will be conducted in order to be recognized by possible end user. This procedure will valuate the system’s reliability, accuracy and security.
Respondents There will be 30 respondents for testing and evaluation of the program. It includes 20 students, 5 IT professionals, and 5 possible users of the system. Evaluation Instrument The system’s capabilities, design and security will be also evaluated. The purpose is to prove the acceptability of the system. ACCURACY 1. Accuracy of the System – How accurate is the system in accordance to the rate it is being used. 2. Completeness – Is the system complete depending on the need of the management and the payroll itself. 3. Ease of use – Is it easy to use. RELIABILITY 1. Clarity of the interface – Is the lay out user friendly and not cluttering the program itself. . Appropriateness of the system’s options – Are the options present in the program needed in operations. 3. Clarity of error messages – A program that displays errors that occurs on the running program. 4. Reliability of the system to the data – Is the data being used efficiently by the program itself. SECURITY 1. Capability of the system to protect the information – Are the needed business information protected by the system. 2. Capability of the system to protect the business – Is the business itself being protected by the program. Statistical Treatment of Data Computation of the respondent’s answers to the previous test should be computed with its Mean and Standard Deviation.
This shows the total acceptability of the system. Formula of mean and Standard Deviation: Mean = Xn = X1 + X2 + X3 + Xn n Standard Deviation = (X-X) 2 n In evaluation purposes, the respondents filled up a form in which criteria are given with different level of rating for system’s acceptability. 5 – Highly acceptable The system is highly accepted with its processes and uses passed the criteria for a payroll system. It shows that the system could give a high rate of success in that criterion. 4 – Moderately acceptable The program doesn’t comply as highly as needed for a criterion, yet it still manage to do the needed task or process. It could still be implemented and would still give a satisfactory output of work. 3 – Slightly acceptable The program needs a bit of an upgrade because it doesn’t comply with what the criterion is looking for. It could still be implemented yet the system could not give a satisfactory as needed in the business. 2 – Acceptable The program could be doubted in those criteria given this rating. The program doesn’t comply with the needed work it is intended to do. 1 – Not acceptable The program failed to do the work needed for a criterion. |Rating |Equivalent | |4. 1 – 5. 0 |Highly Acceptable | |3. 1 – 4. 0 |Moderately Acceptable | |2. 1 – 3. 0 |Slightly Acceptable | |1. – 2. 0 |Acceptable | |0. 1 – 1. 0 |Not Acceptable | ———————– Computerized Payroll System -Fast access of database -Fast processing of payroll slip -Basic Rate -Employees record -Basic Pay -Tardiness -Under Time -Absences -Pag-Ibig -SSS -GSIS -Health Care -Witholding Tax -PERA -bonus -medicare -over time -others Manual Computation of employees’ salary -Long process of payroll -Manual retrieving of records -Time consuming -Basic Rate Tardiness -Under Time -Absences -Pag-Ibig -SSS -GSIS -Health Care -Medicare -Witholding Tax -PERA -bonus -others Monthly Attendance Record Print Monthly Payroll Report Pay Slip Produce Pay Slip Payroll Record Compute Employee Gross Pay Employee Database Employee Master File Monthly Payroll Report 0 FASTEL MANUAL PAYROLL SYSTEM Computed Salary Accounting Department Attendance Record Human Resources Department Employee Record Salary Report Employee Pay Slip Employee Figure 3. 3: Context Diagram of the Existing System Figure 3. 4: Diagram 0 of the Existing System Figure 3. 5: Prototyping Diagram
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Way to Gain Ultimate Success
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Write a Detailed Essay on the Nature and Scope of Earth Science
INTRODUCTION TO EARTH SCIENCE(GEO211) SS/BSS/09/0103 KWAKU FRIMPONG MARFO WRITE A DETAILED ESSAY ON THE NATURE AND SCOPE OF EARTH SCIENCE. Earth Science is the name for all science that collectively seeks to understand the Earth and its neighbors in space. Some Earth scientists use their knowledge of the Earth to locate and develop energy and mineral resources. Others also study the impact of human activity on Earth’s environment and design methods to protect the planet.
Some also use their knowledge about Earth processes such as volcanoes, earthquakes and hurricanes to plan communities that will not expose people to these dangerous events. Earth science is also known as the Geosciences, the Geosciences or Earth sciences. It is arguably a special case in planetary science, the Earth being the only life-bearing planet. There are both reductionist and holistic approaches to Earth sciences. The formal discipline of Earth science may include the study of the atmosphere, oceans and biosphere as well as the solid earth.
Typically, Earth scientists will use tools from physics, chemistry, biology and mathematics to build a quantitative understanding of how the earth system works and how it evolved to its current state. Like all other scientists, Earth scientists apply the scientific method: Problem statement, Review literature, Formulate hypothesis after observation of and gathering data about natural phenomena and then test these hypotheses. Finally, there is the need for one to publish and explain the research in the scientific community.
It must however be pointed out that Earth science is inter-disciplined—it cuts across all sciences and study fields. Science in the broadest sense refers to any systematic methodology which attempts to collect accurate information about the shared reality and to model this in a way which can be used to make reliable, concrete and quantitative predictions about events in line with hypotheses proven by experiment. In a more restricted sense, science refers to a system of acquiring knowledge based on the scientific method, as well as to the organized body of knowledge gained through such research.
The scope of science, therefore, is knowledge through reason—and the scope of Earth science is knowledge of the Earth systems through the study of combined science. Knowledge is, therefore, borrowed from other disciplines such as Geology, which is the study of the earth surface(rocks) and interior; Astronomy, the study of the universe that the Erath is a part of; Meteorology, the study of the weather and Earth’s atmosphere and Oceanography, the study of the Earth’s oceans(the four Earth sciences). Geology is the primary Earth science.
Literarily, it means “the study of the Earth”. Geology deals with the composition of earth materials, earth structures and earth processes. It is also concerned with the organisms of the planet and how the planet has changed over time. Geologists search for fuels and minerals, study natural hazards and work to protect earth’s environment. Meteorology is the study of the atmosphere and how processes in the atmosphere determine earth’s weather and climate. Since everyone is concerned about the weather, it can be considered very practical.
For instance, how climate changes over time in response to the actions of people is a topic of urgent worldwide concern. Oceanography is the study of the Earth’s oceans—their composition, movement, organisms and processes. The oceans cover a greater part of the planet. The oceans have a major influence on the weather and changes in the oceans can drive or moderate climate change. Oceanographers work to develop the ocean as a resource and protect it from negative human impact. Astronomy is the study of the universe.
Studying space beyond dearth is important since the moon derives the oceans’ tidal system, asteroids impacts have repeatedly devastated Earth’s inhabitants and energy from the sun drives our weather and climate. When talking about the nature and scope of Earth Science, it is also necessary to talk about its importance. Today, we live in a time when the Earth and its inhabitants face many challenges. Our climate is changing and that change is being caused by human activity. Earth scientists recognize this problem and will play a key role in efforts to resolve it.
Again, we are also challenged to develop new sources of energy that will have minimal negative impact on climate; locate new sources of metals and other mineral resources as known sources are depleted. In a nutshell, the scope of Earth science is knowledge of the earth systems through the study of combined science which also looks at data collection and research woks and the subject being inter-disciplined. References: 1. www. geology. com/body. htm 2. www. wcbp. com/geology/conte 3. Earth Science, An Integrated Perspective, Conte, Thompson and Moses
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Critique on Mm Theory
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The Spirit Catches you and you Fall down
Cross-Cultural Family Assessment Stephanie Boardman University of Southern Maine 1. The client system, in this case the Lee family, defines Lia’s seizures as both a spiritual and physical ailment. According to Fadiman (1997), “…the noise of the door had been so profoundly frightening that her soul had fled her body and become lost. They recognized the resulting symptoms as qaug dab peg, which means ‘the spirit catches you and you fall down’”(p. 20). To the Lee family, Lia’s condition was as revered as it was frightening.
While a person with qaug dab peg was traditionally held in high esteem in the Hmong culture, it was also terrifying enough that the Lee’s rushed Lia to the emergency room more than once in the first few months of her life. 2. While the Lees recognized that Lia had an illness, I do not believe that they recognized the severity of her problems. One the one hand, the understood that it was a dangerous illness, but on the other hand, the Hmong believed that qaug dab peg “singles him out as a person of consequence” (Fadiman, 1997, p. 21). At times, the Lees believed that Lia’s epilepsy wasn’t as much of a medical problem as a gift. Fadiman tells us, “They therefore hoped, at least most of the time, that the qaug dab peg could be healed” (p. 22). So while they recognized that Lia was sick, they also had hope that she could be cured. Their hope was that if the spirits decided to keep hold of Lia, that long-term she would become a Tvix neeb, a “person with a healing spirit” (as cited in Fadiman, 1997, p. 21). If she did not become a Tvix neeb, then their hope was that the sickness would be short-term. It seems that either way, they had no idea what the future held for Lia. They could only hope for the best. 3. Fadiman does not tell us what the Lees did the first time Lia had a seizure. She does tell us that the Lees brought Lia to the emergency room for the first time on October 24, 1982 when she was only three months old (Fadiman, 1997, p. 25) and was admitted to the hospital seventeen times before the age of four and a half (Fadiman, 1997, p. 38). Because of the cultural and language barriers between the doctors and the Lees, there was a lot of mix up and confusion as to the medications that Lia should have been given As a result, the Lees were either giving Lia too much or too little medicine.
Dan Murphy, one of the first physicians to encounter Lia at the hospital tells us that, “The parents report that they had discontinued the medications about 3 months ago because the patient was doing so well” (as cited in Fadiman, 1997, p. 53). Just before her second birthday, Lia was removed from her parents’ custody and placed in foster care for a minimum of six months. When the Lees “failed to demonstrate their ability to comply with their daughter’s medical regimen” (Fadiman, 1997, p. 89), the court decided that Lia remain in foster care. In February of 1986, Lia’s medication became a lot easier to administer when a doctor prescribed only one medication to take the place of the many she had been receiving.
With the help the social worker, Jeanine Hilt, Foua Lee (Lia’s mother) practiced giving this “medication” with a syringe and water until she got it just right, and then was able to administer it to her own daughter. Thanks to the empowerment provided to the Lees by Jeanine, Lia returned home on April 30, 1986. When Lia did return home, Fadiman tells is that the Lees sacrificed a cow to “celebrate her homecoming and bolster her health” (p. 06). Fadiman also tells us that “In order to keep Lia’s condition from deteriorating further, the Less stepped up their program of traditional medicine” (p. 110). They tied expensive herbal amulets around her neck, pinched Lia to “draw out noxious winds” (Fadiman, 1997, p 111), sacrificed many pigs and chickens, and even tried changing her name to confuse the dab who had taken her soul. The final act of healing that Fadiman write about recounts the Lees bringing in a Txiv neeb to perform a healing ceremony for Lia. Fadiman (1997) writes the following: It was Lia’s turn now. Foua and Nao Kao believed that her condition was probably beyond the reach of spiritual healing…And there was still the faintest flicker of a chance, not altogether extinguished even after years of failed sacrifices, that Lia’s soul would be found after all, that the dabs who were keeping it would accept the pig’s soul in its stead, and that she would be restored to health. (p. 283) 4. There were many people affected by the Lia’s seizures and the cultural clashes that ensued. I will focus on the two that seemed most significant.
The first people who were affected were her family, namely her parents. Nao Kao and Foua were obviously distressed that their youngest daughter was having these seizures. The Hmong in general are excellent parents, providing their children with an extraordinary amount of love and attention (Fadiman, 1997, p. 22) and I can’t even imagine the amount of grief the Lees dealt with as they watched Lia’s soul slip away during those several tumultuous years of her life. Because the Lees blamed the medical system for the end result of Lia’s vegetative state, they became increasingly angry people, Nao Kao in particular. Fadiman tells us how angry he was several times in the book, angry enough to try to steal Lia away from the hospital (p. 213). While Foua more evenly tempered than her husband, she did show severe signs of depression and even suicide when Lia was first taken away from them and placed in foster care (Fadiman, 1997, p. 89). Regardless of Lia’s condition, the one thing that was never affected was the love the Lees had for Lia. If anything, Lia became “her parents’ favorite, the child they considered most beautiful, the one who was dressed in the most exquisite garments” (Fadiman, 1997, p. 3). The doctors involved were also deeply affected, namely Neil Ernst and Peggy Philp, the two supervising pediatricians at MCMC who were also married to each other.
The two were known for their “glacial unflappability” (Fadiman, 1997, p. 56). Referring to a Pediatric Clinic Note regarding the Lees inability (intentionally or otherwise) to give Lia her medicine, Fadiman (1997) tells us, “Neil said he could still remember the rage he had felt when he wrote it. He and Peggy…couldn’t remember a case that had made them feel this way. I remember wanting to shake the parents so that they would understand,’ said Peggy” (p. 56). Even though they were incredibly frustrated with the situation and the Lees, they never gave up on Lia. Neil was on duty at the clinic when the Lees brought Lia in for a checkup after her grand mal seizure. He tells us, “That first visit was very significant for me…And what absolutely blew me away is that I, well I was afraid they were going to blame me for what happened, but the mother showed me compassion” (Fadiman, 1997, p. 213). Neil and Peggy seemed to live in this constant state of guilt, feeling like they were the ones to blame for the Lia’s outcome. 5. Because of the cultural clash between the Lees and the doctors, the Lees became even more wary of Americans and their culture. They already felt like outsiders, people who didn’t belong in this country. In a conversation that Foua had with Fadiman, Foua told her, “I am very stupid…because I don’t know anything here. I don’t know your language. America is so hard…in Laos it was easy. I didn’t know how to do anything but farm (Fadiman, 1997, p. 03). When Lia became sick, they tried using their own ways of healing to make her well, but were told they were wrong. In our textbook, we are told that “social functioning encompasses striving toward a lifestyle that meets basic needs, establishing positive relationships, and accentuating personal growth and adjustment” (DuBois & Miley, 2011, p. 63). While the Lees social functioning within the Hmong culture was effective, the same was not to be said for their functioning in American culture. Fadiman (1997) writes, “Indeed, as George M. Scott, Jr. has observed, the Hmong have responded to the hardships of life in the United States ‘by becoming more Hmong, rather than less so’” (p. 208). I believe that such is true of Nao Kao and Foua Lee. 6. Certainly, the value of the sanctity of life crossed the cultural barriers and was displayed by both the Lees and the medical personnel.
Lia’s life was the most important thing, the bottom line. I also think that the values of religion and ethnic heritage also played an important role in the cultural clash, but not in the same positive way that the sanctity of life played. The Lees believed that through animal sacrifices, traditional tvix neeb ceremonies and traditional Hmong medicines, that Lia would be cured. On one hand, the doctors thought the Lees were deliberately putting their child at risk by their refusal to give the proper dosages of medicine, or refusing to give Lia her medicine at all. Fadiman (1997) tells us, “…no one could deny that if the Lees had given Lia her anti-convulsive medications from the beginning, she might have had-might still be having-something approaching a normal life” (p. 258). The Lees thought they were doing the right thing by their culture and standards, while the doctors thought the Lees were negligent. On the other hand, the Lees blamed the medicine, procedures and doctors for putting Lia in her final vegetative state. In regards to a spinal tap done on Lia, Nao Kao told Fadiman, “The doctors put a hole in her back before we got to the hospital…and it makes me disappointed and sad because that is how Lia was lost” (as cited in Fadiman, 1997, p. 148). Foua’s response was much the same: “They just took her to the hospital and they didn’t fix her. She got very sick and I think it is because they gave her too much medicine” (as cited in Fadiman, 1997, p. 148). 7. Once the Lees became compliant with Lia’s medicine routine, I believe that became a step in the right direction for change. It is never a question if Nao Kao and Foua loved Lia. As described in question four, the Lees loved Lia very much and favored her over the other children. Because of this love, they wouldn’t and have not, stopped fighting for Lia’s life.
These are certainly great family strengths and competencies. An environmental strength was that the Lees were living in Merced, whose hospital housed two of the country’s best pediatricians, Neil Ernst and Peggy Philp. Neil and Peggy were certainly committed to making Lia well again.
Another environmental strength was having Jeanine IHinnnnnHilt as their social worker. Neil Ernst tells us that “Jeanine took on the Lees like a crusade…Jeanine was an incredible patient advocate. There was nothing she wouldn’t do for this kid” (as cited in Fadiman, 1997, p. 114). Certainly having someone like Jenny, as Foua called her, on their side was a great strength. . As stated in the above question, Jeanine was the social worker helping the Lee family. The Lee family loved Jeanine very much.
Fadiman (1997) tells us of Jeanine, “…the Lees chose to categorize her not as Lia’s abductor but as her patron, ‘the person who gave Lia her disability money’…she was also the only American I ever heard Foua or Nao Kao refer to by name” (pp. 112-113). Upon hearing of Jeanine’s death in 1993, Foua told Fadiman (1997), “When I heard Jenny was dead, my heart broke…I felt I had lost my American daughter” (p. 252). Clearly, Jeanine was one of the few Americans that the Lees actually accepted. Neil and Peggy were also accepted and loved by the Lees. “Their understanding of the Lees, and the Lees’ understanding of them, deepened significantly when they, too, experienced a child’s grave illness” (Fadiman, 1997, p. 252). Neil wrote a letter to Fadiman and told her about a time that Foua had encountered Peggy at the clinic. In the letter, he wrote: “Mrs. Lee was very concerned about Toby’s health, how he was doing etc. There was very genuine concern expressed by her questions and facial expression. At the end of the visit Mrs. Lee was hugging Peggy and they were both shedding a few tears. Sorrows of motherhood cut through all cultural barriers” (as cited in Fadiman, 1997, p. 252). 9. a. Neil and Peggy’s values, ethics and principles certainly guided their interactions with the Lee family. Neil told Fadiman that one of the main reasons they chose to work in Merced was “to serve underserved people regardless of their form of payment” (as cited in Fadiman, 1997, p. 57). The value of human life was too great to Neil and Peggy for them to just go where there was money to made.
Neil also exhibited ethical behavior when admitting his own mistakes and regrets to Fadiman when she asked if he wished he had done anything differently with Lia. He said, “I wish we’d used Depakene sooner. I wish I’d accepted that it would be easier for the family to comply with one medicine instead of three, even if three seemed medically optimal…Lia taught me that when there is a very dense cultural barrier, you do the best you can, and if something happens despite that, you have to be satisfied with little successes instead of total successes. You have to give up total control. That is very hard for me, but I do try. I think that Lia made me into a less rigid person” (as cited in Fadiman, 1997, p. 257). b. Jeanine was also guided by noble values, ethics and principles. Fadiman (1997) tells us that, “Aside from Dee Korda, Jeanine was the only American I talked to who didn’t describe the Lees as closemouthed and dim; not coincidentally, she was also the only American I ever heard Foua or Nao Kao refer to by name” (pp. 112-113). Jeanine recognized the value of the Lee’s religion and ethnicity and respected them.
She had empathy for the Lees because she too had an illness-chronic asthma-and respected the Hmong culture for their familial relationships, as she had a strained relationship with her parents because she was gay. From what Fadiman has written about Jeanine, it seems to me that she took to heart and put into practice the NASW Code of Ethics. She respected the inherent dignity and worth of the Lee family; challenged the social injustice surrounding the cultural clash between the Lee family and the doctors; and recognized the importance of having a trusting and open relationship with the Lees, which eventually won her over to the Lee family. These are just a few ways that Jeanine exemplified her noble values, ethics and principles. 10. I think one of the most important things to remember when working with the Hmong is that being a Hmong is life to them. Fadiman (1997) tells us that “The Hmong came to the United States for the same reason they had left China in the nineteenth century: because they were trying to resist assimilation” (p. 183). Their ethnicity was their life, so it is important to remember that what may seem as strange traditions, methods of healing and spirituality to us is the normal way of life to the Hmong.
Trying to force them to adapt and integrate into our society only makes them like us, and therefore trust us, even less. Believing ourselves to be elite would be a mistake, one that would certainly cause the Hmong people to instantly distrust us and our intentions. I believe that if I were assessing the Lees, they would instinctively distrust me because I am an American, an outsider to their culture. I would hope that I would be culturally sensitive and empathetic enough that I would show them I could be trusted as their social worker. I would ask about their family, their way of life in Laos, why they came to America. I would ask what injustices they felt had been done to them and ask how they think I could help change these injustices. I would acknowledge their positive characteristics, such as their work ethic, their close relationships within their extended family, and their deep love for their children. I believe that it would be difficult for them to open up about any of their own faults or flaws.
The Hmong seems like very proud people and wouldn’t easily admit to any wrongdoings, if what they were doing was culturally correct. I think I would have the toughest time asking them about any injustice or mistreatment they felt. I think I would be almost afraid to hear the answer, the long list of pain Americans have caused them because mostly, I think they would be correct. I think working with the Lees would be eye opening but very difficult. I’ve always had a more difficult time interacting with people from different cultures, which is why I try to push myself to do things that have me stepping out of my comfort zone (ie, my trip to Africa). I think I would feel ashamed that they had been treated the way that they were, angry at the mistreatment to them and their family. I was very wary as I began to read this book. As I stated earlier, I’ve always had a more difficult time interacting with cultures and religions that are different from my own. This book helped me see that different isn’t always bad. I know that’s such a simple thing to come away with, but to me it is a profound concept. Tolerance and respect are the keys in interacting with people from a different culture, such as the Hmong. As I read through these pages, I experienced a lot of emotions that I wasn’t expecting to have, such as anger, frustration and sadness. This story was beautifully told, and I really appreciated the way Fadiman jumped back and forth from the Lee’s story to Hmong history and culture. It helped me understand and see things a lot more clearly as I went on with the book.
Anne Fadiman really made me fall in love with the Lee family, despite so many of their obvious flaws. When I read about the love and care they gave Lia, despite her being in a vegetative state, it really forced me to think of what I would do if I were in that situation. They never stopped giving Lia unconditional support and love, regardless of whether or not she could respond to it. The Lees, Neil and Peggy and Jeanine all showed me that there are people that care about others more than themselves. Reading about Jeanine’s advocacy for the Lee family was touching. Finding out that she was practically adopted into this family was heartwarming.
This gave me such hope for humanity. It is so easy for me to ignore the beauty and goodness in the world and only see the ugly things such as hatred, racism, prejudice and death. It is easy to lose sight of the fact that as social workers it is not about us and what we think is best for our client. It is about empowering the client in a way that helps them reach their full potential. We are there to assist them in recognizing what is best for them, settin goals for themselves and then helping them to attain those goals. We are to do this regardless of our client’s religion, race or beliefs. Our clients are going to come in all shapes and sizes, races and religions, and we are called to appreciate and encourage their diversity. This book helped me to understand these principles.
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The Advantages and Disadvantages of Community Service
The advantages and disadvantages of Community service or social service as modes of criminal punishment. Community service or social service is a mode of punishment provide by the law which the offender can escape imprisonment or fines. Community service acts as an alternative to the harsh criminal punishment. Generally, community service is handed down by a judge or magistrate to the first-timer offender or teenage offender. This punishment can also be handed down in the case of minor offences for example traffic violations, petty theft, and other nonviolent offenses. The offender is required to perform unpaid work or other activity in the community under the direction of a probation officer or supervisor. Among the community work undergo by the offender are cleaning up roadside or parks, attending educational programs and presenting speeches and seminars concerning the negative effect of crime. The community work may be a specific community service which imposed a particular service, depending on the types and degrees of the offences. For instance, offender of littering will have to clean a park so that he understands the effect of littering, thus change his perception towards littering.
Meaning to say, community service is designed to ensure that the guilty party is punished in some way other than simply paying a fine which can be nothing in the way of a deterrent. Many individuals convicted of a crime and have to pay a fine simply done the same offence again and this leads only to their continual committing of crime. The community service is imposed for a specific period which measured by hour of service. The hours imposed is vary, depending on the nature of the offence. Community service is a healthy alternative mode of punishment and has lots of advantages. It is seen to benefit a country and the government in so many ways. Firstly, community service provide for less expensive punishment compared to imprisonment. It takes a lot of money to send a person to jail. In United Kingdom, it costs ? 100 per day to keep a low-risk drug-addicted offender in jail and ? 37,500 for sending a person to prison for one year. In contrast, only ? 3,000 is needed to send a person to one year of community rehabilitation order.
On average, sending a person to prison is 12 times higher than sending a person to community service. Prisons around the world are facing the same problem which is overcrowding prison. More prisoners means more foods and more security is needed. The increase in the numbers of prisoners subsequently increases the cost for running the prison. So, based on the facts, community service is a great way to cut government cost on punishing offenders as it provide for the less expensive approach with similar effect and helps in reducing the overcrowding problem in prison. Consequently, the money saved can be used for development thus improve the living of the country. Secondly, community service is healthier than imprisonment. This is because, community service offer help to the offenders to rehabilitate themselves more effectively than in prison. This is mainly because; by community service the offenders are able to give something back to the community as prove that they have change. By doing so, the offenders will have small risk of reoffending neither in the number of crimes nor the seriousness of the crimes. If the offender is stuck in the 6? 8 feet cell, the offender will have limited resources to help him rehabilitate.
Furthermore, putting a first time offender with minor offence in the same room with big time criminal for quite sometimes will negatively affect the first time offender in term of his thinking towards crimes. So, separating the offender is a way to avoid an escalation in deviant behavior when new offenders are mixed with hardened criminals. Next, community service benefits the courts as it provide sentencing alternatives for the courts in making judgment so the courts are not bound to only impose imprisonment or fines. Moreover, the offenders will be placed where their skills and interest can be maximized for community benefit. By doing so, the offenders have greater chances to rehabilitate and repel. It will also help in preventing and reducing the social stigma toward the offenders. Social stigma can be defined as severe social disapproval of personal characteristics or beliefs that are perceived to be against cultural norms. In this context, social stigma can be referred to the negative perception of the public toward the offenders.
Protection from social stigma is important for young and new offenders as it help to build confident for rehabilitate purpose. Social stigma has great potential in forcing the offenders to commit the same or other serious offences. Community service provides a just punishment to the offenders. In cases which involve monetary penalty, for instances fine, compensation or restitution, it is not practical to fine a person who does not have the capacity to pay the fine due to financial problem such as limited salary. This is where community service comes in as incapability to pay the fine is not an excuse to escape punishment. However despite the advantages, such punishment has defects of its own. Community service is often being regarded as a waste of time. This is because the time taken for the offenders to complete a service is too long and sometimes unreasonable.
For example, a traffic offender needs to work unpaid for 100 hours over a $100 fines. This situation is seen to be an impractical and unproductive method in favor of the offender because the time use for the work can be used for the offender to improve his living. Moreover, the long hours of community service may affect the offender normal life as he needs to juggle his life with the service. Community service is not an adequate punishment for the offenders. This is because community service is not harsh enough to educate and rehabilitate the offenders compare to imprisonment. Community service is only seen as a ticket to escape imprisonment. Many argued that offences punishable with community service do not really ample together. In some cases, the punishment of community service imposed is to kind towards the offenders. Such punishment will only result the offenders to re-offence as the consequences of the guilty act are minor. Then, the administration of community service requires administrative oversight that may exceed the capacity of the non-governmental organizations to provide. If the agencies of community service where the offenders serve do not have the capacity to provide required punishment, the rehabilitation of the offenders will be affected.
Thus little chances of recovery for the offenders and later lead to re-offending. Community service sends the offenders back to public as a method of rehabilitate them. However, the public exposure may result in stigmatization towards the offenders. Negative perception from public will affect the offenders’ psychology in recovering from the offences. It will bring the morale and confident of the offenders down. At the time of recovering, confident and support of the community are important for successful recovery. Unfortunately, community service will expose the offenders to public and the higher the risk of stigmatization. In conclusion, community service can be seen as great method of punishment as it gives the offenders the opportunity to give something back to the community. In addition, it’s a way to saving cost related with incarceration of the convict and a way to educate convicts on what constitutes ethically acceptable. However, this criminal punishment need to be reviewed before imposing it as it only act as an alternative for other punishment such as imprisonment and fine. It also needs some enhancement to be more effective and efficient alternatives.
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Fundamentals of Programming with Algorithms and Logic
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Teachers and their Personal Values
BBA4751 Business Ethics Unit I Question 11 Question: Teachers should not impose their personal values on students and should remain value neutral. If you were the instructor for an ethics course outline three distinct strategies you would practice in order to ensure you remain neutral. Answer: Whether teaching an ethics course or any course for that matter, there are three distinct strategies you can practice in order to remain neutral. These strategies are “ethical judgment, ethical deliberation, ethical decision making. (Hartman & DesJardins, 2008) The basis of this is the rational decision making which is “a process that involved careful thought and deliberation, can and will result in behavior that is both more reasonable and more ethical. Ethical judgment, ethical deliberation, and ethical reasoning are distinct ideas important to business ethics. Ethical judgment refers to the support of ethical business practice and to not tolerate the unethical one. Ethical deliberation refers to a value, belief, or attitude about ethical and moral issues in general. Ethical decision making is the process for which one should think ethically to make the appropriate decisions. If as a teacher you practice these three strategies you should not go wrong in a teaching method that practices good ethics: support ethics, value ethics, decide with ethical standards I cannot claim to know what teachers believe, however our text book (Hartman & DesJardins, 2008) says that only a handful of teachers believe their job is to tell the students the correct answers and state publicly how a student should think and live their lives. This will only lead to a student behaving in the same manner as the teacher and not in a true ethical situation since they were not allowed to fully understand what the ethics process entails. Students need to think for themselves and in order for them to do that effectively they need to understand the basics of ethical behavior in order to behave ethically. If the answers are provided for them, than the students do not learn the true meaning of ethics. Hartman, L. P. , & DesJardins, J. (2008). Business Ethics: Decision-Making for Personal Integrity & Social Responsibility. Boston: McGraw Hill.
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Value Alignment
The values of Hewitt Associates derive from the organization’s mission which is “making the world a better place to work. Hewitt’s values consist of four points which are people, excellence, collaboration and integrity. The first point people derives from Hewitt’s will to treat employee’s, clients, customers, business associates and providers with the highest respect.
During my time at Hewitt I have noticed the high respect one is shown amongst my peers. In a diverse setting in which a professional level of respect may not be expected. The value of people has continued to resonate with me in and outside of my work setting.
The organization quest for excellence is shown through it dependability to bring resolutions to clients that exhibit eminence, trustworthiness, and improvement. The employee’s attains excellence in the course of personal initiative and constant progress of skills and comprehension, along with strong support from the organization. Excellence is something that I have always personally strived for.
The will to be the best and provide the best of my ability made me a perfect employee for Hewitt Associates; however it is the idea of innovation that the organization instills that wills me to become better. Collaboration brings forth Hewitt’s personal ability to cater to clients and their associates with high quality service.
Working collectively, Hewitt believes it can influence individual thoughts and contributions to bring forth greater outcomes, assisting clients, associates, the companies firms, business associates, and the companies suppliers.
Collaborating with other is a skill that I have gained from Hewitt. Before Hewitt I believed that you should be the best you and above and beyond the rest. I have learned It is possible to be better than everyone and it is impossible to be better than everyone collectively. I once considered myself a skilled individual I now consider myself a skilled teammate.
Hewitt has gathered integrity through its great effort to make the correct decisions, despite of the state of affairs. The employee’s at Hewitt associates are to pride themselves in signifying ethical conduct, truthfulness, and veracity in all facets of the organization. Integrity in one’s self is very important to the point where it should exude from his or hers persona. I believe that integrity is the responsibility of those who want to be the best and I want to be the best.
Hewitt Associates values have not changed since the origin as they are etched in marble at the company’s headquarters. At Hewitt, working collectively with clients as important as the goals set to be accomplished.
The actual plans and values of UPS organizations actions plans and actions are as required to satisfy the customer and the internal stakeholders as well as the entire organization. The plans and goals of the company stated are to become a satisfied employer having a great rewards and opportunity to recognize achievement of its employee’s and outside stakeholders. The degree of alignment is measured with a positive action plan put forth to accomplish the most out going tasks of the company. Knowing that the analyzing degree of alignment of the stated values has been enforced in the company in a most honest and integrity way is the company best way of establishing the best policies to suit the company’s value system.
The most important issues is being able to tackle the most hectic issues at hand and solving the problem becoming apart of the solution and not the problem, knowing that the problem is always making the culture of the company values a great environment to work is the main action or action plan a company can have.
The integrity of the company is always the main seeker in the company and second most important value is the honesty of the organizations action plan put forward. The persistence of the company’s mission statement is another value that is greatly looked upon and the reflection of the companies policies being enforced in the greatest possible way ever. This plan is the plan I and other employees look at when entering the company knowing that the employee as well as the internal and external stakeholders are always valued with integrity and honesty.
The alignment of my values are having the most respect and integrity of the company and keeping the satisfaction of the company between the most valued customers and having the internal and external stakeholders happy at all times. Having the proper action plan put forward is the greatest aspect of any company or business. The reflected values are greatly looked upon as a reward system and a commitment to leadership of the business and the values that any company may have.
The positive aspect of the UPS company or business is the having the open door policy and being able to relate to the employee as well as the customer. The other is the leadership and the commitment to make every action plan and values a looked upon asset for the company and knowing it is being enforced in the most enhanced way.
The plans and values of Wal-Mart are built upon honesty, respect, fairness and integrity.
Wal-Mart mission is to enhance and integrate the supplier diversity programs into all of the procurement practices and to be an advocate for minority and women owned business. Wal-mart hints and tips will provide the people with inspiration to develop the success of people explanatory paragraph which will prove to be suitable for associates, customers and employees. The conclusion is having great integrity and honesty having a well planned plan action plan and positive actions put forward working for the integrity of the people which are the internal and external stakeholders of the company. The educational background of learning and knowing that any company has a primary and secondary SWOTT analysis conducted is a well effective strategic plan and an efficient and effective value that are valued within the company aspects.
Knowing the company core values and behaviors are put into place to make the company a better place and environment to work in is a plus for any business.
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Disaster Management – the Discipline of Dealing with and Avoiding Risks
The role of “students” in any capacity is to learn as much as they can about the subject at hand. In the case of disaster management, this is a very wide open field. A student should learn causes of disasters and figure out ways to reduce the risk of an catastrophe from happening in the first place. Here is what wikipedia has to say about disaster management: Emergency management (or disaster management) is the discipline of dealing with and avoiding risks. It is a discipline that involves preparing, supporting, and rebuilding society when natural or human-made disasters occur. In general, any Emergency management is the continuous process by which all individuals, groups, and communities manage hazards in an effort to avoid or ameliorate the impact of disasters resulting from the hazards. Actions taken depend in part on perceptions of risk of those exposed.
Effective emergency management relies on thorough integration of emergency plans at all levels of government and non-government involvement. Activities at each level (individual, group, community) affect the other levels. It is common to place the responsibility for governmental emergency management with the institutions for civil defense or within the conventional structure of the emergency services. In the private sector, emergency management is sometimes referred to as business continuity planning. * Students can help in rehabilitation and resettlement of victims * They can spread awareness through rallies in streets * Volunteer in the information centres and form associations for the Disaster-Day * Provide the victims with basic needs Preventing disasters at home – stopping building fires due to petty reasons like a short circuit ____________________________________________________________ _________________________Master’s Programs (International Programs) Disaster Management Policy Program Natural disasters create human tragedy and crippling economic loss, hampering development wherever they occur. Due to recent urbanization in developing countries, the poor are settled in buildings and areas that are vulnerable to natural disasters. Thus, these disasters can severely impair efforts to alleviate poverty in developing countries. In order to reduce the impacts of natural disasters, well-balanced risk management before, during, and after disasters must be done in multi-disciplinary ways. To meet this need, disaster management experts must be fostered through professional education and training so that they can develop appropriate disaster management policies and techniques for local conditions, and can communicate with local people to raise awareness in communities. In order to enhance the capacity of professionals in developing countries to cope with natural disasters, GRIPS offers a master’s degree program in Disaster Management Policy. This Program is offered jointly with the International Institute of Seismology and Earthquake Engineering (IISEE) of the Building Research Institute (BRI), the International Centre for Water Hazard and Risk Management (ICHARM) of the Public Works Research Institute (PWRI), and the Japan International Cooperation Agency (JICA). Through the Program, students: * Acquire knowledge in the fields of seismology, earthquake engineering, tsunami disaster mitigation, and water-related disasters as well as basic knowledge necessary for disaster risk management; * Learn the theories on which disaster management policies are based and study Japanese policies and systems; and * Through a problem-solving approach, gain the capability to develop appropriate technologies and policies specific to local conditions. The United Nations designated the years 2005-2014 as the Decade for Education and Sustainable Development, led by the United Nations Educational Scientific and Cultural Organization (UNESCO). UNESCO supports the Disaster Management Policy Program due to the educational opportunities the Program offers for professionals across the developing world. ————————————————- The Program comprises the subprograms of Earthquake Disaster Mitigation/Tsunami Disaster Mitigation and Water-Related Risk Management WHAT IS DISASTER? Disaster is a sudden, calamitous event bringing great damage, loss, and destruction and devastation to life and property. The damage caused by disasters is immeasurable and varies with the geographical location, climate and the type of the earth surface/degree of vulnerability. This influences the mental, socio-economic, political and cultural state of the affected area.
Generally, disaster has the following effects in the concerned areas, 1. It completely disrupts the normal day to day life 2. It negatively influences the emergency systems 3. Normal needs and processes like food, shelter, health, etc. are affected and deteriorate depending on the intensity and severity of the disaster. It may also be termed as “a serious disruption of the functioning of society, causing widespread human, material or environmental losses which exceed the ability of the affected society to cope using its own resources. ” Thus, a disaster may have the following main features:- o Unpredictability o Unfamiliarity Speed o Urgency o Uncertainty o Threat Thus, in simple terms we can define disaster as a hazard causing heavy loss to life, property and livelihood. e. g. a cyclone killing 10,000 lives and a crop loss of one crore can be termed as disaster. TYPES OF DISASTER Generally, disasters are of two types – Natural and Manmade. Based on the devastation, these are further classified into major/minor natural disaster and major/minor manmade disasters.
Some of the disasters are listed below, Major natural disasters: · Flood· Cyclone· Drought· Earthquake| Minor natural disasters: · Cold wave· Thunderstorms· Heat waves· Mud slides· Storm| Major manmade disaster: * Setting of fires * Epidemic * Deforestation * Pollution due to prawn cultivation * Chemical pollution. * Wars | Minor manmade disaster:· Road / train accidents, riots· Food poisoning · Industrial disaster/ crisis· Environmental pollution | Risk: Risk is a measure of the expected losses due to a hazardous event of a particular magnitude occurring in a given area over a specific time period. Risk is a function of the probability of particular occurrences and the losses each would cause. The level of risk depends on: v Nature of the Hazard v Vulnerability of the elements which are affected v Economic value of those elements Vulnerability: It is defined as “the extent to which a community, structure, service, and/or geographic area is likely to be damaged or disrupted by the impact of particular hazard, on account of their nature, construction and proximity to hazardous terrain or a disaster prone area” Hazards: Hazards are defined as “Phenomena that pose a threat to people, structures, or economic assets and which may cause a disaster. They could be either manmade or naturally occurring in our environment. ” The extent of damage in a disaster depends on: ) The impact, intensity and characteristics of the phenomenon and 2) How people, environment and infrastructures are affected by that phenomenon This relationship can be written as an equation: Disaster Risk = Hazard +Vulnerability DISASTER MANAGEMENT CYCLE C R I S I S M A N A G E M E N T Response| Rehabilitation| Reconstruction| Disaster Impact| Development| Prevention| Mitigation| Preparedness| CRISIS MANAGEMENT| OVERVIEW OF THE DISASTER RISK MANAGEMENT PROGRAMME [2002-2007] Government of India [GoI], Ministry of Home Affairs [MHA] and United Nations Development Programme [UNDP] have signed an agreement on August 2002 for implementation of “Disaster Risk Management” Programme to reduce the vulnerability of the communities to natural disasters, in identified multi–hazard disaster prone areas.
Goal : “Sustainable Reduction in Natural Disaster Risk” in some of the most hazard prone districts in selected states of India”. The four main objectives of this programme are: 1. National capacity building support to the Ministry of Home Affairs 2. Environment building, education, awareness programme and strengthening the capacity at all levels in natural disaster risk management and sustainable recovery 3. Multi-hazard preparedness, response and mitigation plans for the programme at state, district, block and village/ward levels in select programme states and districts 4. Networking knowledge on effective approaches, methods and tools for natural disaster risk management, developing and promoting policy frameworks Programme Phases: The programme has been divided into two phases over a period of six years. Phase I [2002-2004] would provide support to carry out the activities in 28 select districts in the states of Bihar, Gujarat and Orissa. In phase II [2003-2007], the Programme would cover 141 districts in the states of Assam, Meghalaya, Sikkim, West Bengal, Uttaranchal, Uttar Pradesh, Delhi, Maharashtra, Tamilnadu, Manipur, Mizoram, Tripura, Arunachal Pradesh and Nagaland. Special Focus: 38 Earthquake prone cities having more than half a million population EARTHQUAKES SAFETY TIPS Earthquakes usually give no warning at all. Prepare your family Before the earthquake Now is the time to formulate a safety plan for you and your family. If you wait until the earth starts to shake, it may be too late. Consider the following safety measures: · Always keep the following in a designated place: bottled drinking water, non-perishable food (chura, gur, etc), first-aid kit, torchlight and battery-operated radio with extra batteries. · Teach family members how to turn off electricity, gas, etc. · Identify places in the house that can provide cover during an earthquake. · It may be easier to make long distance calls during an earthquake. Identify an out-of-town relative or friend as your family’s emergency contact. If the family members get separated after the earthquake and are not able to contact each other, they should contact the designated relative/friend.
The address and phone number of the contact person/relative should be with all the family members. Safeguard your house · Consider retrofitting your house with earthquake-safety measures. Reinforcing the foundation and frame could make your house quake resistant. You may consult a reputable contractor and follow building codes. · Kutchha buildings can also be retrofitted and strengthened.
During quake Earthquakes give no warning at all. Sometimes, a loud rumbling sound might signal its arrival a few seconds ahead of time. Those few seconds could give you a chance to move to a safer location. Here are some tips for keeping safe during a quake. · Take cover. Go under a table or other sturdy furniture; kneel, sit, or stay close to the floor. Hold on to furniture legs for balance. Be prepared to move if your cover moves. · If no sturdy cover is nearby, kneel or sit close to the floor next to a structurally sound interior wall. Place your hands on the floor for balance. · Do not stand in doorways. Violent motion could cause doors to slam and cause serious injuries.
You may also be hit be flying objects. · Move away from windows, mirrors, bookcases and other unsecured heavy objects. · If you are in bed, stay there and cover yourself with pillows and blankets · Do not run outside if you are inside. Never use the lift. · If you are living in a kutcha house, the best thing to do is to move to an open area where there are no trees, electric or telephone wires. If outdoors: · Move into the open, away from buildings, streetlights, and utility wires.
Once in the open, stay there until the shaking stops. If your home is badly damaged, you will have to leave. Collect water, food, medicine, other essential items and important documents before leaving. · Avoid places where there are loose electrical wires and do not touch metal objects that are in touch with the loose wires. · Do not re-enter damaged buildings and stay away from badly damaged structures. If in a moving vehicle: Move to a clear area away from buildings, trees, overpasses, or utility wires, stop, and stay in the vehicle. Once the shaking has stopped, proceed with caution. Avoid bridges or ramps that might have been damaged by the quake.
After the quake Here are a few things to keep in mind after an earthquake. The caution you display in the aftermath can be essential for your personal safety. · Wear shoes/chappals to protect your feet from debris · After the first tremor, be prepared for aftershocks. Though less intense, aftershocks cause additional damages and may bring down weakened structures. Aftershocks can occur in the first hours, days, weeks, or even months after the quake. · Check for fire hazards and use torchlights instead of candles or lanterns. · If the building you live in is in a good shape after the earthquake, stay inside and listen for radio advises. If you are not certain about the damage to your building, evacuate carefully. Do not touch downed power line. · Help injured or trapped persons. Give first aid where appropriate. Do not move seriously injured persons unless they are in immediate danger of further injury. In such cases, call for help. · Remember to help your neighbours who may require special assistance-infants, the elderly, and people with disabilities. · Listen to a battery-operated radio for the latest emergency information. · Stay out of damaged buildings. · Return home only when authorities say it is safe. Clean up spilled medicines, bleaches or gasoline or other flammable liquids immediately.
Leave the area if you smell gas or fumes from other chemicals. Open closet and cupboard doors cautiously. · If you smell gas or hear hissing noise, open windows and quickly leave the building. Turn off the switch on the top of the gas cylinder. · Look for electrical system damages – if you see sparks, broken wires, or if you smell burning of amber, turn off electricity at the main fuse box. If you have to step in water to get to the fuse box, call an electrician first for advice. · Check for sewage and water lines damage. If you suspect sewage lines are damaged, avoid using the toilets. If water pipes are damaged, avoid using water from the tap. · Use the telephone only for emergency calls. · In case family members are separated from one another during an earthquake (a real possibility during the day when adults are at work and children are at school), develop a plan for reuniting after the disaster. Ask an out of state / district relative or friend to serve as the “family contact”. Make sure everyone in the family knows the name, address, and phone number(s) of the contact person (s). CYCLONE SAFETY TIPS Before the Cyclone Season * Keep watch on weather and listen to radio or TV. Keep alert about the community warning systems – loudspeakers, bells, conches, drums or any traditional warning system. * Get to know the nearest cyclone shelter / safe houses and the safest route to reach these shelters. * Do not listen to rumours. * Prepare an emergency kit containing: * A portable radio, torch and spare batteries; * Stocks dry food – Chura, Chhatua, Mudhi, gur, etc. * Matches, fuel lamp, portable stove, cooking utensils, waterproof bags * A first aid kit, manual, etc.
Katuri, pliers, small saw, axe and plastic rope * Check the roof and cover it with net or bamboo. Check the walls, pillars, doors and windows to see if they are secure. If not, repair those at the earliest. In case of tin roofs, check the condition of the tin and repair the loose points. Cover the mud walls with polythene or coconut leaves mats or straw mats on a bamboo frame. Bind each corner of the roof with a plastic rope in case of thatched roof. * Trim dry tree branches, cut off the dead trees and clear the place/courtyard of all debris, including coconuts and tree branches. Clear your property of loose materials that could blow about and cause injury or damage during extreme winds. * If your area is prone to storm surge, locate safe high ground or shelter. * Keep important documents, passbook, etc. in a tight plastic bag and take it along with your emergency kits if you are evacuating. * Identify the spot where you can dig holes to store food grains, seeds, etc. in polythene bags. * Keep a list of emergency addresses and phone numbers on display.
Know the contact telephone number of the government offices /agencies, which are responsible for search, rescue and relief operations in your area. If you are living in an area where CBDP exercises have taken place, ensure: * Vulnerability list and maps have been updated * Cyclone drill including search & rescue, first aid training have taken place * Stock of dry food, essential medicines and proper shelter materials maintained Upon a cyclone warning * Store loose items inside. Put extra agricultural products/ stock like paddy in plastic bags and store it by digging up a hole in the ground, preferably at a higher elevation and then cover it properly.
Fill bins and plastic jars with drinking water. Keep clothing for protection, handy * Prepare a list of assets and belongings of your house and give information to volunteers and other authorities about your near and dear ones. * Fill fuel in your car/motorcycle and park it under a solid cover. Tie bullock carts, boats securely to strong posts in an area, which has a strong cover and away from trees. Fallen trees can smash boats and other assets. * Close shutters or nail all windows.
Secure doors. Stay indoors, with pets. * Pack warm clothing, essential medications, valuables, papers, water, dry food and other valuables in waterproof bags, o be taken along with your emergency kit. * Listen to your local radio / TV, local community warning system for further information. * In case of warning of serious storm, move with your family to a strong pucca building. In case of warning of cyclones of severe intensity, evacuate the area with your family, precious items and documents and emergency kit. Take special care for children, elders, sick, pregnant women and lactating mothers in your family. Do not forget your emergency food stock, water and other emergency items. GO TO THE NEAREST CYCLONE SHELTER. * Do not venture into the sea for fishing. On warning of local evacuation Based on predicted wind speeds and storm surge heights, evacuation may be necessary. Official advice may be given on local radio / TV or other means of communication regarding safe routes and when to move. * Wear strong shoes or chappals and clothing for protection. * Lock your home, switch off power, gas, water, and take your emergency kit. * If evacuating to a distant place take valuable belonging, domestic animals, and leave early to avoid heavy traffic, flooding and wind hazards. * If evacuating to a local shelter or higher grounds carry the emergency kit and minimum essential materials. When the cyclone strikes * Disconnect all electrical appliances and turn off gas. * If the building starts crumbling, protect yourself with mattresses, rugs or blankets under a strong table or bench or hold on to a solid fixture (e. g. a water pipe) * Listen to your transistor radio for updates and advice. * Beware of the calm `eye’. If the wind suddenly drops, don’t assume the cyclone is over; violent winds will soon resume from the opposite direction. Wait for the official “all clear”. * If driving, stop – but well away from the sea and clear of trees, power lines and watercourses. Stay in the vehicle.
After the cyclone * Do not go outside until officially advised it is safe. * Check for gas leaks. Do not use electric appliances, if wet. * Listen to local radio for official warnings and advice. * If you have to evacuate, or did so earlier, do not return until advised. Use a recommended route for returning and do not rush. * Be careful of snake bites and carry a stick or bamboo * Beware of fallen power lines, damaged bridges, buildings and trees, and do not enter the floodwaters. * Heed all warnings and do not go sightseeing. FLOODS SAFETY TIPS This guide lists simple things you and your family can do to stay safe and protect your property from floods. Before flooding occurs. * All your family members should know the safe route to nearest shelter/ raised pucca house. * If your area is flood-prone, consider alternative building materials. Mud walls are more likely to be damaged during floods.
You may consider making houses where the walls are made of local bricks up to the highest known flood level with cement pointing. * Have an emergency kit on hand which includes a: * A portable radio, torch and spare batteries; Stocks of fresh water, dry food (chura, mudi, gur, biscuits), kerosene, candle and matchboxes; * Waterproof or polythene bags for clothing and valuables, an umbrella and bamboo stick (to protect from snake), salt and sugar. * A first aid kit, manual and strong ropes for tying things When you hear a flood warning or if flooding appears likely * Tune to your local radio/TV for warnings and advice. * Keep vigil on flood warning given by local authorities * Don’t give any importance to rumours and don’t panic * Keep dry food, drinking water and clothes ready Prepare to take bullock carts, other agricultural equipments, and domestic animals to safer places or to higher locations. * Plan which indoor items you will raise or empty if water threatens to enter your house * Check your emergency kit During floods * Drink boiled water. * Keep your food covered, don’t take heavy meals. * Use raw tea, rice-water, tender coconut-water, etc. during diarrhoea; contact your ANM/AWW for ORS and treatment. * Do not let children remain on empty stomach. * Use bleaching powder and lime to disinfect the surrounding. * Help the officials/volunteers distributing relief materials. If you need to evacuate * Firstly pack warm clothing, essential medication, valuables, personal papers, etc. in waterproof bags, to be taken with your emergency kit. * Take the emergency kit * Inform the local volunteers (if available), the address of the place you are evacuating to. * Raise furniture, clothing and valuables onto beds, tables and to the top of the roof (electrical items highest). * Turn off power. * Whether you leave or stay, put sandbags in the toilet bowl and over all laundry / bathroom drain-holes to prevent sewage back-flow. * Lock your home and take recommended/known evacuation routes for your area. Do not get into water of unknown depth and current. If you stay or on your return · Stay tuned to local radio for updated advice. · Do not allow children to play in, or near, flood waters. · Avoid entering floodwaters. If you must, wear proper protection for your feet and check depth and current with a stick. Stay away from drains, culverts and water over knee-deep. · Do not use electrical appliances, which have been in floodwater until checked for safety. · Do not eat food, which has been in floodwaters. · Boil tap water (in cities) until supplies have een declared safe. In case of rural areas, store tube well water in plastic jars or use halogen tablets before drinking. · Be careful of snakes, snakebites are common during floods. TIPS ON FIRE ACCIDENTS a) High-Rise Fires: * Calmly leave the apartment, closing the door behind you. Remember the keys! * Pull the fire alarm near the closest exit, if available, or raise an alarm by warning others. * Leave the building by the stairs. * Never take the elevator during fire! If the exit is blocked by smoke or fire: * Leave the door closed but do not lock it. To keep the smoke out, put a wet towel in the space at the bottom of the door. * Call the emergency fire service number and tell them your apartment number and let them know you are trapped by smoke and fire. It is important that you listen and do what they tell you. * Stay calm and wait for someone to rescue you. If there is a fire alarm in your building which goes off: * Before you open the door, feel the door by using the back of our hand. If the door is hot or warm, do not open the door. * If the door is cool, open it just a little to check the hallway. If you see smoke in the hallway, do not leave. If there is no smoke in the hallway, leave and close the door. Go directly to the stairs to leave. Never use the elevator. If smoke is in your apartment: * Stay low to the floor under the smoke. * Call the Fire Emergency Number which should be pasted near your telephone along with police and other emergency services and let them know that you are trapped by smoke. * If you have a balcony and there is no fire below it, go out. * If there is fire below, go out to the window. DO NOT OPEN THE WINDOW but stay near the window. * If there is no fire below, go to the window and open it. Stay near the open window. * Hang a bed sheet, towel or blanket out of the window to let people know that you are there and need help. * Be calm and wait for someone to rescue you. A) A) Kitchen Fires: It is important to know what kind of stove or cooking oven you have in your home – gas, electric, kerosene or where firewood is used. The stove is the No. 1 cause of fire hazards in your kitchen and can cause fires, which may destroy the entire house, especially in rural areas where there are thatched roof or other inflammable materials like straw kept near the kitchen. For electric and gas stoves ensure that the switch or the gas valve is switched off/turned off immediately after the cooking is over. An electric burner remains hot and until it cools off, it can be very dangerous.
The oven using wood can be dangerous because burning embers remain. When lighting the fire on a wooden fuel oven, keep a cover on the top while lighting the oven so that sparks do not fly to the thatched roof.
After the cooking is over, ensure that the remaining fire is extinguished off by sprinkling water if no adult remains in the kitchen after the cooking. Do not keep any inflammable article like kerosene near the kitchen fire. Important Do’s in the Kitchen: · Do have an adult always present when cooking is going on the kitchen. Children should not be allowed alone. · Do keep hair tied back and do not wear synthetic clothes when you are cooking. · Do make sure that the curtains on the window near the stove are tied back and will not blow on to the flame or burner. · Do check to make sure that the gas burner is turned off immediately if the fire is not ignited and also switched off immediately after cooking. Do turn panhandles to the centre of the stove and put them out of touch of the children in the house. · Do ensure that the floor is always dry so that you do not slip and fall on the fire. · Do keep matches out of the reach of children. Important Don’ts · Don’t put towels, or dishrags near a stove burner. · Don’t wear loose fitting clothes when you cook, and don’t reach across the top of the stove when you are cooking. · Don’t put things in the cabinets or shelves above the stove.
Young children may try to reach them and accidentally start the burners, start a fire, catch on fire. Don’t store spray cans or cans carrying inflammable items near the stove. · Don’t let small children near an open oven door. They can be burnt by the heat or by falling onto the door or into the oven. · Don’t lean against the stove to keep warm. · Don’t use towels as potholders. They may catch on fire. · Don’t overload an electrical outlet with several appliances or extension cords. The cords or plugs may overheat and cause a fire. · Don’t use water to put out a grease fire. ONLY use baking soda, salt, or a tight lid. Always keep a box of baking soda near the stove. · Don’t use radios or other small appliances (mixers, blenders) near the sink. COMMON TIPS: · Do keep the phone number of the Fire Service near the telephone and ensure that everyone in the family knows the number. · Do keep matches and lighters away from children. · Do sleep with your bedroom closed to prevent the spread of fire. Do you know that you should never run if your clothes are on fire and that you should – “STOP – DROP-ROLL. ” LANDSLIDE During a Landslide: · Stay alert and awake. Many debris-flow fatalities occur when people are sleeping. Listen to a Weather Radio or portable, battery-powered radio or television for warnings of intense rainfall. Be aware that intense, short bursts of rain may be particularly dangerous, especially after longer periods of heavy rainfall and damp weather. · If you are in areas susceptible to landslides and debris flows, consider leaving if it is safe to do so. Remember that driving during an intense storm can be hazardous. If you remain at home, move to a second story if possible.
Staying out of the path of a landslide or debris flow saves lives. Listen for any unusual sounds that might indicate moving debris, such as trees cracking or boulders knocking together. A trickle of flowing or falling mud or debris may precede larger landslides. Moving debris can flow quickly and sometimes without warning. · If you are near a stream or channel, be alert for any sudden increase or decrease in water flow and for a change from clear to muddy water. Such changes may indicate landslide activity upstream, so be prepared to move quickly. Don’t delay! Save yourself, not your belongings. · Be especially alert when driving. Embankments along roadsides are particularly susceptible to landslides.
Watch the road for collapsed pavement, mud, fallen rocks, and other indications of possible debris flows. What to Do if You Suspect Imminent Landslide Danger: · Contact your local fire, police, or public works department. Local officials are the best persons able to assess potential danger. · Inform affected neighbors. Your neighbors may not be aware of potential hazards. Advising them of a potential threat may help save lives.
Help neighbors who may need assistance to evacuate. · Evacuate. Getting out of the path of a landslide or debris flow is your best protection. Media and Community Education Ideas: · In an area prone to landslides, publish a special newspaper section with emergency information on landslides and debris flows.
Localize the information by including the phone numbers of local emergency services offices, the Red Cross, and hospitals. · Report on what city and county governments are doing to reduce the possibility of landslides. Interview local officials about local land- use zoning regulations. · Interview local officials and major insurers. Find out if debris flow is covered by flood insurance policies and contact your local emergency management office to learn more about the program. · Work with local emergency services to prepare special reports for people with mobility impairments on what to do if evacuation is ordered. · Support your local government in efforts to develop and enforce land-use and building ordinances that regulate construction in areas susceptible to landslides and debris flows. Buildings should be located away from steep slopes, streams and rivers, intermittent-stream channels, and the mouths of mountain channels. After the Landslide: · Stay away from the slide area. There may be danger of additional slides. · Check for injured and trapped persons near the slide, without entering the direct slide area.
Direct rescuers to their locations. · Help a neighbor who may require special assistance – infants, elderly people, and people with disabilities. Elderly people and people with disabilities may require additional assistance. People who care for them or who have large families may need additional assistance in emergency situations. · Listen to local radio or television stations for the latest emergency information. Watch for flooding, which may occur after a landslide or debris flow. Floods sometimes follow landslides and debris flows because they may both be started by the same event. · Look for and report broken utility lines to appropriate authorities. Reporting potential hazards will get the utilities turned off as quickly as possible, preventing further hazard and injury. · Check the building foundation, chimney, and surrounding land for damage.
Damage to foundations, chimneys, or surrounding land may help you assess the safety of the area. Replant damaged ground as soon as possible since erosion caused by loss of ground cover can lead to flash flooding. · Seek the advice of a geotechnical expert for evaluating landslide hazards or designing corrective techniques to reduce landslide risk. A professional will be able to advise you of the best ways to prevent or reduce landslide risk, without creating further hazard. Media and Community Education Ideas: · In an area prone to landslides, publish a special newspaper section with emergency information on landslides and debris flows. Localize the information by including the phone numbers of local emergency services offices, the American Red Cross chapter, and hospitals. · Report on what city and county governments are doing to reduce the possibility of landslides. Interview local officials about local land- use zoning regulations. · Interview local officials and major insurers regarding the National Flood Insurance Program. Find out if debris flow is covered by flood insurance policies from the National Flood Insurance Program and contact your local emergency management office to learn more about the program. Work with local emergency to prepare special reports for people with mobility impairments on what to do if evacuation is ordered. · Support your local government in efforts to develop and enforce land-use and building ordinances that regulate construction in areas susceptible to landslides and debris flows.
Buildings should be located away from steep slopes, streams and rivers, intermittent-stream channels, and the mouths of mountain channels. Before a Landslide: How to Plan: Develop a Family Disaster Plan. Please see the “Family Disaster Plan” section for general family planning information. Develop landslide-specific planning. Learn about landslide risk in your area. Contact local officials, state geological surveys or departments of natural resources, and university departments of geology.
Landslides occur where they have before, and in identifiable hazard locations. Ask for information on landslides in your area, specific information on areas vulnerable to landslides, and request a professional referral for a very detailed site analysis of your property, and corrective measures you can take, if necessary. If you are at risk from landslides: Talk to your insurance agent. · Develop an evacuation plan. ————————————————- · Discuss landslides and debris flow with your family.
Everyone should know what to do in case all family members are not together. Discussing disaster ahead of time helps reduce fear and lets everyone know how to respond during a landslide or debris flow. DISASTER MANAGEMENT…. Disasters whether natural or man-made can strike at any time. In general, the general response to a disaster is in terms of relief and rescue operations – after the event. However, if we are adequately prepared, its possible to severely reduce the impact of a disaster. The impact can be reduced through a good understanding of preventive actions, as well as having the knowledge of certain life-saving tools and techniques, which when used at the time of the event of disaster can control the total damage to life and belongings. The biggest problem with the disasters is the suddenness and swiftness with which they arrive.
Hence, in order to reduce the severity of a disaster the response also has to equally swift. Lets first understand, what is a disaster. Dictionary meaning of “disaster” may be taken as: “a sudden accident or natural event that causes great damage or loss of life” – Oxford Dictionary. So, as can be seen, disaster by definition itself is “sudden” and causes immense damage to property and/or life. Almost all of us can think of several disasters that have occurred in the recent past. Earthquakes, industrial accidents, oil-spills, forest-fires, terrorist activities etc. are some of the more commonly encountered disasters. Disasters themselves are not limited to specific parts of world, though, certain areas might be more prone to certain specific type of disaster, e. . area around Pacific rim is more prone to earthquakes, some countries are more prone to terrorist activities, some coastal areas are more prone to cyclones, and, some areas are more prone to floods.
However, the more advanced a nation is, typically, their level of preparedness is higher. This higher level of preparedness allows them to have a better control over the loss. There are certain types of disasters, where, the loss during the actual event is not necessarily as high, but, the losses become very high due to inability to manage the situation in a timely manner. More often than not, it happens due to confusion and chaos in the context of too much loss, and, inefficient utilization of resources – which are already strained. Another thing which causes a lot of loss during certain kind of disasters is the inability to properly manage and secure the utilities, like: electricity, gas, water etc. On one side, each of these utilities are very important, and, on the other side, due to leakages/ruptures, some of these might come in contact with each other, when they should not – causing further damage. ————————————————- Thus, the main motivation behind disaster management is to minimize the losses at the time of a disaster as well as ensure most efficient utilization of resources – which are already scarce. ————————————————- ————————————————- ————————————————- TYpes of Disasters ————————————————- ————————————————- Though, all kinds of disaster require more or less similar skill-sets and rescue-efforts at least a few days after the event, it is important to understand various kinds of disasters. Depending upon the actual nature of disaster, the immediate reaction needs to be different. ————————————————- Also, the first few moments of disasters are distinctly different for each kind of disasters.
Thus, understanding of each kind of disaster might also help in identifying the onset of a disastrous event, so that a trained person can undertake some key actions, during the initial few moments. This could have a major impact on the final outcome in terms of amount of final loss. ————————————————- Natural ————————————————- These are primarily natural events. It is possible that certain human activities could maybe aid in some of these events, but, by and large, these are mostly natural events. * ————————————————- Earthquakes * ————————————————- Volcanos * ————————————————- Floods * ————————————————- Tornadoes, Typhoons, Cyclones ————————————————- Man Made ————————————————- These are mostly caused due to certain human activities. The disasters themselves could be unintentional, but, are caused due to some intentional activity. Most of these (barring coordinated terrorist activities) are due to certain accidents – which could have been prevented – if sufficient precautionary measures were put in place. * ————————————————- Nuclear Leaks * ————————————————- Chemical Leaks/Spill over * ————————————————- Terrorist Activities * ————————————————- Structural Collapse General Preparedness The main characteristics of a major disaster are that irrespective of the origin, after a little while the scene is the same: * total chaos all around * lack of utilities – which we have always taken for granted * no relief and rescue teams for several days * lack of medical facilities Thus, the sufferings are not just due to the disaster, but, post-disaster, many more people die and suffer because of: 1. lack of food, shelter 2. lack of medical attention 3. hygiene issues causing health hazards The nature of disaster might only change the sequence of events – that’s all. Hence, it is important to have the following precautions/preparations done – if your neighbourhood is prone to any of the disasters. While preparing, remember, after a major disaster it might be atleast 3 to 5 days, before the first signs of relief is visible. All your preparations should be done with this in mind.
Its not just important to survive the immediate disaster, but, you need to be able to sustain yourself for next several days – all on your own – maybe, without any utilities etc. First and foremost, remember, after a disaster, you might not have stores open.
Everything might be closed down. Hence, its important that you have all the life-saving material with you – well in advance. Here is a list of items that you should have with you, which can help you stay without utilities for a few days: * Non-perishable food to last you several days. These should be something, which do not require cooking, have high shelf-life, without need for refrigeration or other special conditions, and, preferably take lesser space to store – so that you can store adequate amount for a few days. These include: canned food items, dry-fruits, high protein biscuits etc. * Drinking water to last you several days.
Some blankets etc. to keep you warm, in case houses are damaged. Remember, there might not be electricity and/or gas-connections to provide you heating. * A supply of your medicines for several days. * Flashlight which operates on batteries. It might help you navigate your way in darkness, if electrical system has failed * A battery operated radio. It might be your only source of information. * Some spare batteries to run your flashlight/torch and the radio * If you use cordless phones, have a regular phone also connected. Cordless phones need electrical power to operate. In case of electrical failures, the cordless phones might not work. In addition, you should have the following items: a. First Aid box, to take care of minor injuries (for yourself, your family members, and/or even unknown persons – who might be injured) b. Good, comfortable long-boots. With roads damaged, and, too much debris everywhere, you could be on your feet for next several days. A pair of good long-boots would be very helpful. c. The fuel-tank of your vehicle should always be above the Half-Mark. The petrol pumps (gas-stations) might either be non-operational, or, might have long queues. In case, an evacuation is required, the last thing you want to do is – get stuck in a huge serpentine queue at the petrol pump. So, now that you have taken care of your food and shelter, one of the most important things is to maintain proper sanitary conditions.
Toilet flush systems might not work – either due to lack of water, or, due to breakage/damage to plumbing pipes/fittings etc. Thus, a lot of people die due to outbreak of diseases associated with lack of sanitary conditions. Lack of water creates unhygienic conditions, which result in outbreak of such diseases. A simple technique can help you ward-off this situation. You should have several (plastic/polythene) garbage-bags. Use these bags for excretion – inside it. The toilet paper can also be thrown inside the same bag.
Once it has been used a few times, close its mouth tightly, and, let it lie in a corner. As long as it has been sealed properly at its mouth, there is little risk from it. Once the relief teams start coming in, and, utilities start returning back to normal, these bags should be disposed off. This is much safer than excreting in the open. That would be risky for you, as well as open-excretion would give rise to several sanitary issues. Some other precautions that you can take, which would make it easier for you/your friends/relatives to control anxiety: * Designate a person outside your area, who should be your contact point. Instead of all your friends and family members trying to reach you (after the news of the disaster spreads) – to enquire about you, you should maybe, inform just one person – outside the zone of disaster. This one person should inform other friends and relations.
This serves three main purposes: 1. After a disaster, everybody is calling all their loved ones – to enquire about their well-being. This causes a severe burden on the communication system – which are not designed to handle everybody on the phone at the same time. Hence, many of your friends and relatives are not able to get through you – and thus, their anxiety about you keeps getting increased.
Instead, if it was pre-decided, they all would call just one person – who is outside the zone of disaster, and, the communication network there is not over-stretched. 2. The already over-stretched telecom network is saved some load. This allows relief agencies to use the available telecom bandwidth for rescue and relief operations. 3. Your own supply of batteries etc. asts longer, if you receive fewer calls So, suppose, I grew up in city A, and, then, have moved to city B. Hence, most of my friends and relatives are in city A. Now, if there is a disaster in city B, I would call up just one of my friends/relatives (pre-designated) in city A. All my other friends and relatives would get in touch with this pre-designated person in city A – to enquire about me. * Designate a meeting place for your entire family. When a disaster occurs, different members of the family could be at different places. Even if all of them have survived, you all might be taken to different shelter-camps and/or medical facilities. You don’t want you/your family members running all around the town – locating each other.
Hence, there should be a pre-designated place, where, all of you would meet/send your locations – at the first available opportunity. This pre-designated place could be some friend/relative outside the immediate zone of disaster, say a friend’s place. Even if you can not physically be there, you can atleast call up and leave a message there – about your location and/or well-being, as soon as there is an opportunity. * If you have a school-going child, arrange with someone to pick up the child – in case of a disaster. With communication and transportation network having broken down, this someone (which could be you-yourself) has to be somebody in the walking distance of the school. This person can simply walk down to the school, and, pick up the child. The school should be informed in advance about this person being one of the allowed guardians to pick up the child in case of an emergency/disaster.
Once again, have phone numbers for your child’s friends’ parents with you. Instead of everybody trying to call up the school, share information among each other. The number of phone lines that a school would have would be too few – compared to the number of parents trying to get information about the safety of their kids. Hence, if a fewer parents call up, and, can share information among each other, it would be helpful. Also, remember, with so many kids on their hands, the teachers and the school staff would have their own anxiety.
Hence, cooperate with the school, rather than trying to complicate matters for them – by insisting/questioning/rushing-in etc. * The above is also true, if you have an aged parent at home, and, there is nobody at home – to help them evacuate etc. uring the time of disaster. Please enlist the help of some neighbour to provide timely assistance to the aged and feeble people. * You should know the location of the controls for your utilities, as well as how to turn them on/off – specially, water, electricity, gas etc. Depending on the situation, you might need to shut off certain utilities. E. g. if water lines are leaking, and, water is pouring in, you might want to turn off the water line. Or, if electrical wires are snapped, you might want to turn off electricity supply. Usually, there are several levels of controls, e. g. or electricity, there might be switches to turns off supply for individual rooms, entire house, or, even entire neighbourhood. Depending upon the exact risk-location and nature of the risk, you might want to turn off at the appropriate location. E. g. if the risk is only inside a house, turn off the supply for just that one house, rather than the entire neighbourhood.
Now, that you are adequately prepared: A. Do NOT panic at the time of the disaster. Think clearly. If you are already prepared – by having mentally gone through your disaster preparedness several times, you might just know what to do. And, if you have lready taken the precautions – you might have all the tools to deal with the situation. B. Be prepared to stay in it for the long haul, rather than getting desperate and loosing hope. C. If possible, try to help others – those who are weak, e. g. the aged, small children, people with any special needs, those who are sick etc.
Once you have secured your own life, try to help others also – depending on your strength – both physical and emotional. Just make sure – not to put your own life and safety into jeopardy. You could help in one or more of the following: i. immediate help to the possible victims ii. search and rescue iii. ecord keeping (who is being sent to which hospital etc. ) – As soon as people start coming to their senses, they would start looking for their near and dear ones. A good record keeping system would allow people to know which of their near-and-dear ones have survived, and, where have they been taken (specific relief camps, treatment facilities etc. ) iv. Crowd control – so that people don’t risk themselves by trying to go near damaged structures – because, inspite of their best of intentions, they could cause more damage to either themselves or others Try to be on your own and pick up your lives as soon as its possible and safe to do so. Don’t depend on alms and doles to bail you out. Medical and other help would be really limited.
Don’t try to make too much noise about minor stuff. Adjust and compromise. Let resources be used by those who have greater need for it. If it appears that it will take a long time for the life to return to normalcy, and, one has to move (creating situations of migration/refugee etc. ), try to move in with a relative or friend for the duration, rather than relief camps being run by various relief agencies. This will have several benefits. The most notable being: a. lesser burden on the relief system b. lesser concentration at one place, because, the places running the relief centers also get overburdened by the sudden increase in demand to support a much larger number of people c. better sanitary and hygienic conditions d. Most importantly: much less distressing – psychologically and emotionally Search and Rescue The first thing before taking part in a “Search and Rescue” operation is to make sure that you don’t put yourself also at risk – by unnecessarily exposing yourself to a hazard. If the “search and rescue” operation needs you to enter or go near a structure, you should first assess the stability of the structure. Uncontrolled movement on/around the structure could further destabilize the structure, causing more damage to the people who might be already trapped beneath the debris, as well as causing damage to the rescuers and/or curious onlookers and bystanders.
Searching inside a building If you are going inside a building, the biggest risk is that you might loose your way – while inside the building. At any time – while inside the building, you should always be in a position to be able to evacuate immediately – in case, there are some threat perceptions (say: aftershocks of an earthquake), or, any other instability to the structure, or, some other hazard (say: fire etc. ) One of the simplest way is: when entering a building, keep your left hand along the wall (on your left side), and, move only along this wall. If you have to move away from the wall, come back immediately to the same wall – at the earliest possible. If you encounter doors/passages along, you might enter those doors/passages – as long as – you have your left hand along the wall. The advantage is: If you follow this discipline strictly, there is no way for you to get lost. In case of a need, you can always retrace back your steps. Simply turn-around, and, put your right hand along the wall (on your right side – after turning around), and, follow the wall. It is as simple as that. Some of the reasons, why you might have to leave the wall: * Some obstruction (say, table etc. kept alongside the wall). In such cases, it might be better to walk around the obstruction, rather than walk over it. * Some victim slightly away from the wall.
Since, the aim was to rescue the victim, you might want to leave the wall, and, approach the victim. This method is helpful even for conducting searches in dark-buildings. However, dark buildings could create other potential hazards. Hence, if you have to enter a dark building, you should take with you flashlights and torches – because, there might be other potential hazards, which you might not be able to see. The above approach does not guarantee that you will cover each and every portion of the building. The amount of portion covered would depend on the layout of the building, its doors etc.
However, it provides 100% assurance that you wont get lost. Whenever you enter a building to conduct a search/rescue operation, always ensure that there are people outside who are aware of the fact that you have gone inside the building.
While some members of the search team are gone inside the building, some other members should stay outside – but – in communication with the members who have gone inside. Searching for people trapped under debris This should be done very carefully. This presents two dimensions of danger. As you move debris, you could be changing the balance of the debris, and, thereby – further destabilizing whatever structure exists. Before you start to move large pieces of rocks and debris, make an attempt to listen below debris and catch any sign of movement, or, somebody’s response. Always call-out for somebody having been trapped below the debris.
The response could be in terms of a voice from the trapped person – or, some taps by the victim. Even if there is no response, it should *not* be assumed that there is nobody below. The trapped person could be unconscious, or, might be too feeble to respond. This means, while removing debris from one place, the removed debris should not be put on top of another pile of debris – which is not guaranteed to be clear of any trapped person. Otherwise, somebody trapped below this “other pile” could be getting further trapped. This also means that the rescue operations should always be conducted from outside towards inside – unless, it is known for certain that the inner portion of the debris contains some victims – in which case, we might attend to the inner portion immediately. While removing debris, one should continuously try to assess, if there is a victim below.
Its possible that a victim who was not able to hear you can now hear you – as some layers of debris have been removed. Once you know that there is a victim, and, that person has given an indication that he/she can hear you, continue to always convey messages of encouragement and reassurance that the relief team is on its way. This will provide an immense psychological boost to the victim. When conducting relief operations in debris, the entire efforts should be coordinated. If several teams are working without any coordination, the various teams could come in each other’s way – as well as cause imbalance to the structure, causing it to further fall, and, this time, it could take the rescue personnel down.
Also, some simple safety precautions should be taken. 1. At any instant, no part of your body should be below any heavy object. Suppose, you have to lift a heavy object. As soon as its lifted slightly above the ground, put some piece of brick, wooden log, rock etc. directly below the object. The idea is: If for some reason, the object slips through or falls, your hand/legs should have a good clearing from the ground. Use some sturdy stick/pole etc. to place/move bricks/logs etc. below the object being lifted, rather than putting your own hand/leg below the object. 2. Lifting: If you have to lift a heavy object, don’t bend your body around waist. It could cause back-pain. The right way is to bend your knees, while, keeping your back straight. Hold the object firmly, and, now, straighten your legs/knee. 3. Instead of using your force, use the concept of levers to lift heavy objects. A lever is a sturdy pole. Place one end of this pole below the object to be lifted.
Place some strong, solid piece of material below this pole, not very far (say: at approximately 1/3rd the total length of the pole – from the object to be lifted). Go to the other end of the pole. Now, you can pull the other end down, and, the object would get lifted.
The effort that you would require to lift would be too less, compared to the object being lifted. The other advantage is: your limbs are nowhere directly below the object being lifted. One of the concerns could be: when there is so much destruction all-around, where would we get such sophisticated tools. Well, the tools would be found in the debris itself. 4. Don’t forget to wear gloves, when you are dealing with debris, and, a pair of good shoes. There might be glass-shards, sharp edges, and, what not.
Triage The concept of “triage” was introduced by French military, and, it translates into: “sort”ing. During a disaster, there might be too many people who need medical attention – and, medical facilities would be in severe short-supply. Hence, its important to sort out the victims in terms of: * who needs immediate medical treatment * for whom can the treatment be delayed * who need not be given any treatment The last category includes people, who don’t need medical treatment, because they are not much hurt, or, people who are already dead. This last category also includes people, who need not be given any treatment, because their chances of survival are very remote. For all practical purposes, these people might be treated as “dead”. The logic here is: instead of tying up medical facilities for this person – who has almost no sign of survival, the same facility might be extended to somebody – who has a much better chance of surviving.
Thus, as part of “triage”, its highly possible that a person who is actually alive might be classified as “dead”. Needless to say, this experience could provide quite traumatic for the person conducting the categorization. It is not easy to classify a living person as “dead”, and, be aware that this classification/judgement would deny him any chance of survival. However, the right context to look at is: by not tying up the medical resources for this one person, you are actually providing the chance of treatment and survival to some more people. Otherwise, an attempt to get medical treatment to this person – could result in denial of timely treatment to another person, who had a much better chances of survival, while, this person anyways does not survive. Sometimes, a person in very heavy pain could be crying the loudest, but, that does not mean he/she needs immediate treatment. His/her treatment could be delayed – without any risk of his/her life. E. g. a fractured arm etc.
While, this person could be in immense pain, his treatment can wait. His sight could also evoke immense sympathy – but, once again, this is a case where, the volunteer has to exercise his/her mind judiciously. The people who might need immediate treatment are: * those who are loosing blood * those who seem to be in a state of delirium * those who are showing weakness of vital signs ———————————————— Sometimes, a person might be unconscious. In the absence of any medical instrument, and, lack of adequately trained medical staff, it might be difficult to judge the strength of vital signs. A good indication in such situations could be: Pinch and hold one of the fingers between your thumb and index finger for 2-3 seconds. Now, leave his/her finger. Observe, how long does it take for that particular place to turn back to normal (pinkish) colour. If it takes longer to turn back into the normal colour, his/her vital signs are not very good. +++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++ A big aspect of disaster management is prepardness. the preparedness phase emergency managers develops plans of action for when the disaster strikes.
Common preparedness measures include the proper maintenance and training of emergency services, the development and exercise of emergency population warning methods combined with emergency shelters and evacuation plans, the stockpiling of supplies and equipment, the development and practice of multi-agency coordination etc. An efficient preparedness measure is an emergency operations center (EOC) combined with a practiced region-wide doctrine for managing emergencies. The purpose of the EOC is to coordinate the activities in the subsequent emergency response phase.
Physically, the EOC may only be a couple of cabinets in a conference room combined with a significant group of professionals. The EOC have reliable external communications including access to civil and amateur radio networks. As you can understand – all this can be a 10th standard project material – making sure that students can have a big role in the management. I would like to negate student community from search and rescue since that is a highly specialised job and should be left to professionals. (say firefigters, paramilitaries etc… ) The basic role of the student, in my opinion, is AWARENESS of what to do during and after disasters. This would lessen panicking, paranoid and uncontrollable people running around. Also, knowing what to do when disaster strikes will also lessen the death toll.
Knowing what to do after disaster, and at least basic first aid, will enable students help the authorities in saving lives. Remember the fire that broke out in the kitchen for the Mid-day Meals which rapidl spread throughout the ‘building’ brought down the thatched roof and consumed many small children. The teachers had saved their lives by running away. Instead of quietly fi
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Enduring Love
How does Ian McEwan make chapter one of Enduring Love interesting and intriguing? McEwan uses a number of techniques to make the first chapter of Enduring Love interesting and intriguing. The techniques used in the opening passages draw the reader into the narrative, gaining their curiosity and forcing them to read on. By writing in the first person McEwan allows the reader to empathise with his main character from the very first page. This gives the reader an immediate intimacy with the narrator, making us feel involved in the action as soon as it begins. For instance the first page drags the reader into the story almost immediately with the repeated use of the word “I”. For example “”I don’t recall,” “I ran faster,” and “I see us”. At this point we don’t even know our characters name and we only know minimal, abstract details about him.
Using “I” so much at this point without telling us much about the character, could be an attempt by the author to subliminally make us think we are the character. By making the character anonymous yet personal we are drawn into the novel as we feel what is going on will directly affect us. This would give us an instant understanding of the characters situation making us interested in what will happen next and thus willing us to read on. As mentioned we don’t find out the characters name in the first passages or indeed the entire first chapter of the novel. We find out lots about his life, where he lives, his interests, what his relationship with his girlfriend is like and what she is interested in but we don’t find out as simple a thing as his name. On the one hand we could interpret this as simply the author adding intrigue, making us want to read on to find out his name. However, it could also be, as mentioned above, a device by which we are able project on to the main character. As in, because he is nameless but speaks in the first person there is nothing to stop it from being “me” experiencing the events the character is experiencing. Again, this technique could be said to make us empathise with the character, making us more interested with the narrative. The characterisation of the narrator (who we come to call Joe, and I will refer to as Joe for ease of reference) also helps to make chapter one of Enduring Love interesting and intriguing. Throughout the first chapter Joe, on multiple occasions, uses scientific or mathematical references in moments of tense action. For instance on the second page Joe talks of “the comforting geometry” of the “convergence of six people”. This gives us an important insight into Joe’s personality. His use of language such as this at such moments in the narrative suggests that he possesses a highly analytical personality as not many a person would talk of geometry as “comforting”. This reference and his later description of helium on page 3 give us little snippets of his mindset, making us interested to learn more about him but also give us an insight into the importance of the event to Joe. If this was just a throwaway part of the narrative the author would just give us the details of the event. As the detail and description is so extensive it gives us the impression that the event has been turned over and over in Joe’s mind and every small part of the event has been carefully analysed. This gives the reader a sense of the importance of this chapter and encourages them to read on to find the relevance of this event to the rest of the story.
This idea of the importance of the event being hinted at by the level of description on the part of the narrator is again made apparent to the reader through the author’s use of “digressions” in his narrative. McEwan writes the chapter in a decidedly non-linear fashion allowing for little side stories, for instance Joe taking delivery of Clarissa’s book and picking up a picnic (page 3) in the middle of the most critical part of the narrative. This is referred to directly in the narrative (at the bottom of page 2) when it is related “I’m holding back, delaying the information”. As well as suggesting that the scene has played over and over in the characters mind the digressions from the main plot serve to heighten the tension by withholding the details of the storyline. This technique makes the narrative more interesting and intriguing, making the story gripping so you want to read on. Another effect of the use of these digressions is the fact that they make the pace of the story change dramatically at various points within the narrative. Obviously this is most apparent on page 3 where the narrative breaks from the action to describe the events leading up to the accident finally returning to the same point on page 8. Clearly, this serves to intrigue us as reader through withholding the story as mentioned in the above paragraph but also allows McEwan to play with the emotions of the reader.
Just as we are getting into the journey to the park and Joe and Clarissa’s relationship we are dragged back to the balloon as quickly as we were dragged away from it earlier. This variation in pace makes the chapter more emotional for the reader and adds to the suspense. When the author focuses on the action the pace is much faster. The writing at these points is exciting and dramatic. The very first sentence is a good example of this. It is short and ambiguous, “The beginning is simple to mark” and this is incredibly powerful in a number of ways.
First it prompts the question “The start of what? ” which draws the reader in to the narrative. Secondly it promises that something important is going to happen which gives a sense of anticipation to the reader as well as beginning the tension that will mount all the way through the first chapter. Lastly, it puts us, the reader, in the middle of the action from the word go, there is no build up, we are already here, at the beginning of what is going to happen. McEwan maintains the tension of the action scenes through use of short, ambiguous sentences as explained above as well as the use of sharp, interest catching vocabulary, shorter words and the use of more commas. This gives us the impression that the narrator, Joe, is caught up in the action of the moment and his thoughts are coming thick and fast rather than well chosen and descriptive as when he is more is pensive. This is apparent on page 9 when Joe just starts reeling of lists of adjectives to describe what he is seeing, for instance “…complacency, exhaustion…”. This, again, serves to further draw us into the story by making the narrator more believable and therefore relatable. I believe the single most important technique the author uses to interest and intrigue the reader are the constant allusions to the future that colour the text of the first chapter. The best examples of this are on the first and third pages of chapter one. The opening line, as discussed above very clearly indicates that the event that will occur shortly will be the cause of something big.
The line on page 3 “this was the last time I understood anything clearly” reiterates the impression given by the first line. Both of these quotes impress upon us the importance of what is to come which is really just a very simple way of making the reader feel obligated to read on. If it is as important as is suggested it must be worthwhile reading. To conclude, the author’s use of the first person gives us an instant intimacy with the narrator and uses detailed description to create a believably intricate character, all the while withholds essential details, allowing us to place ourselves in the narrator’s shoes. Through the use of a non-linear narrative McEwan prompts the reader to continue by denying the conclusion of the story for as long as is reasonably possible. We are compelled, by hints as to what the rest of the novel holds and the intriguing details of the character’s personalities, to read on. Through these techniques McEwan makes the opening chapter of Enduring love both interesting and intriguing.
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Improving Medication Concordance in Mental Health
Improving Medication Concordance in Mental Health- A Review of the Literature Where a man is against his will, that to him is a prison. Epictetus Abstract There has been much discussion on why concordance with antipsychotic medication and treatment appears to differ from other fields of medicine. Does the literature support this contention? This review aims to seek out best practice and apply the principle of informed choice in assessing concordance and using appropriate interventions to educate individuals with psychosis. Contents Abstract Introduction Compliance or concordance? Client centered therapy Administration of medicines and patient capacity Competent or non-competent? Schizophrenia in comparison with asthma and epilepsy Negotiating medication Antipsychotics- Hobson’s choice? Education – the patient’s view Psychosocial treatment interventions Compliance therapy Conclusion and Recommendations References Introduction The aim of this literature review is to identify if possible, what simple, easily introduced refinement may be useful on an acute mental health ward, with the aim of better understanding the factors affecting concordance with both medication and treatment provisions.
The review of the evidence was necessarily broad, for two reasons. Firstly, the premise that concordance is poorer with mentally ill patients (Hughes, et al. 997, Marland and Cash, 2005), compared with those suffering from physical illnesses (although acknowledging the considerable over-lap). This premise has been personally encountered whilst on practice placements. Secondly, whether any advantage might be gained from other areas of practice and applied to the chosen patient group. The literature search strategy was carried out by initially accessing the “Pub med” and “Ovid” databases, using the terms “concordance”, “compliance” and “adherence”. Attention was focused on research papers that dealt with both physical and mental conditions. Priority was given to any evaluation of techniques potentially useful in improving concordance, and research papers frequently referred to by other authors, or otherwise indicated as seminal. The review was limited to studies carried out in the UK, Ireland, and the USA. It was of course, necessary to limit the final discussion to a representative number, which aim to reflect some changing views, with emphasis on recent research.
Gray, et al. (2002) note that non-compliance with antipsychotic medication is a major preventable cause of relapse in psychotic patients. The causes of non-compliance are seldom immediately clear, and the literature suggests a large number of factors interplay, and individual reasons for stopping medication can be arbitrary. Evidence-based medication management aimed at enhancing treatment concordance should include a collaborative, educational approach to working with patients, tailoring medication regimes to the patient.
Gray, et al. advocate using therapeutic techniques such as compliance therapy, discussed in this review, in order to empower individuals, and preserve their right to choice. Compliance or concordance? Repper and Perkins (1998) highlighted the importance of terminology in mental health, and suggest that the use of words like compliance infer patients should be passive recipients of health-care, and should obey professionals. It has recently been proposed that “concordance” should replace the words “compliance” and “adherence”. Concordance emphasizes patient rights, and the importance of two-way decision making. More controversially, it also suggests patients have the right to make choices such as stopping medication, even if clinicians do not agree with the decision. This principle conflicts with traditional psychiatric practice, and potentially with the provision of treatment under the Mental Health Act 1983. Since this review reflects the source literature, the three terms are retained, and may be read as synonyms, unless the context dictates otherwise. Client centered therapy Rogers (1975) Client centered therapy, described five factors affecting health behaviour; severity, susceptibility, response, self-efficacy and fear.
Focusing on the latter two factors, self-efficacy has been defined as a person’s belief in his ability to accomplish a given task (Bandura, 1977, quoted by Hughes, 2004). How a person thinks an illness will affect him is determined by previous knowledge or experience, as well as fear, or threat appraisal. Belief that a change would improve coping strategies, and the person is empowered to undertake such a change, can improve considerably the ability of the patient to be more independent, and concordant with medication strategies. Administration of medicines and patient capacity The law imposes a duty of care on those that administer medication to others (Griffith, et al. 2003). Administration of medication is not without its complications. Minor prescribing errors, adverse drug reactions, interactions with food, or herbal products, overdoses (intentional or otherwise), and even possible genetic problems or death. These potential problems are reflected in the strict legal framework that regulates the prescribing and distribution of medication. There is however, still widespread concern in the UK over the administration of non-prescribed medicine and the practice of covert administration in the non-compliant (Wright, 2002). The law is clear that covert administration is only justifiable in cases of incapacity. Incapacity occurs where the patient is unable to comprehend and retain information material to the decision, or the patient is unable to weigh up the information as part of the process of an informed decision (Nys, et al. 2004). In the case of covert administration to an adult there would be a need to demonstrate that the patient is incapable.
The nurse should be able to justify the techniques of administration were in the patients best interests, and the crushing of tablets, for example, was safe. In practice this should be a multi-disciplinary team decision. The covert administration of medication observed on placement was one reason I have chosen to explore the literature, and examine any methods used that may be applied to adults who are non-concordant with anti-psychotic medication. Competent or non-competent? Levenson (2003), interviewed patients with Parkinson’s disease, and their views are quoted here for two reasons. Firstly health care professionals may tend to view patients with Parkinson’s disease in a similar manner to those with a mental illness, i. e. not competent to self-administer medication. Secondly the benefits of helping patients maximize control over their own medication are so apparent, and might well be applied to patients with other illnesses. The issue of balancing the benefits of medication against very significant unwanted effects was a major concern to interviewees.
The patients had in common an understanding of the symptoms of the disease, and how their medication, particularly the timing, affected their symptoms. It was clear in one case; the doctor really listened to the needs of the patient, adjusting dosages and times accordingly. Another patient was able to use a dosset box with electronic timer as a memory aid. Some patients experienced difficulties retaining control of their medication when admitted to hospital. They found the timing of the drug rounds did not suit them. This undermined their efforts to comply with the medication. This aspect of medication administration appears to lend weight to the instrumental passivity hypothesis (Baltes and Skinner 1983, quoted in Faulkner, 2002) The argument is that hospitals and nursing homes reinforce dependent behaviour by supporting and encouraging them. The primary ethical strategy Faulkner advocates is for staff to focus on reinforcing independent behaviour.
Forms of self-medication come into this category. Melanie Baker (2003) described a scenario involving a 47 year old man suffering from bipolar affective disorder.
His case typifies the interplay between physical and psychiatric health, and the patient poorly concordant with medication. Among his numerous significant medical conditions were angina, and a myocardial infarction. He also had diabetes mellitus and developed diabetic neuropathy, which was treated with carbamazepine. His mental state was coincidentally improved with the introduction of carbamazepine, but after 18 months of stability, he took an overdose, resulting in the prescription withdrawn. Prior to the 18 month period & stability, the patient had a long history of decline.
Psychotropic medication and his unstable angina may relate to poor adherence with cardiac medications. He was more amenable to cardiac treatment when mentally well. The consultant and Multi-disciplinary team felt that when he was mentally stable, his physical health improved in parallel, possibly due to improved compliance with both medication and lifestyle advice. He appeared to view psychiatric care as stigmatizing, contributing to poor compliance. Treatment for diabetic neuropathy was perceived as less stigmatizing. The importance of tailoring medication to each individual is highlighted in this case, as the accidental overdose of Carbamazepine led to a serious long-term deterioration. Schizophrenia in comparison with asthma and epilepsy Marland and Cash (2005) have found that the belief that non-compliance is a direct result of disease processes in schizophrenia dominates the clinical perception of non-compliance for these patients. One explanation given, was likened to a negative feedback, where a patient who stays off medication, perhaps out of a delusional feeling (“my doctor is poisoning me”), for a time feels well, which may have the effect of strengthening the delusion. They also demonstrated that although patient attitudes to medication change over time, the process of change is rarely well documented on an individual basis. The study objective was to compare the medicine taking decisions in people with schizophrenia to those of people with asthma and epilepsy, also both enduring, episodic illnesses.
They concluded that for people taking antipsychotics, relapse was socially disadvantaging and unwelcome, particularly if it resulted in readmission to hospital. They confirm that the association between stopping medication and hospital readmission is learned eventually by many people on anti-psychotics. Interestingly people from all three diagnostic groups seemed prepared to experiment with timing and amounts of medication when well presumably as the fear of illness subsides. Patients for whom the consequences of altering medicine regimes were delayed or relatively mild were more likely to experiment than those who experimented with medication leading to rapid or severe symptoms. Hence there was a learned ability to balance symptoms and medication side effects to achieve an optimum quality of life, whilst living with a fear of relapse. Fear of dependence was also a strong motivator for some, and exceptionally leads to complete cessation of medicine taking for long periods, even leading to frequent or severe symptoms.
They conclude by confirming interventions useful in promoting therapeutic interactions with medicine in physical illness should also be appropriate in schizophrenia. They found it important to ascertain the individual’s level of understanding and insight, of the illness, medication and side effects. Negotiating medication Carder, et al. (2003) were concerned with how adults with illnesses characterized by repeated flare-ups, or instability, resulting in temporary inability to manage tasks of daily living, negotiated their medication needs. They included sufferers of multiple sclerosis, rheumatoid arthritis, and systemic lupus erythematosis, along with those with schizophrenia and bipolar disorder. They described how these individuals with chronic illnesses made on-going negotiations with health-care practitioners, balancing health and illness with a preservation of self-identity. Many of those interviewed described on-going efforts to find the right medication or combination of medications. In addition, a third of participants described the use of alternative medications, such as vitamins, Chinese herbal tablets, and naturopathic remedies. It was found the necessity of taking daily medication did not always square with the individuals self-identity (“I am not ill”), so adaptation was stressed. The psychotic individual can often be fixed in their thinking, however, or for some, their illness appeared to have ended. Others described an aversion to feeling dependent on drugs, or perceived themselves subject to their prescriber’s ‘experimentation’. Some researchers describe resistance to medication as an initial stage (Gray, et al. 2002), but these participants described an on-going and periodic resistance to taking medication.
Some described withholding accurate accounts of their symptoms, fearing an increase in dosage or a change in medication. One woman, at first appeared concordant, but described the emotion as one of “surrender”, a process of “going with the flow”, rather than fighting the illness and feeling resigned to whatever medication was prescribed. In the conclusion (Carder, et al. 2003), it was acknowledged medication remains the paramount way to manage chronic illness. For those who are asymptomatic while on medication, the medication is the only indicator of illness, and non- concordant individuals are sometimes led to question the need for medication, the diagnosis, or the reliability of the health-care team. The emphasis of this study was how healthcare practitioners must guide people through negotiations, identifying different choices, how best to self-regulate, and the effect that symptoms, side effects, and medication have on the body and on self-identity. A useful exploratory study confirming the findings of Carder, et al. was carried out by Hostick and Newell, (2004). They wished to determine the reasons service users discontinue community mental health-care.
Although the presenting problems of respondents could not generally be classified as serious mental illness, the findings were significant. The study began on the premise that users would stop attending for two main reasons, either they had improved, or they were dissatisfied with the service. Few users cited improvement as the reason for non-completion. Many users expressed dissatisfaction about the lack of service flexibility, but could also be linked to practical difficulties or accessibility. The theme therefore continues for the need for a flexible, patient centered approach.
Antipsychotics- Hobson’s choice? Hughes, et al. 1997) begins by describing what has become the standard medication regime for schizophrenia sufferers in the community, that is, the depot injection, administered intramuscularly on a regular basis at home, or at a community mental health centre. Depot injections are a dosage form of the anti-psychotic, allowing the drug to be released slowly into the bloodstream over a period of 1-5 weeks. For patients treated in the community, where good compliance with oral treatment cannot be guaranteed, depot anti-psychotics potentially provide a practical solution. However while having a monthly or fortnightly injection may be for some, less problematic than following an oral medication regime, good compliance is not guaranteed. Healy (2002) noted that far from blaming the medication, there was a tendency among mental health personnel to see the compliance issue in terms of patient unreliability or lack of insight. In effect however, the depot removes control from the user, and even the administering nurses, since it is immediately obvious to service managers when someone stops receiving their depot injection. In addition to the unwanted side effects of anti-psychotic medication, there are the potential problems of intra-muscular injections to consider, and whilst good practice should minimize these, subcutaneous fat in adults in the dorso-gluteal area (site of choice for many UK nurses) varies from 1cm to 9cm. If injected into this layer, absorption of the drug will be adversely affected, and the tissue may become irritated. This occurs in up to 15% of patients (Greenway, 2004), and the threat of injury also remains significant to the sciatic nerve, and superior gluteal artery, which lie only a few centimeters from the optimum site. The suggestion was made by Hughes, et al. (1997) that it may not be the presence of unwanted side effects themselves, but rather how these side effects are regarded by the patient, that is in determining compliance.
The physical discomfort of side effects may be less important in influencing compliance than the meaning patients attach to these side effects, for example, a movement side effect (tremor) is taken as the beginning of multiple sclerosis, or Parkinson’s disease. In this way, compliance may be improved simply by allowing patients to voice fears and concerns about side ffects. Hughes, et al. (1997) draws attention to another explanation for poor compliance in the hypo-manic or psychotic individual. Some sufferers enjoy the sense of euphoria that can characterize hypo-manic episodes. Similar problems have been experienced with patients with a history of recreational drug use.
One likened his psychotic experiences to “tripping”. Education – the patient’s view Carder, et al. (2003) found that even without structured efforts on the part of clinicians to inform patients about medication, education played an important role in their decision making. Of note in the context of this review, was the response of persons diagnosed with depression, who, in common with those suffering psychoses, are poorly motivated. They found these persons go through an extensive interpretive process that includes understanding the condition and its causes, the reality of medication side effects, and negotiating with healthcare practitioners. The view of one perplexed woman with bipolar disorder reflected the experience of many. “Some of the psychiatrists would hand you five or six different medications at once. I mean, how do you know which one’s working, or what’s not working. It took a while before I found a psychiatrist who sat and listened… “. The suggestion is made of using motivational interviewing techniques to weigh up identified positive and negative aspects of psychotic symptoms. For this reason, some clinicians have concentrated on schizophrenics with relatively higher levels of negative symptoms. Hughes, (2004) describes how recent self-management approaches have produced better outcomes in these patient groups. Self-management programmes aim to encourage, or coach, patients, by supporting and influencing health behaviour and increasing knowledge of specific aspects of care, for example, pain and symptom control, or medication side effects.
Nurses are well placed to offer holistic support to patients becoming more independent, but issues surrounding power and control in the nurse-patient relationship must be acknowledged in this process. The health belief model has been used to help patients perceive the benefits of following the recommended treatment regimen. Four factors identified as influencing patients were; the benefits of the treatment, susceptibility to relapse, the severity of the symptoms, and the cost in effort and pain from side effects. It was recommended health care practitioners not neglect the ‘secondary’ benefits of the medication, i. e. feeling calmer, sleeping better, easier socializing, and improved concentration, when seeking the views of patients , it was correctly predicted the secondary benefits of the medication would be valued as often as the main benefit of improving positive and negative symptoms. 5% of patient identified the main benefit, but 70% noted the secondary benefits (for example; “it allows me to make friends”) and these were found to be more strongly associated with medication compliance than the primary benefits.
Zygmunt, et al. (2002) was not so favorable to the health belief model. They felt the rational assumptions and broad generalizations implicit in it were not helpful in predicting concordance. This may reflect a more recent shift towards motivational interviewing and its development into compliance therapy. Psychosocial treatment interventions Zygmunt, et al. (2002) carried out a study of psychosocial interventions tailored for psychoses.
Adherence to medication and outpatient appointments has become crucial for positive outcome during maintenance treatment. No one specific intervention demonstrated significant advantages in improving adherence; however, the small sample size may have been a factor. It was felt that both patients and their families need a more active role and greater self-responsibility. They found the greatest benefit of the six interventions studied, most evident during the first six months of treatment. The most prominent conclusion reached however, was that psycho-education alone had no effect on patient compliance, but felt this finding did not negate the need for further education and implementation of structured treatment programmes Psycho-educational interventions focused primarily on dissemination of information about the illness, medication and treatment, group therapy was based on the evidence of peer support and shared problems. Family interventions derived from a belief in the family as a critical influence on the course of a member’s illness. Community programs typically . involved a complex variety of supportive and rehabilitation services delivered without a choice. Cognitive treatment targets patient’s attitudes and belief toward medication. An assumption is made that adherence is a coping behaviour, heavily determined by each person’s own interpretation of his illness and medication regime. Behavioural modification techniques assumed that behaviours are acquired through learning and conditioning, and can be modified through rewards and punishment, reinforcement, and the promotion of self-management. Behavioural strategies worthy of note include providing selected patients with detailed medication instructions, reminders, self-monitoring tools, cues and reinforcements. In another instance, the therapist used assertiveness training techniques to teach patients to negotiate with their prescribers more effectively. An important conclusion about this study was that of the many interventions in practice, most were viewed as too complex, and multifaceted, and hence difficult to identify exactly what contributed to individual successes or failures. Interventions addressing medication non-adherence specifically, were found to work better than those covering a wider range of problem areas.
One recommendation noted from this study, was the monitoring of patients with a history of non-adherence involving any medication prescribed for physical, not simply psychotic illness, and the authors opted for a definition of non-adherence as a complete cessation of medication for at least one week, as opposed to dosage deviations. Compliance therapy Kemp, et al. 1996), sought to determine if compliance therapy could improve compliance with treatment and hence social adjustment, and if the effects persisted six months later. 25 patients received compliance therapy and showed significant improvement in their attitude to drug treatment in comparison to a similar control group. Individuals were assigned to the two groups on a random basis. The 4 -6 counseling sessions lasted between 10 and 60 minutes.
The following issues were addressed, eliciting the patient’s stance towards treatment, exploring ambivalence to treatment, and a treatment maintenance plan. The patient is first encouraged to review their recent past, identify likely barriers to treatment adherence, and describe any negative outcomes experienced. Secondly, the patient is encouraged to systematically choose possible alternative strategies to their antipsychotic medication. There is an emphasis on “normalizing” the experiences, for example, “in extreme situations hallucinations can occur to anyone”, and if requested, provide more information about treatment options. Thirdly, the patient’s freedom to choose whether to maintain treatment is emphasized, and parallels drawn with conditions such as diabetes, where regular insulin injections may be required. The object is to lessen any perceived stigma. The patient is encouraged to look ahead, set goals, examine what they find personally important, and the emphasis is on how not taking medication could affect the outcome of their goals.
Finally, the therapist acknowledges, and empathizes, with the costs associated with any course of action, including the desired outcome of concordance with treatment. The control group received a similar number of timed sessions, but the sessions had no discussion of treatment, and were less structured. By rating compliance using a scale of 1 to 7, with 1 being fully compliant, and with an added interest in the medication, the authors were able to demonstrate a 23% improvement over six months. There are problems associated with measuring patient compliance, common techniques such as urine tests may overestimate compliance when drugs have a long half-life.
Blood serum tests, when available, are invasive, and of limited value in assessing partial compliance. Pill counts are widely considered a useful indicator, but potential exists for inaccuracy or deception, with no guarantee the patient ingested the tablets. A similar problem exists for electronically tagged dosset boxes. The study noted the high human and social costs of relapse, or persisting symptoms, and felt any proved means of counteracting non-compliance had important managerial implications. Kemp, et al. (1998) carried out a further investigation of the original trial, extending the number of participants, and including an 18 month follow-up. An effort was made to measure not only compliance, but also insight, attitudes, and a functional assessment. There were comparatively few participants dropping out, 11 over 18 months, or less than 10%. Results indicated a definite advantage for those who received compliance therapy.
Relatively poor results with first admission patients could have been related to acuteness of illness onset, lack of previous experience with antipsychotic effectiveness, or perhaps denial. Overall, the work supported the premise that poor compliance was associated with more severe drug side-effects. A recent study in Dublin (O Donnell, et al. 003), using the same basic techniques, failed to replicate the previous findings, and found no advantage over non-specific therapy in terms of patient adherence. Then again, in common with the earlier studies, there were fewer than 100 participants; therefore the possibility of false negatives remained. They did confirm that patient attitudes change over time, and were a useful predictor of future compliance. Despite the name, compliance therapy fits with a concordance model, involving patients in each decision making phase, with no coercion, implied or explicit, to obey professional opinion. Conclusion and Recommendations All of the papers reviewed agreed that ignorance about medication was common.
Frequently, antipsychotic treatment had not been fully explained to patients or their families, where appropriate. The individual needs to be fully informed about the effects of the prescribed medication, there is no justification for withholding knowledge about adverse effects or poor prognosis, this would be paternalistic and unethical. The aim of the treatment should be made as clear as humanly possible, and alternatives clearly presented. Such patient empowerment enables genuine participation, reduces fear, facilitates informed consent, and gives the closest opportunity for concordance. Although by definition, the primary responsibility lies with the consultant, as part of a multi-disciplinary team, nurses on ward level, in primary care, or in the community, are well placed to facilitate evidence-based treatment regimens.
The most promising recent development has been “compliance therapy”. Three of the papers discussed sought to quantify its potential. O’ Donnell et al (2003) gave a conflicting view, but most authors mention it as promising. It is recommended here that further application of its principles, in a local setting, be attempted. As an aid to an admitting nurse, or during a care plan review, a simple evaluation tool be devised, a questionnaire, to address past concordance issues, an area we noted was often overlooked, with the principle of future self-management the goal. If possible, such a tool could be applied on a rehabilitation ward or acute setting. Other considerations that should be studied are: ethical issues, staff education, and through multidisciplinary evaluation. Finally, although in this review evidence has been highlighted from a patient perspective, of the considerable debilitating side effects of antipsychotic medication, it is not the aim to argue here that it has no role in helping to relieve the suffering of patients with psychotic symptoms. There does remain considerable scope for discussion of implementing informed choice for the mentally ill individual, and multidisciplinary cooperation in how to best inform them. References Baker, M. (2003) The coincidental treatment of a major mood disorder Progress in Neurology and Psychiatry, accessed from www. rogressnp. com Carder, P. C. Vuckovic, N. and Green, C. A. (2003) Negotiating Medications: Patient perceptions of long term medication use Journal of Clinical Pharmacy and Therapeutics 28, 409- 417 Faulkner, M. (2002) Instrumental passivity: A behavioural theory of dependence Nursing Older People 14(2) 20- 22 Gray, R. Wykes, T. and Gournay, K. (2002) From compliance to concordance: a review of the literature on interventions to enhance compliance with anti-psychotic medication Journal of Psychiatric and Mental Health 9, 277- 284 Greenway, K. 2004) Using the ventrogluteal site for intramuscular injections Nursing Standard 18 (25) 39- 42 Griffith, R. Griffiths, H. and Jordan, S. (2003) Administration of medicines part one: the law and nursing Nursing Standard 18 (2) 47- 53 Healy, D. (2002) Psychiatric Drugs Explained (3rd Edition) London, Churchill Livingstone Hostick, T. and Newell, R. (2004) Concordance with community health appointments: service users’ reasons for discontinuation Journal of Clinical Nursing 13 (7) 895- 910 Hughes, I. Hill, B. and Budd, R. 1997) Compliance with anti-psychotic medication: from theory to practice Journal of Mental Health 6 (5) 473- 489 Hughes, S. A. (2004) Promoting self-management and patient independence Nursing Standard 19 (10) 47- 52 Kemp, R. Hayward, P. Applewhaite, G. Everitt, B. and David, A. (1996) Compliance therapy in psychotic patients: randomized controlled trial British Medical Journal 312, 345-349 Kemp, R. Kirov, G. Everitt, B. Hayward, P. and David, A. (1998) Randomised controlled trial of compliance therapy: 18 month follow-up British Journal of Psychiatry 172, 413- 419 Levenson, R. 2003) Compliance in medicine taking- seeking the views of patients London, Department of Health, Medicines Partnership Marland, G. R. & Cash, K. (2005) Medicine taking decisions: schizophrenia in comparison to asthma and epilepsy Journal of Psychiatric and Mental Health Nursing 12, 163- 172 Nys, H. Welie, S. Garanis-Papadatos, T. and Ploumpidis, D. (2004) Patient capacity in mental healthcare: legal overview Health Care Analysis 12 (4) 329- 337 O’Donnell, C. Donohoe, G. Sharkey, L. Owens, N. Migone, M. Harries, R. Kinsella, A. Larkin, C. and O’Callaghan, E. 2003) Compliance therapy: a randomized controlled trial in schizophrenia British Medical Journal 327, 834- 842 Repper, J. and Perkins, R. (1998) Different but normal: language, labels, and professional mental health practice Mental Health Care 2 90- 93 Rogers, R. (1975) A protection motivation theory of fear appeals and change Journal of Psychology 91, 93 Wright, D. (2002) Medication administration in nursing homes Nursing Standard 16 (42) 33- 38 Zygmunt, A. Olfson, M. Boye, R. C. and Mechanic, D. (2002) Interventions to improve medication adherence in schizophrenia American Journal of Psychiatry 159 (10) 1653- 1664
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Improving Medication Concordance in Mental Health. (2017, Sep 21).
Retrieved November 5, 2025 , from
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Applying to Dental School
APPLYING TO DENTAL SCHOOL CHAPTER 2 A s you prepare to apply to dental school, you will find it helpful to become acquainted with the usual educational curriculum, typical admissions requirements, and the application process. This chapter offers essential information about these topics, organized into four sections: The Dental School Program provides an overview of the basic educational curriculum at most schools, recognizing that each dental school has its own mission and distinguishing features; Qualifying for Dental school reviews the typical numbers of students involved in applying to and attending dental schools and summarizes general admission requirements; The Application Process describes the steps of applying to dental school; and Special Admissions Topics addresses the special topics of advanced standing and transferring, combined degree programs, and admissions for international students. THE DENTAL SCHOOL PROGRAM A common goal of all dental school programs is to produce graduates who are: ? Competently educated in the basic biological and clinical sciences. ? Capable of providing quality dental care to all segments of the population. Committed to high moral and professional standards in their service to the public. The traditional dental school program requires four academic years of study, often organized as described below.
Since there is wide variation in the focus and organization of the curricula of dental schools, the schools’ descriptions in Part II of this guide show the specifics of courses of study that won’t be covered here. ? Years One and Two Students generally spend the major part of the first two years studying the biological sciences to learn about the structure and function of the human body and its diseases. Students also receive instruction about basic sciences such as human anatomy, physiology, biochemistry, microbiology, and harmacology and dentally oriented biological sciences such as oral anatomy, oral pathology, and oral histology. In many dental schools, first and second year students learn about providing health care to diverse populations. They also learn the basic principles of oral diagnosis and treatment and begin mastery of dental treatment procedures through practice on models of the mouth and teeth. In many programs, students begin interacting with patients and provide basic oral heath care. ? Years Three and Four The focus of the final two years of dental school generally concentrates on clinical study. Clinical training, which is broad in scope, is designed to provide competence in the prevention, diagnosis, and treatment of oral diseases and disorders. Students apply basic principles and techniques involved in oral diagnosis, treatment planning, restorative dentistry, periodontics, oral surgery, orthodontics, pediatric dentistry, prosthodontics, endodontics, and other types of treatment through direct patient care. They learn to attend to chronically ill, disabled, special care, and geriatric patients and children. In addition, 13 ADEA OFFICIAL GUIDE TO DENTAL SCHOOLS dental schools provide instruction in practice management and in working effectively with allied dental personnel to provide dental care.
During these two years, students may rotate through various clinics of the dental school to treat patients under the supervision of clinical instructors. They often have an opportunity to acquire additional clinical experience in hospitals and other off-campus, community settings. These experiences give students an appreciation for the team approach to health care delivery through their association with other health professionals and health professions students. As dental school curricula are designed to meet the anticipated needs of the public, every school continues to modify its curriculum to achieve a better correlation between the basic and clinical sciences. In clinical training, there is increased emphasis on providing comprehensive patient care—a method of training that permits a student to meet all the patient’s needs within the student’s existing levels of competence.
Widespread efforts also are being made to integrate new subject matter into the curriculum and to allow students free time for elective study, participation in research, and community service. The D. M. D. and the D. D. S. re equivalent degrees that are awarded to dental students upon completion of the same types of programs. QUALIFYING FOR DENTAL SCHOOL At least 59 U. S. and ten Canadian dental schools will be accepting applications to the first year of their Doctor of Dental Medicine (D. M. D. ) or Doctor of Dental Surgery (D. D. S. ) programs in 2011–12. The D. M. D. and the D. D. S. are equivalent degrees that are awarded to dental students upon completion of the same types of programs. ? Numbers of Applicants and Enrollees More than 19,000 students participated in D. M. D. and D. D. S. programs in the United States in 2008-09; of those, 4,794 were enrolled as first-year students. Of the 12,178 individuals who applied for admission, 39% were enrolled. Women comprised 47% of the applicants and 44% of the enrollees in 2008. Black/African Americans, Hispanic/Latinos, and Native Americans comprised 11. 8% of the applicants and 12. 3% of the enrollees in 2008. These underrepresented minority figures are expected to increase in the future. In Canada, approximately 1,598 students were enrolled in predoctoral dental school programs in 2008-09. Of these 454 were first-year students. See Table 2-1 for a comparison of the number of dental school applicants to the number enrolled for the 2008–09 academic year. ? General Admission Requirements Dental schools consider many factors when deciding which applicants to accept into their programs.
Utilizing “whole” application review, admissions committees assess biographical and academic information provided by the applicant and by the undergraduate and graduate schools the applicant attended. These committees generally also assess the applicant’s results from the Dental Admission Test (DAT), grade point average (GPA), additional information provided in the application, letters of evaluation, and interviews. All U. S. dental schools require students to take the DAT (all Canadian dental schools require students to take the Canadian Dental Aptitude Test), but other admission requirements vary from school to school. For example, differences may exist in the areas of undergraduate courses required, interview policies, and state residency requirements. Each school’s individual requirements are specified in Part II of this guide. TABLE 2-1. TOTAL U. S. DENTAL SCHOOL APPLICANTS AND FIRST-YEAR ENROLLEES, FOR CLASS ENTERING FALL 2008 Total* Male/Female White African Hispanic/ Native American/ Asian/Pacific Other Not American Latino Alaska Native Islander Reported Applicants Enrollees 12,178 4,794 6,502/5,663 2,673/2,120 6,747 2,832 734 267 633 279 77 41 2,962 1,056 742 231 283 88 *Sum of applicants and enrollees by gender do not add to total number of applicants and enrollees because a small number did not provide this information. Source: American Dental Education Association, Applicant Analysis for the 2008 Entering Class. 14 CHAPTER 2 APPLYING TO DENTAL SCHOOL Although most schools state that they require a minimum of at least two years (60 semester hours) or three years (90 semester hours) of undergraduate education (also called “predental education”), the majority of students admitted to dental school will have earned a bachelor’s degree prior to the start of dental school. Of all U. S. students entering dental schools, more than 90% have completed four or more years of college, less than 1% have just the minimum two-year requirement, and about 8% have graduate training. Individuals pursuing dental careers should take certain science courses. However, you do not have to be a science major to gain admission to a dental school and successfully complete the program. As shown in Table 2-2, most dental students are science majors as undergraduates, but many major in fields not related to science. ? ADEA Admissions Guidelines As the primary dental education association in North America, the American Dental Education Association (ADEA) has developed guidelines addressing dental school admission.
Although adhering to the guidelines is voluntary, member institutions (which include all U. S. and Canadian dental schools) are encouraged to follow these guidelines as they consider and accept applicants to their schools. The guidelines are as follows: ? ADEA encourages dental schools to accept students from all walks of life who, on the basis of past and predicted performance, appear qualified to become competent dental professionals. ? ADEA further encourages dental schools to use, whenever possible as part of the admissions process, a consistently applied assessment of an applicant’s nonacademic attributes. ? ADEA urges dental schools to grant final acceptance only to students who have completed at least two years of postsecondary education and have taken the DAT. ? ADEA further suggests that dental schools encourage applicants to earn their baccalaureate degrees before entering dental school. The recommendation for at least two years of postsecondary education may be waived for students accepted at a dental school under an early selection program. Under these programs, there is a formal and published agreement between a dental school and an undergraduate institution that gives a student, at some time before the completion of the predental curriculum, guaranteed admisTABLE 2-2. UNDERGRADUATE MAJORS OF DENTAL SCHOOL APPLICANTS AND ENROLLEES, sion to the dental school. Admission is 2008-09 dependent upon successful completion of Predental Major Percent of Percent of Percent Rate the dental school’s entrance requirements Applicants Enrollees of Enrollment and normal application procedures. ADEA recommends that dental schools notify applicants, either orally or in writing, of provisional or final acceptance on or after December 1 of the academic year prior to the academic year of matriculation. ? ADEA further recommends that: – Applicants accepted on or after December 1 be given at least 45 days to reply to the offer. – Applicants who have been accepted on or after January 1, the minimum response period should be 30 days.
Biological Science Engineering Math/Computer Science Social Sciences Business Education Language/Humanities/Arts Predental Other Major No Major/Major Not Reported 50. 5% 14. 6% 2. 4% 1. 1% 1. 2% 4. 3% . 7% 3. 8% 14. 3% 4. 0% 3. 2% 51. 5% 15. 2% 2. 7% 1. 1% 1. 2% 4. 5% . 6% 3. 8% 13. 0% 4. % 2. 4% 40. 1% 41. 0% 44. 3% 42. 2% 38. 9% 41. 5% 34. 5% 39. 6% 35. 7% 39. 1% 14. 3% Chemistry/Physical Science Source: American Dental Education Association, Applicant Analysis Report for the 2008 Entering Class 15 ADEA OFFICIAL GUIDE TO DENTAL SCHOOLS – Applicants accepted on or after February 1, the minimum waiting period can be reduced to 15 days. ? ADEA believes that dental schools are justified in asking for an immediate response from applicants accepted after July 15, or two weeks before the beginning of the academic year, whichever comes first. ? Response periods are subject to change. Be sure to consult schools’ websites for any updates. Finally, ADEA recommends that dental schools encourage a close working relationship between their admissions and financial aid staff in order to counsel dental students early and effectively on their financial obligations. THE APPLICATION PROCESS The dental school application process involves a number of procedures but is easily followed once you learn what is needed. This section explains how the application process works in general, recognizing that specific details may vary somewhat from school to school. Once you have a basic framework, you will find it easier to adapt to these variations. There are three main steps in the application process: ? Take the DAT (for Canadian schools, the Canadian Dental Aptitude Test). In the vast majority of cases, submit a centralized application form to ADEA’s Associated American Dental Schools Application Service (AADSAS). (As of November 1, 2009, three of the 59 U. S. dental schools do not participate in AADSAS. ) ? Acquire and submit institution-specific materials.
Following is a brief description of each step and whom you should contact for more information. This section concludes with advice on how to effectively manage the timing of the application process.
Always remember that the application process for an individual school may vary from this general information; see Part II of this guide for specific application requirements by school. Not sure what to write about in your essay? Consider these ideas. The AADSAS application requires a personal essay on why you wish to pursue a dental education. Where do you start? Put yourself in the shoes of the admissions committees that read application essays. They are looking for individuals who are motivated, academically prepared, articulate, socially conscious, and knowledgeable about the profession.
What can you tell admissions committees about yourself that will make you stand out? Here are some possible topics for your essay: ? How did you become interested in studying dentistry? Be honest! If you knew you wanted to be a dentist from the age of six, that’s fine, but if you didn’t, that’s all right too. Explain how you discovered dentistry as a career possibility and what you have done to research the career. Admissions committees are looking for how well thoughtout your career plans are. ? What have you done to demonstrate your interest in dentistry? Have you observed or worked in dental offices? Have you talked to practicing dentists? How good of an understanding do you have of general dental practice? How do you envision yourself utilizing your dental degree? ? What have you done to demonstrate your commitment to helping others? ? Do you have any special talents or leadership skills that could be transferable to the practice of dentistry? Have you benefited from any special experiences such as participating in research, internships, etc.? ? Did you have to work to pay for your education? How has that made you a stronger applicant? ? Have you had to overcome hardships or obstacles to get where you are today? How has this influenced your motivation for advanced education? ? Take the DAT All U. S. dental schools require applicants to take the Dental Admission Test (DAT). The DAT is designed to measure general academic ability, comprehension of scientific information, and perceptual ability. This half-day, multiple-choice exam is conducted by the American Dental Association (ADA). It is a computer-based test given at Prometric Testing Centers in various sites around the country on almost any day of the year. Candidates for the DAT should have completed prerequisite courses in biology, general chemistry, and organic chemistry. These tips are provided by Anne Wells, Ed. D. , ADEA Associate Executive Director for the Division of Education Pathways and former Associate Dean for Admissions, University of Louisville School of Dentistry. 16 CHAPTER 2 APPLYING TO DENTAL SCHOOL STUDENT PROFILE What are you doing now? I’m in my fourth year of dental school and working in the school’s clinic. We get a phenomenal amount of clinical experience at Baylor. I think you need to be competent in a wide range of dental procedures because there are a lot of people with needs who won’t be able to go to a specialist. I’ve also done several externships over the summer in dental clinics in Alaska and underserved areas in Texas.
What are your short-term and long-term goals? After dental school, I’m going to move with my family to Alaska to practice. When you first get into dentistry you hear a lot about the oral health care issues in Alaska. I did an externship with the Indian Health Service (IHS) where I visited an island called Mekuryok and saw them first-hand. I didn’t choose dentistry solely for financial reasons. I want to make sure that the investment I make in my education and talents are helping people with access to care issues. At the end of your third and fourth years you start to realize how many options are available to dental graduates. I think more people would become interested in the profession if they knew about them. In the long-term, I’d like to try to open a dental school in Alaska to help address the access to care issues. Advice to applicants and first-year . People say applying is a game.
You have to figure out what the school is looking for and be that person. But just be yourself. You’re often at dental school more than you’re at home. You’ll excel in a dental school that fits your personality. My top choice actually became my last choice during the interview process. I ended up choosing the school that was looking for the type of person that I felt comfortable being. First-year students may be overwhelmed with the coursework.
There are a lot of number one students at dental school who haven’t gotten less than an A since third grade. Students end up getting some low grades because of the rigorous academic demands.
You have to overcome that and pick your battles. If you have 13 exams in one week you can’t learn all of the material. I chose to learn what I needed to learn to be a good competent dentist. What do you view as the most interesting issue in dentistry? The Dental Health Aide Therapist (DHAT) and access to care issue in Alaska. It’s easy for people to be opposed to a program they don’t know much about, but when you go up there and see the actual oral health care needs you understand it better. The programs aren’t perfect, but the concern is competent care for the patient. I can’t say that I am entirely in favor of the DHAT program, but I definitely better understand the basis for its creation. It’s better to get some treatment than no treatment. What is the last good book you read? I recently read Mountains Beyond Mountains: Healing the World: The Quest of Dr. Paul Farmer by Tracy Kidder. It follows the life of a physician who dedicates his time to treating underserved populations in Haiti and Peru.
His story shows there is more to treating patients than money and prestige. I would recommend it to any health professional. What to you do for balance in your life? I’m a very social person and like to be active. I play volleyball with a group once a week and basketball on Saturday mornings. Any time outside of that is spent with my family. Are you married/partnered/single? Any children? I’m married and have two children, a two year old son and four year old daughter. They definitely don’t make dental school easy, but they make it worth it. ADAM WEAVER FOURTH-YEAR DENTAL STUDENT BAYLOR COLLEGE OF DENTISTRY HOMETOWN: EL PASO, TEXAS Why Dentistry? There were a few reasons I chose dentistry. I actually decided when I was 14 that I wanted to be a dentist. My friend’s dad was an endodontist. I saw that the profession offered him a lot of time to spend with his family, and I wanted to make sure that I would some day be available for my own family and able to take care of them. I’m also very involved in my church and dentistry would allow me the ability to serve and give back to the community. Finally, I knew I loved the sciences, working with my hands, and working with people.
Advanced level biology and physics are not required. Most applicants complete two or more years of college before taking the exam. ADEA strongly encourages applicants to prepare for the DAT by reviewing the content of the examination and basic principles of biology and chemistry and taking practice tests. The DAT Candidate’s Guide, the online tutorial, and the application and preparation materials are available in the DAT section of the ADA website at www. ada. org/prof/ed/testing/dat/index. asp. The ADA suggests that applicants take the DAT well in advance of their intended dental school enrollment and at least one year prior to when they hope to enter dental school. See Table 3-3 in this guide for an overview of individual schools’ requirements regarding the DAT, including the average scores of enrollees and timelines that will help you schedule the DAT. You should also note that the DAT can be taken a maximum of three times.
Applicants who wish to take the DAT more than three times must apply for special permission to take the test again. For details, see the DAT section of the ADA website. The DAT consists of multiple-choice test items presented in the English language and requires four hours and 15 minutes for administration. The four separate parts of the exam cover: ? Natural sciences (biology, general chemistry, and organic chemistry) ? Perceptual ability (two- and three-dimensional problem solving) ? Reading comprehension (dental and basic sciences) ? Quantitative reasoning (mathematical problems in algebra, numerical calculations, conversions, etc. ) 17 ADEA OFFICIAL GUIDE TO DENTAL SCHOOLS Most dental schools view the DAT as one of many factors in evaluating candidates for admission. As a result, the emphasis schools place on different parts of the test varies. Candidates applying to take the DAT must submit application information to the DAT testing program from the DAT section of the ADA website. The fee is $205. After the application and fee payment are processed, the ADA notifies Prometric that the candidate is eligible for DAT testing. At the same time, the candidate will receive notification from the ADA including instructions on how to register with the Prometric Candidate Contact Center to arrange the day, time, and place to take the DAT at a Prometric Testing Center. A current listing of testing centers is at www. prometric. com/ADA/default. htm. The candidate is eligible to take the test for a 12-month period. If the candidate does not call, register, and take the exam during this period, he or she will have to submit another application and fee in order to take the exam later.
Candidates may apply and retake the test up to three times, but they must submit a new application and fee for each re-examination, and the re-examination must be taken at least 90 days after the previous exam. Individuals with disabilities or special needs may request special arrangements for taking the DAT. For details, visit the Special Accommodations section of the Prometric website at www. prometric. com/TestTakers/FAQs/default. htm. The Canadian Dental Association (CDA) and the Association of Canadian Faculties of Dentistry have developed the Dental Aptitude Test for applicants to Canadian dental schools.
All Canadian dental schools require the test. For more information, contact the Dental Aptitude Test Program of the Canadian Dental Association (L’Association Dentaire Canadienne), 1815 Alta Vista Drive, Ottawa, Ontario, Canada, K1G 3Y6; 615-523-7736; dat@cda-adc. ca, www. cda-adc. ca. Since many schools have a rolling admissions process and begin to admit highly qualified applicants as early as December 1, applicants are encouraged to submit their applications early. ? Submitting an AADSAS Application ADEA’s AADSAS (pronounced “add-sass,” the acronym for the Associated American Dental Schools Application Service) is a centralized application service sponsored and administered by ADEA. At least 56 of the 59 U. S. dental schools, including Puerto Rico, participate in AADSAS. One Canadian school also participates in AADSAS. The Application The ADEA AADSAS application is available online at www. adea. org. The online AADSAS application requires you to submit information: ? Biographical information ? Colleges/universities attended ? Coursework completed and planned prior to enrollment in dental school. ? DAT scores, if available ? Personal statement (essay)—a one-page essay in which you present yourself and your reasons for wanting to attend dental school ? Background information—information about your personal background, including experiences related to the dental profession; extracurricular, volunteer, and community service experiences; honors, awards, and scholarships; and work and research experiences ? Dental school designations—where you select the dental schools that you want to receive your application ? Official transcripts—you will also be required to submit an official transcript from each college or university you have attended to the AADSAS Verification Department ? AADSAS also accepts and distributes letters of evaluation (sometimes called letters of recommendation) with your AADSAS application 18 CHAPTER 2 APPLYING TO DENTAL SCHOOL Submitting your ADEA AADSAS Application: Words of Advice Before you begin the application process: ? Meet with your health professions advisor to discuss the application process, including the timing of application submission and the DAT, services that may be provided by your advisor such as a Pre-Dental Committee Report or other application assistance, and potential dental schools to which you plan to apply. ? Consider the timing of the Dental Admissions Test (DAT). You may submit an ADEA AADSAS application before taking the DAT, but you should know that many schools consider you for admission only after they have received your DAT scores. However, you should also be aware that delaying the submission of an ADEA AADSAS application prior to taking the DAT can result in a late application and can reduce your chances of being accepted for admission. ? Collect copies of all transcripts and have them at hand for your reference. ? Begin to line up individuals who will be providing letters of evaluation early. Be sure to plan around school vacations when faculty advisors may not be available. ? ADEA AADSAS staff strongly recommend that you submit your application well in advance of the deadlines of the schools to which you apply. ? Your application will ask you to indicate the names of individuals who will be providing letters of evaluation on your behalf. While ADEA AADSAS accepts letters in print format, it strongly recommends that letters be electronically submitted. Refer to the instructions for details about submitting letters of evaluation. ? The ADEA AADSAS application becomes available on or around May 15. Watch the ADEA website (www. adea. org) for the start date of the application cycle.
After submitting the application: ? Be sure to check with the schools to which you are applying (and their individual entries in this guide) to find out what supplemental materials or fees are required. These must be submitted directly to the school, not to AADSAS. ? Log on to your ADEA AADSAS account to monitor the status of your pplication while it is being processed and after it has been sent to the dental schools. ? Update any changes of address or other contact information in your application at any time in the application process, even after your application has been sent to your designated schools. ? ADEA AADSAS does not retain application information from year to year. Individuals re-applying for admission to dental school must complete a new application each year, including providing new transcripts and letters of evaluation. For further information, visit the ADEA website at www. adea. org, and select the ADEA AADSAS link. Processing the application, including transcript verification, generally takes about one month. Remember that your ADEA AADSAS application is not considered complete until ADEA AADSAS receives your online application, fee payment, and official transcripts from every college and university attended.
While completing the application ? When you set up your ADEA AADSAS account, you will identify a user name and password. Keep these in a safe yet accessible place. ? Be sure to read all application instructions before you start to fill out the application. ? Any time after you set up your account, you can go back into the application (using your user name and password) to add or change information up until the time you submit it for processing. ? Print the Transcript Matching Form from your application. Request that an official transcript from each college and university you have attended (include transferred coursework posted to later transcripts) be sent to ADEA AADSAS. The Transcript Matching Form must be attached by each college’s registrar to the official transcript and mailed by the registrar to ADEA AADSAS. Applications are not processed until all official transcripts are received. ? Remember that ADEA AADSAS accepts only official transcripts sent directly from the registrar. ADEA AADSAS does not accept student-issued transcripts. These recommendations were provided by Anne Wells, Ed. D. , and Ms. Chonte James of ADEA AADSAS. Submission Deadlines Applications may be submitted beginning on or around May 15. Each school has a specific application deadline date, which is noted in he online AADSAS application and in the individual school entries in Part II of this guide. Please note that these dates are subject to change; consult each dental school’s website for the most up-to-date information on deadline dates.
Your completed application, transcripts, payment, and other required documents must be received by AADSAS no later than the stated deadline of the schools to which you are applying. Since many schools have a rolling admissions process and begin to admit highly qualified applicants as early as December 1, applicants are encouraged to submit their applications early. 19 ADEA OFFICIAL GUIDE TO DENTAL SCHOOLS Application Fees Check the AADSAS website for complete information about application fees. Payment may be by check, money order, or credit card (VISA, MasterCard, Discover, or American Express). All fees must be paid in U. S. currency drawn on a U. S. bank or the U. S. Postal Service. AADSAS has a fee reduction program for applicants with demonstrated financial hardship. Details may be obtained on the AADSAS website. AADSAS Schools The schools that use AADSAS are listed by state in Table 2-3. If you are applying only to the schools that do not participate in AADSAS, you should apply directly to those schools. Texas residents applying to Texas dental schools must utilize the Texas Medical and Dental Application Services (TMDSAS), www. utsystem. edu/tmdsas. Graduates of non-ADA accredited dental schools (i. e. nternational dental school graduates) may be eligible for admission into advanced placement programs offered by many dental schools.
International dental graduates may want to refer to ADEA’s Centralized Application for Advanced Placement International Dentists (ADEA CAAPID), located on the ADEA website (www. adea. org) for information about these programs and the application process. Please note that AADSAS serves as an information clearinghouse only. It does not influence any school’s evaluation or selection of applicants, nor does ADEA recommend applicants to dental schools or vice versa. ? Submit any required supplemental application materials Each school has its own policy regarding the payment of a separate application fee and the submission of additional application materials.
These materials may include an institution-specific supplemental (or secondary) application form, documentation of dentistry shadowing experience, and official academic transcripts. Part II of this guide briefly reviews each dental school’s application requirements. In addition, the ADEA AADSAS STUDENT PROFILE and fix the problem. I started to realize that my dad was right all along. What are you doing right now? I’m in a hospital residency program at Christiana Hospital. I actually met the Program Director Dr. Robert Arm through ADEA. At the time I wasn’t really thinking about residency programs, but he said to keep an open mind and that you receive great training. At Christiana it’s great to be part of an interdisciplinary team and interface with physicians. I get to be involved in community health aspects. I never do something two days in a row. I may be in a private health center where I see all the dental work I didn’t see in dental school or observe dental specialties and OR dentistry. I’m also a Vice President for the ADEA Council of Students, Residents, and Fellows. What are your short-term and long-term goals? I want to go on to a residency program in pediatric dentistry. I’d like to be in a hospital based practice working with children and patients with special needs and teaching. It can be difficult to address access to care issues in other practice situations.
Advice to applicants and first-year students? For applicants, they want to know you know what you’re getting into. Before applying you should have done some shadowing and hopefully more than your own braces. Think about how to take the profession beyond what it is whether it’s working on access to care issues, in research, or developing ways to cure dental anxiety. For first-years, find a mentor. They never find you. I struggled with motivation and spun my wheels a lot. I have a lot of energy and wasn’t sure what to do with it. I needed someone to say why don’t you try this.
Time management was huge. Every semester is packed to capacity. You think, “How can I do more” and the next semester you do. You have to change your study habits. If you miss a couple days, you hate your life. It’s hard to discipline yourself and it was exhausting, but there is a light at the end. What do you do for balance in your life? I do a lot of yoga and trained for a marathon. I also have friends outside of dental school.
What is the last good book you read? I read books about travel since I can’t do a lot. I just read a great book on China. What do you view as the most interesting issue in dentistry? The dental profession’s place in healthcare and how to execute it so our profession remains valuable. The definition of access to care is so different depending upon where you are. Some cannot afford it, and some do not value it. It’s important to have early education and a form of health care that takes care of basic needs. Dentistry needs to lead this because no one on the outside truly understands what we do and how we work.
Are you married/partnered/single? Any children? Single MARIA CORDERO, D. M. D. GENERAL PRACTICE RESIDENT CHRISTIANA HOSPITAL Why did you choose dentistry? I spent time trying not to choose dentistry. My father is a dentist, but he’s given me a lot of leeway to find my own path. I always thought dentistry is what my dad did, and I wanted to do something different. But he’s always been so happy.
Dentistry allows you to make a diagnosis, treat, 20 CHAPTER 2 APPLYING TO DENTAL SCHOOL TABLE 2-3. DENTAL SCHOOLS PARTICIPATING IN ADEA AADSAS (AS OF NOVEMBER 1, 2009) Alabama Arizona California University of Alabama at Birmingham School of Dentistry Arizona School of Dentistry and Oral Health Midwestern University College of Dental Medicine Loma Linda University School of Dentistry University of California, Los Angeles School of Dentistry University of California, San Francisco School of Dentistry University of the Pacific Arthur A. Dugoni School of Dentistry University of Southern California School of Dentistry Western University of Health Sciences College of Dental Medicine University of Colorado Denver School of Dental Medicine University of Connecticut School of Dental Medicine Nova Southeastern University College of Dental Medicine University of Florida College of Dentistry Southern Illinois University School of Dental Medicine University of Illinois at Chicago College of Dentistry Indiana University School of Dentistry University of Iowa College of Dentistry University of Kentucky College of Dentistry University of Louisville School of Dentistry Louisiana State University School of Dentistry University of Maryland Baltimore College of Dental Surgery Boston University Henry M. Goldman School of Dental Medicine Harvard School of Dental Medicine Tufts University School of Dental Medicine University of Detroit Mercy School of Dentistry University of Michigan School of Dentistry University of Minnesota School of Dentistry University of Missouri-Kansas City School of Dentistry Virginia Washington West Virginia Wisconsin Nova Scotia Nebraska Nevada New Jersey New York Creighton University School of Dentistry University of Nebraska Medical Center College of Dentistry University of Nevada, Las Vegas School of Dental Medicine University of Medicine and Dentistry of New Jersey Columbia University College of Dental Medicine New York University College of Dentistry Stony Brook University School of Dental Medicine University at Buffalo School of Dental Medicine University of North Carolina at Chapel Hill School of Dentistry Case School of Dental Medicine The Ohio State University College of Dentistry University of Oklahoma College of Dentistry Oregon Health & Science University School of Dentistry University of Pennsylvania School of Dental Medicine University of Pittsburgh School of Dental Medicine The Maurice H. Kornberg School of Dentistry, Temple University University of Puerto Rico School of Dental Medicine Medical University of South Carolina College of Dental Medicine Meharry Medical College School of Dentistry Baylor College of Dentistry University of Texas Health Science Center at Houston Dental Branch University of Texas Health Science Center at San Antonio Dental School Virginia Commonwealth University School of Dentistry University of Washington School of Dentistry West Virginia University School of Dentistry Marquette University School of Dentistry Dalhousie University Faculty of Dentistry Colorado Connecticut Florida Illinois Indiana Iowa Kentucky Louisiana Maryland Massachusetts North Carolina Ohio Oklahoma Oregon Pennsylvania District of Columbia Howard University College of Dentistry Puerto Rico South Carolina Tennessee Texas Michigan Minnesota Missouri Application website includes a chart that identifies the supplemental requirements for the participating schools. Note that this information is subject to change; consult dental schools’ websites for most up-to-date requirements. After you have submitted all of your materials, the dental schools that wish to consider you for a place in the entering class will contact you for a visit to the campus. This visit will likely include an interview with the admissions committee, a tour of the campus and facilities, meetings with faculty and students, and other meetings and activities. When you visit a dental school, the admissions committee is evaluating you as a prospective student, while at the same time, you will have the opportunity to evaluate the dental school program and environment to determine if you think it would be a good fit for you and your goals. ? Manage the Timing of the Application Process The trick to managing the timing of the application process is summed up in two words: DON’T PROCRASTINATE! Most dental schools will fill a large percentage of their 2011 entering classes by December 2010. This means that even though schools have deadlines for completing all the application requirements that range from October 2010 to February 2011, it is not a good idea to wait until the last minute to take the DAT, submit the AADSAS application, or complete any supplemental materials requested by the schools to which you are applying. 21 ADEA OFFICIAL GUIDE TO DENTAL SCHOOLS YouTube for Dental Students – ADEA Video Mentors ADEA now gives a voice to dental students on YouTube. com.
Through the creation of ADEA Video Mentors, a channel on YouTube. om, prospective dental students and current dental students can share their experience and offer advice. The site features dental students (allied, predoctoral, postdoctoral) discussing topics related to dental careers, dental education, and the application process. Dental students submit videos that answer the questions predental students most frequently ask: What made you decide to go into dentistry? How was your path to dental school unique? What surprises you most about dental school? What would you recommend students do to prepare their dental school applications? A second component of the site, AADSAS Answers, responds to timely questions about the AADSAS application process. This component is a separate channel on the ADEA Video Mentor site that answers questions regarding the AADSAS Application process. AADSAS is the centralized application service (sponsored by ADEA) used by 56 dental schools. Students are invited to submit their videos or visit the site to learn more about being a dental student and the application process. Your participation encourages today’s high school and college students to become the health professionals of tomorrow.
The videos are currently housed at www. youtube. com and can be accessed by viewing ADEA’s dedicated video mentoring channel, www. youtube. com/ADEAVideoMentors. The individual dental school information in Part II of this guide includes an admissions timetable for each school’s entering class. It is essential that you become familiar with the timetables for the schools to which you are applying and that you make plans to complete the admission application requirements on time. SPECIAL ADMISSIONS TOPICS For those of you interested in advanced standing and transferring, combined degree programs, and admission for international students, this section briefly addresses those areas. Part II of this guide provides some additional information on these topics for each dental school, but you should contact the dental schools you are considering for more details. ? Advanced Standing and Transferring Advanced standing means that a student is exempted from certain courses or is accepted as a second- or third-year student. Advanced standing is offered at the time of admission to students who have mastered some aspects of the dental school curriculum because of previous training. An individual who has a Ph. D. in one of the basic sciences, such as physiology, for example, may be exempted from taking the physiology course in dental school. Some schools may also grant advanced standing to students who have transferred from other U. S. or Canadian dental schools or who have graduated from international dental schools. In these cases, applicants may be allowed to enter as second- or third year-students. 22 CHAPTER 2 APPLYING TO DENTAL SCHOOL Each dental school has its own policy on advanced standing and transferring students; see the individual school entries in Part II of this guide. But it is important to be aware that most students do not obtain advanced standing and that very few students transfer from one school to another. ? Combined Degree Programs Many dental schools in the United States and Canada offer combined degree programs that give students the opportunity to obtain other degrees along with their D. D. S. or D. M. D. Degrees that may be combined with the dental degree include: ? A baccalaureate degree (B. A. or B. S. ) ? A master’s degree (M. A. , M. S. , M. B. A. , or M. P. H. ) ? A doctorate (Ph. D. , M. D. , or D. O. ) Numerous dental schools have formal combined baccalaureate and dental degree programs.
Combined degree programs expand career options especially for those interested in careers in dental education, administration, and research. They may also shorten the length of training where specific agreements have been made between the dental school and its parent institution. The undergraduate and dental school portions of some combined degree programs take place at the same university, while other combined programs are the result of arrangements made between a dental school and other undergraduate institutions. Sometimes colleges will independently grant baccalaureate degrees to students who attended as undergraduates and did not finish their undergraduate education but did successfully complete some portion of their dental training. Many dental schools also sponsor combined graduate and dental degree programs. These programs, which usually take six to seven years to complete, are offered at the masters or doctoral level in subjects that include the basic sciences (biology, physiology, chemistry), public policy, medicine, and other areas. See Table 3-6 in Chapter 3 of this guide for a list of dental schools with combined degree programs. If you are interested in more information about combined degree programs, you should contact the schools directly. ? Admissions for International Students The term “international student” refers to an individual who is a native of a foreign country and who plans to study in the United States or Canada on a student visa.
Students who have permanent residency status in the United States are not considered international students; they have the same rights, responsibilities, and options as U. S. citizens applying for admission to dental school. Applicants who have completed coursework outside the United States or Canada (except through study abroad) should supply a copy of their transcripts, translated into English, plus a course-by-course evaluation of all transcripts. Application details for international applicants are contained in the ADEA AADSAS application.
International applicants who are not graduates of international dental schools are considered for admission to most U. S. and Canadian dental schools. Each dental school has its own policies on admission requirements for international students. However, most dental schools require international students to complete all the application materials mandated for U. S. citizens and permanent residents. In addition, international students may be asked to take the Test of English as a Foreign Language (TOEFL) or demonstrate English language proficiency. International students should expect to finance the entire cost of their dental education. ? International Dental Graduates Graduates of international (non-ADA accredited) dental schools may be eligible for admission into an advanced placement program. These programs provide an opportunity for dentists educated outside the U. S. and Canada to obtain an accredited degree that is recognized by state and provincial licensing officials.
The ADEA Centralized Application 23 ADEA OFFICIAL GUIDE TO DENTAL SCHOOLS A Guide to Preparing for Dental School Maybe you already know that you have a strong interest in dentistry but don’t know where to start. It’s never too early to begin preparing. Below are a few guidelines to help you plan your coursework and get in touch with mentors and other professionals who can help you along the way. Keep in mind this guide offers a general timeline for preparation. Many successful dental students have been non-science majors or pursued other careers before deciding dentistry was right for them. In fact, the guide can be used at any point in your academic or professional career. It is also helpful if you are not completely sure that dentistry is where you want to focus your energy and will help you decide if attending dental school is a commitment you want to make. FOR HIGH SCHOOL STUDENTS ? Take science and math classes, including chemistry, biology, and algebra. If available, take Advanced Placement (AP) level coursework. ? Talk to people in the field. Call local dentists or contact the dental society in your city or town to find people who can help answer your questions. Contact your local dental society through the American Dental Association’s (ADA) website at www. ada. org/ada/organizations/ local. asp.
Information on the ADA’s mentoring program can also be found at www. ada. org/public/careers/beadentist/ mentoring. asp. ? Check out ExploreHealthCareers. org (EHC) “Meet a Dentist” page at www. explorehealthcareers. org/en/Career. 1. aspx. COLLEGE YEAR 1 Fall semester ? Meet with prehealth advisor and plan coursework ? If your school doesn’t have a prehealth advisor, look into obtaining a copy of the ADEA Official Guide to Dental Schools to review the dental schools’ requirements. Although most schools require a minimum of one year of biology, general and inorganic chemistry, organic chemistry, and physics, specific requirements vary from school to school. ? Complete required predental coursework Spring semester ? Think about volunteer or employment opportunities in dentistry for the summer like shadowing a dentist or volunteering in a community health clinic. ? Complete required coursework and register for the fall semester. ? Research prehealth enrichment programs at Explore Health Careers: www. explorehealthcareers. Also look into the Summer Medical and Dental Education program for college freshman and sophomores at www. smdep. org. Prehealth enrichment programs can help you decide if a career in dentistry is a good fit and help you prepare for the application process. Summer ? Complete an internship or volunteer program ? If necessary attend summer school Service for Advanced Placement for International Dentists (ADEA CAAPID) provides an online portal for applicants to submit materials one time and direct them to multiple institutions.
Information about these programs, their admission requirements and the application process can be found at www. adea. org. 24 COLLEGE YEAR 2 Fall semester ? Schedule a time to meet with your prehealth advisor ? Attend prehealth activities ? Join your school’s predental society if one is available ? Complete required coursework ? Explore community service opportunities through your school (doesn’t necessarily need to be health-related). If possible, continue activities throughout undergraduate career. COLLEGE YEAR 3 Fall semester ? Meet with prehealth advisor to make sure coursework completion is on schedule ? Discuss dental schools ? Complete coursework and register for spring semester ? Visit ADEA’s website at www. adea. org to learn about applying to dental school ? Place order for the ADEA Official Guide to Dental Schools ? Research schools COLLEGE YEAR 4 Fall semester ? Meet with prehealth advisor and complete coursework ? Attend interviews with schools ? Notification of acceptances begins December 1 Spring semester ? Apply for federal financial aid Summer ? Relax and get ready for the first semester of dental school! ? Attend school’s open houses or events ? Prepare to relocate if necessary Spring semester ? Look into paid or volunteer dentalrelated research opportunities ? Complete second semester coursework and register for the fall Spring semester ? Review each dental school’s required documents early in the semester ? Identify individuals to write letters of recommendation ? Take the DAT late spring or early summer ? Prepare to submit AADSAS application. Applications become available on or around May 15 ? Complete coursework and register for the fall ? Schedule a volunteer or paid dental related activity Summer ? Complete a summer research or volunteer dental-related program ? If necessary attend summer school ? DAT preparation Summer ? Take the DAT if you have not done so already ? Prepare for school interviews in the fall ? Budget time and finances appropriately to attend interviews ? Participate in volunteer or paid opportunity ? If necessary attend summer school 25
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Kolkata Knight Riders
Kolkata Knight Riders (Bengali:) (often abbreviated as KKR) is the franchise representing Kolkata in the Indian Premier League, a Twenty20 cricket tournament. The team is led by Sourav Ganguly, and coached by Dav Whatmore. Sourav Ganguly is the team’s Icon Player.
The official theme of the team is Korbo, Lorbo, Jeetbo Re (Bengali for We will do it, Fight for it, Win it) and the official colors are purple and gold. As per the recent study done by a UK based brand valuation company, Kolkata Knight Riders (KKR) are ranked as the second most valuable franchise brand at US$46 million. 1] Celebrity co-owner Shahrukh Khan’s hard-selling of the KKR brand has counteracted the team’s poor on-field performance.
[2] They are the only team to have never made the semi-finals. Kolkata Knight Riders is one the 8 franchise teams taking part in the Indian Premier League. It was bought by Bollywood actor Shahrukh Khan’s Red Chillies Entertainment in partnership with Juhi Chawla Mehta and her husband Jay Mehta. [edit] 2008 IPL Season [edit] Performance The Kolkata Knight Riders had a good beginning to the season by winning their first two matches against Royal Challengers Bangalore and Deccan Chargers. Kolkata Knight Riders’ opening batsman Brendon McCullum scored 158 runs in the first match, which is a record for the highest runs ever scored by a batsman in a Twenty-20 match.
[3] However, the team started experiencing failures and lost consecutive four matches. The team managed to stage a comeback of sorts by winning next three matches based on strong performances by Sourav Ganguly and Shoaib Akhtar. But their performance dipped again and lost next three matches, which included their match against Mumbai Indians, in which they were bowled out for 67 runs, the lowest score by a team in IPL 2008 season. 4] When their match against Delhi Daredevils was washed out due to rain, they lost any chance of making it to the semifinals.
[5] The Knight Riders ended their season on a winning note by defeating Kings XI Punjab on their home ground. [edit] Controversy There were reports of a rift between Shahrukh Khan and Sourav Ganguly over various issues such as team composition, Ganguly’s choice of batting first in the game against Chennai Super Kings, entertainment tax being imposed for atches played at Eden Gardens (Shahrukh reportedly wanted Ganguly to speak to the West Bengal Chief Minister, Buddhadeb Bhattacharya about it, which was refused by Ganguly).
[6] It was also reported that Shahrukh Khan bestowed more powers to John Buchanan including giving him full powers to select the team for the following year which was not liked by Ganguly.
[6] However, the team management issued a statement that the reports of a possible rift are untrue.
[7] Shahrukh Khan was further barred by the International Cricket Council Anti-Corruption Unit from entering the dressing room of the team when matches were in progress.
Shahrukh Khan then issued a statement that he would be boycotting the remaining matches of the IPL till the code of conduct was clarified by the IPL authorities.
[8] There were also speculations that Kolkata Knight Riders will shift its base from Kolkata to Ahmedabad because of the money demanded by the C. A. B. But after a meeting with Jagmohan Dalmiya, Shah Rukh Khan assured everyone that his team will stay in Kolkata. [edit] Financial Financially, the Kolkata Knight Riders were easily the most successful franchise in the IPL, achieving a profit of Rs. 13 crore. 9] [edit] 2009 IPL Season [edit] Players Kolkata Knight Riders was among the least active franchises during the offseason, with no player trades. However, the team signed Mohnish Parmar during the offseason and also re-signed Ajantha Mendis to a long term deal.
The most notable personnel move for Knight Riders came during the 2009 IPL Auction, where the team signed Bangladesh fast bowler Mashrafe Mortaza. [edit] Controversy The rift between Sourav Ganguly and Shahrukh Khan took a new turn as Ganguly was removed from the captaincy in the 11th hour and replaced by Brendon McCullum. Rumours are that John Buchanan wanted Ganguly out. First, he floated a series of theories discussing “multiple-captains” before Ganguly was removed. Soon thereafter, a blog popped up on the web whose author is an anonymous blogger, who claims to be a member of the team and seems determined to reveal every team secret, warts and all.
The posts describe what the blogger claims are team meetings, arguments between staff and team members, post-match parties and pre-match strategy. [10] [edit] Cheer Leaders They were the first team in IPL to select their cheer leaders by a talent hunt show called Knights and Angels, judged by Sourav Ganguly and Guest Star and hosted by Bollywood actor Purab Kohli. However, the winning team did not get a chance to perform at games during the 2009 season since local authorities only allowed South African cheerleaders to be used. [edit] Livery KKR Merchandise The logo of the team consists of a blazing golden Viking helmet against a black background with the name of the team Kolkata Knight Riders written in gold. The main theme of the team Korbo, Lorbo, Jitbo Re (We will do it, Fight for it, Win it) has been created by Vishal-Shekhar duo. [11] A Knight Rider album with several singers and music composers including Usha Uthup and Bappi Lahiri will also be created. [12] The tag line of the team is All the King’s Men. [11] The team’s official colours are purple and gold. The jersey was created by Bollywood fashion designer Manish Malhotra. [11] The team also has a mascot named Hoog Lee, who is a lazy Royal Bengal Tiger and loves to eat burgers. The name is a pun on the river Hooghly.
The name Knight Riders has been chosen keeping in view the kids and the youth. [11] [edit] Players A group of men standing, wearing black t-shirts and blue faded jeans. All of them are looking to the left of the image. The backdrop has alternate black and green boxes. Captain Ganguly with other cricketers of the Kolkata Knight Riders team during IPL 2009. Sourav Ganguly, the former captain of the Indian cricket team is the icon player and led the Kolkata franchise.
The team also includes all rounders Chris Gayle, David Hussey, Laxmi Ratan Shukla, Angelo Mathews, wicket keeper batsmen Brendon McCullum, Wriddhiman Saha. The main bowlers are Shane Bond, Ishant Sharma, Ashok Dinda, Ajit Agarkar and Murali Karthik. Australian batsman Bradley Hodge and Sri Lankan bowler Ajantha Mendis were bought outside IPL Auction on 2008. On IPL Auction 2009 Team bought Bangladeshi All-Rounder Mashrafe Mortaza. Team also includes Charl Langeveldt who was signed outside of Auction. Due to unavailability of Pakistani players in 2009 KKR had to suspend contract of key performer from the 2008 season Umar Gul. 13][14] On 26 April 2009, KKR administration sent back two of its players Akash Chopra and Sanjay Bangar on the premises of poor performance.
But there was high media speculation that one or both of them have been caught or strongly suspected of being the “Fake IPL Player” responsible for the blog which had been creating ripples with inside information on KKR team. Shane Bond is the latest KKR acquisition after releasing Ricky Ponting, Morne van Wyk, Umar Gul, Salman Butt, Mohammed Hafeez, Shoaib Akhtar for IPL III. Moises Henriques was traded to Delhi in return for Owais Shah and Manoj Tiwary.
Their international players for the 2010 season are – Shane Bond, Mashrafe Mortaza, Brendon McCullum, Charl Langeveldt, Ajantha Mendis, Angelo Mathews, Brad Hodge, David Hussey, Owais Shah & Chris Gayle. [edit] Current squad THE KNIGHTS view
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• edit Batsmen * 03 England Owais Shah * 09 India Manoj Tiwary * 18 Australia Brad Hodge * 25 India Cheteshwar Pujara * — India Abbas Ali * — India Harsh Khadiwale * — India Chirag Pathak All Rounders * 01 India Sourav Ganguly (C) * 06 India Laxmi Ratan Shukla * 08 Australia David Hussey * 10 India Mandeep Singh * 27 India Rohan Gavaskar 45 Jamaica Chris Gayle * 69 Sri Lanka Angelo Mathews * — India Ganapathi Vignesh * — India Harpreet Singh Wicket Keepers * 33 India Wriddhiman Saha * 42 New Zealand Brendon McCullum Bowlers * 02 India Ashok Dinda * 11 India Murali Kartik * 13 India Ajit Agarkar * 19 India Iqbal Abdullah * 29 India Ishant Sharma * 34 New Zealand Shane Bond * 40 Sri Lanka Ajantha Mendis * 40 Bangladesh Mashrafe Bin Mortaza * 67 South Africa Charl Langeveldt * — India Eklakh Ahmed * — India Varun Aaron * — India Mohnish Parmar * — India Jaydeb Unadkat Support Staff * Head Coach: AustraliaDav Whatmore Assistant Coach: IndiaVijay Dahiya * Bowling Consultant: Pakistan Wasim Akram * Physiotherapist: Australia Andrew Leipus * Physical Trainer: Adrian Le Roux Former Players * Pakistan Umar Gul * Pakistan Salman Butt * Pakistan Mohammad Hafeez * Pakistan Shoaib Akhtar * Zimbabwe Tatenda Taibu * Australia Ricky Ponting * Australia Moises Henriques * South Africa Morne van Wyk * India Akash Chopra * India Sanjay Bangar From the Website * Squad * Coaching Staff * Team Blogs * Cricket Corner [edit] Administration * Owners – Shahrukh Khan, Juhi Chawla & Jai Mehta (Red Chillies Entertainment Pvt. Ltd. * CEO — Joy Bhattacharya[15] [edit] Fixtures and results [edit] Overall results Summary of results Wins Losses No Result % Win Position 2008 6 7 1 45% 6 2009 3 10 1 21% 8 2010 7 7 0 50% 6[16] Total 16 24 2 40% [edit] 2008 season Kolkata Knight Riders IPL Fixtures No. Date Opponent Venue Result 1 18 April Royal Challengers Bangalore Bangalore Won by 140 runs, MoM – New Zealand Brendon McCullum – 158* (73) 2 20 April Deccan Chargers Kolkata Won by 5 wickets, MoM – Australia David Hussey – 38* 3 26 April Chennai Super Kings Chennai Lost by 9 wickets 4 29 April Mumbai Indians Kolkata Lost by 7 wickets 1 May Rajasthan Royals Jaipur Lost by 45 runs 6 3 May Kings XI Punjab Mohali Lost by 9 runs 7 8 May Royal Challengers Bangalore Kolkata Won by 5 runs, MoM – India Sourav Ganguly – 20 (22) and 1/7 (3 overs) 8 11 May Deccan Chargers Hyderabad Won by 23 runs, MoM – India Sourav Ganguly – 91 (57), 2/25 (4 overs) and 2 catches 9 13 May Delhi Daredevils Kolkata Won by 23 runs, MoM – Pakistan Shoaib Akhtar – 4/11 (3 overs) 10 16 May Mumbai Indians Mumbai Lost by 8 wickets 11 18 May Chennai Super Kings Kolkata Lost by 3 runs (decided by D/L method due to rain interruption) 12 20 May Rajasthan Royals Kolkata Lost by 6 wickets 3 22 May Delhi Daredevils Delhi Match abandoned due to rain 14 25 May Kings XI Punjab Kolkata Won by 3 wickets, MoM – Pakistan Umar Gul – 4/23 (4 overs) and 24 (11) [edit] 2009 season Kolkata Knight Riders IPL2 Fixtures Date Opponent Venue Result 19 April Deccan Chargers Cape Town Lost by 8 wickets 21 April Kings XI Punjab Durban Won by 11 runs (D/L Method), MoM – West Indies Cricket Board Chris Gayle – 44* (26) 23 April Rajasthan Royals Port Elizabeth Lost by 3 runs in Super Over 25 April Chennai Super Kings Cape Town Match abandoned due to intermittent rain 27 April Mumbai Indians Port Elizabeth Lost by 92 runs 29 April Royal Challengers Bangalore Durban Lost by 5 wickets 1 May Mumbai Indians Durban Lost by 9 runs 3 May Kings XI Punjab East London Lost by 6 wickets 5 May Delhi Daredevils Durban Lost by 9 wickets 10 May Delhi Daredevils Johannesburg Lost by 7 Wickets 12 May Royal Challengers Bangalore Pretoria Lost by 6 wickets 16 May Deccan Chargers Port Elizabeth Lost by 6 wickets 18 May Chennai Super Kings Pretoria Won by 7 wickets MoM- Australia Bradley Hodge 71*(44) 20 May Rajasthan Royals Durban Won by 4 wickets MoM- India Laxmi Shukla 48*(46) [edit] 2010 season Kolkata Knight Riders IPL2 Fixtures Date Opponent Venue Result 12 March Deccan Chargers Navi Mumbai Won by 11 runs MoM- Sri Lanka Angelo Mathews 65*(46) 14 March Royal Challengers Bangalore Kolkata Won by 7 wickets MoM- India Manoj Tiwary 50(29) 16 March Chennai Super Kings Kolkata Lost by 55 runs 20 March Rajasthan Royals Ahmedabad Lost by 34 runs 22 March Mumbai Indians Mumbai Lost by 7 wickets 27 March Kings XI Punjab Mohali Won by 39 Runs MoM- India Manoj Tiwary 75(47) 29 March Delhi Daredevils Delhi Lost by 40 Runs April Deccan Chargers Kolkata Won by 24 Runs MoM- India Sourav Ganguly 88(54) 4 April Kings XI Punjab Kolkata Lost by 8 wickets 7 April Delhi Daredevils Kolkata Won by 14 runs MoM- India Sourav Ganguly 56 (46) 10 April Royal Challengers Bangalore Bangalore Lost by 7 wickets 13 April Chennai Super Kings Chennai Lost by 9 wickets 17 April Rajasthan Royals Kolkata Won by 8 wickets MoM- India Jaydev Unadkat (3/26) 19 April Mumbai Indians Kolkata Won by 9 wickets MoM- India Murali Kartik( 2 catches and 2 wickets ) [edit] References 1. ^ Brand IPL touches the sky . ^ “Kolkata Knight Riders is richest in IPL”. brandfinance. com. https://www. brandfinance. com/Uploads/pdfs/JBIPL070509. pdf. Retrieved 2008-05-11. 3. ^ “McCullum’s record 158 leads rout”. Cricinfo. com. https://content-www. cricinfo. com/ci/content/story/346913. html. Retrieved 2008-05-23. 4. ^ “Mumbai Indians v Kolkata Knight Riders, IPL, Mumbai”. Cricinfo. com. https://content-www. cricinfo. com/ci/content/team/335971. html. Retrieved 2008-05-23. 5. ^ “All over for Knight Riders in 2008 – Post Kotla washout, even a win in last match won’t be enough”. The Telegraph. https://www. telegraphindia. com/1080523/jsp/sports/story_9309469. jsp.
Retrieved 2008-05-23. 6. ^ a b “All is not well between SRK and Ganguly”. The Economic Times. https://economictimes. indiatimes. com/PoliticsNation/Rift_between_SRK_and_Ganguly/articleshow/3058154. cms. Retrieved 2008-05-23. 7. ^ “No rift between Shah Rukh and Ganguly: Knight Riders”. The Hindu. https://www. hinduonnet. com/holnus/007200805211821. htm. Retrieved 2008-05-23. 8. ^ “SRK says he will boycott remaining matches of IPL”. Ibnlive. com. https://www. bnlive. com/news/srk-says-he-will-boycott-remaining-matches-of-ipl/65781-5. html. Retrieved 2008-05-23. 9. ^ Indian Premier League 10. ^ “The Fake IPL Blogger”. CricketVoice. https://www. cricketvoice. com/cricketforum2/index. php/topic,19774. 0. html. Retrieved 2009-04-23. 11. ^ a b c d “King Khan launches Kolkata Knight Riders”. Yahoo. 2008-03-11. https://in. news. yahoo. com/ani/20080311/r_t_ani_sp/tsp-king-khan-launches-kolkata-knight-ri-61d3b88. html.
Retrieved 2008-03-11. 12. ^ “Kolkata Knightriders launched amidst gloom”. Hindustan Times. 008-03-11. https://www. hindustantimes. com/StoryPage/StoryPage. aspx? id=0b3340dc-5dc1-4c70-8db9-6beba270e283&&IsCricket=true&Headline=Kolkata+Knightriders+launched+amidst+gloom. Retrieved 2008-03-11. 13. ^ “Kolkata Knight Riders Squad”. Cricinfo. 2008-04-26. https://content-usa. cricinfo. com/ipl/content/squad/338088. html. Retrieved 2008-04-28. 14. ^ “Hodge joins IPL for five weeks”. Cricinfo. 2008-04-26. https://content-usa. cricinfo. com/ipl/content/story/347643. html. Retrieved 2008-04-28. 15. ^ Bull, Andy (2008-04-03). “Shoaib sued by
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Industrial Act 1973-Mauritius
THE INDUSTRIAL RELATIONS ACT 1973 Act 67/1973 ARRANGEMENT OF SECTIONS PART I – PRELIMINARY 1. 1. Short title. 2. 2. Interpretation. 3. 3. Application of Act. PART II – REGISTRATION OF TRADE UNIONS 4. 4. Register of trade unions. 5. 5. Registration of trade unions. 6. 6. Application for registration. 7. 7. Objections to registration. 8. 8. Consideration of application and objection. 9. 9. Grounds for refusal to register. 10. 10. Notification of decision and appeal. 11. 11. Certificate of registration. 12. 12. Consequences of refusal to register. 13. 13. Cancellation of registration by order of Tribunal. 14. 4. Consequences of cancellation of registration. PART III – CONSTITUTION AND ADMINISTRATION OF TRADE UNIONS 15. 15. Acts in contemplation or furtherance of industrial dispute. 16. 16. Trade union to be a body corporate. 17. 17. Rules of trade unions. 18. 18. Alteration of rules or change of name. 19. 19. Consideration of application. 20. 20. Membership. 21. 21. Members’ nominees. 22. 22. Registered office. 23. 23. Branches of trade unions. 24. 24. Executive and officers. 25. 25. Meetings of trade unions. 26. 26. Taking of ballots. 27. 27. Federation and amalgamation. 28. 28. Dissolution of trade unions. 9. 29. Application of funds. 30. 30. Restriction on use for political purposes. 31. 31. Political fund of federations. 32. 32. Notice to contribute to political fund. 33. 33. Misapplication of funds. 34. 34. Keeping of accounts and records. 35. 35. General statement to annual general meeting. 36. 36. Annual return to Registrar. 37. 37. Retention and inspection of records. 38. 38. Powers of Registrar in relation to accounts. PART IV – PERMANENT ARBITRATION TRIBUNAL, INDUSTRIAL RELATIONS COMMISSION AND NATIONAL REMUNERATION BOARD 39. 39. Establishment of Tribunal. 40. 40. Functions of Tribunal. 41. 41. Establishment of Commission. 42. 42. Functions of Commission. 43. 43. References to Commission by Minister. 44. 44. Conciliation service. 45. 45. Establishment of Board. 46. 46. Functions of the Board. 47. 47. Principles to be applied. 48. 48. Intervention by the Attorney-General. PART V – PROTECTION OF INDIVIDUAL RIGHTS 49. 49. Rights of employees. 50. 50. Protection in unlawful actions. 51. 51. Closed shop agreement to be void. PART VI – PROMOTION OF INDUSTRIAL RELATIONS 52. 52. Promotion of good industrial relations. 53. 53. Agreement of representational status. 54. 54. Order for representational status. 55. 5. Revocation of order. 56. 56. Applications to Commission. 57. 57. Extension of scope of application. 58. 58. Recommendations as regards recognition. 59. 59. Enforcement of recommendation for recognition. 60. 60. Order for recognition. 61. 61. Saving. 62. 62. Conditions for check-off agreements. 63. 63. Registration of check-off agreements. 64. 64. Tribunal may declare check-off agreements. 65. 65. Provisions relating to check-off agreements. 66. 66. Termination of check-off agreements. 67. 67. Application for agency shop order. 68. 68. Recommendations for agency shop order. 69. 69. Making of agency shop order. 0. 70. Effect of agency shop order. 71. 71. Workers Education Fund. 72. 72. Operation of agency shop order. 73. 73. Discontinuance of agency shop order. 74. 74. Limitations for applications. 75. 75. Deductions from wages of employees. 76. 76. Prohibition of other payments. 77. 77. Establishment of works councils. PART VII – INDUSTRIAL DISPUTES 78. 78. Arbitration in industrial disputes. 79. 79. Reporting of industrial disputes. 80. 80. Rejection of report by Minister. 81. 81. Appeal to Tribunal. 82. 82. Consideration of report by Minister. 83. 83. Compulsory arbitration. 84. 84. Limitation on report of dispute. 5. 85. Effect of awards. 86. 86. Registration of collective agreement. 87. 87. Extension of awards and agreements. 88. 88. Interpretation of order, award and collective agreement. 89. 89. Order for adherence to agreed procedure. 90. 90. Order for utilisation of legal remedies. 91. 91. Order for adherence to award and agreement. 92. 92. Unlawful strikes and lock-outs. 93. 93. Imperiling the national economy. PART VIII – REMUNERATION ORDERS 94. 94. References to the Board. 95. 95. Recommendations. 96. 96. Remuneration Orders. 96A. Power to make regulations to reflect payment of additional remuneration 97. 7. Effect of Remuneration Order. 98. 98. Permits to infirm and incapacitated persons. PART IX – THE PUBLIC SERVICE AND CIVIL SERVICE UNIONS 99. 99. Application of Act to public service. 100. 100. Civil Service Arbitration Tribunal. PART X – OFFENCES AND PENALTIES 101. 101. Prevention of intimidation. 102. 102. Penalty for strike or lock-out offences. 103. 103. Offences by trade unions and officers. 104. 104. Other offences. PART XI – MISCELLANEOUS 105. 105. No pay while on strike. 106. 106. Service of notices. 107. 107. Publication of returns. 108. 108. Regulations. First Schedule -Trade Unions Rules Second Schedule –Permanent Arbitration Tribunal Industrial Relations Commission and National Remuneration Board Third Schedule – Code of Practice PART I – PRELIMINARY 1. Short title. This Act may be cited as the Industrial Relations Act. 2. Interpretation. (1)In this Act, unless the context otherwise requires – “agency shop order” means an order under section 69; “award” means an award made by the Tribunal under section 78 or 83; “bargaining unit” means employees or classes of employees, whether or not employed by the same employer, on whose behalf a collective agreement may be made; Board” means the National Remuneration Board established by section 47; “branch” means a branch of a trade union; “check-off agreement” means an agreement between an employer and a trade union for dues to be deducted from the wages of an employee by the employer and paid to the trade union; “civil service union” means a trade union of employees membership of which is confined to public officers; “collective agreement” means a procedure agreement, or an agreement which relates to terms and conditions of employment, made between a trade union of employees or a joint negotiating panel and an employer or a trade union of employers; collective bargaining” means negotiations relating to terms and conditions of employment or to the subject matter of a procedure agreement; “Commission” means the Industrial Relations Commission established by section 41; “contract of employment” means a contract of service or of apprenticeship, whether express or implied; “contribution” means the amount of money deductible from the wages of an employee under an agency shop order; “Court” means the Industrial Court established under the Industrial Court Act; “disciplined force” has the same meaning as in section III of the Constitution; dues” means a regular subscription payable to a trade union by a member as a condition of his membership, but does not include any other subscription or levy; “executive” means the body entrusted with the management of the affairs of a trade union; “federation” means a federation of trade unions; “industrial dispute” means a dispute between an employee or a trade union of employees and an employer or a trade union of employers which relates wholly or mainly to – (a)a contract of employment or a procedure agreement except, notwithstanding any other enactment, those provisions of the contract or agreement which – i)concern remuneration or allowance of any kind; and (ii)apply to the employee as a result of the exercise by him of an option to be governed by the corresponding recommendations made in a report of the Pay Research Bureau. b) (b) the engagement or non-engagement, or termination or suspension of employment, of an employee; or c) (c) the allocation of work between employees or groups of employees; Amended by [Act No. 13 of 2003] “industry” means trade; “joint negotiating panel” means the representatives of 2 or more trade unions of employees authorised to participate in collective bargaining and to enter into a collective agreement; local authority” has the same meaning as in section 2 of the Local Government Act 1989; “lock out” means any action taken by an employer, whether or not in contemplation or furtherance of an industrial dispute, and whether or not the employer is a party to the dispute, which consists in – (a)the exclusion of a group of employees from a place of employment; b. (b) the suspension of work in a place of employment; or (c) the collective, simultaneous or otherwise connected termination or suspension of employment of a group of employees; Minister” means the Minister to whom responsibility for the subject of Industrial Relations is assigned; “negotiating rights” means the right to participate in collective bargaining; “officer” means, in relation to a trade union – (a) a member of the executive; (b) a member of the managing body of a branch; (c) a shop steward or other executive officer, by whatever name called; “Pay Research Bureau” means the bureau referred to in the yearly Recurrent Budget under the Vote of Expenditure pertaining to the Prime Minister’s Office.
Added by [Act No. 13 of 2003] political fund” means a fund of a trade union kept exclusively for the purpose of incurring expenditure for the furtherance of political objects; “procedure agreement” means an agreement which relates to – a) (a) machinery for consultation with regard to, or for the settlement of, terms and conditions of employment; b) (b) negotiating rights; (c) facilities for officers; (d) procedures relating to disciplinary matters; or (e) procedures relating to grievances of individual employees; “public officer” includes primary aided school teacher; register” means the register required to be kept by the Registrar under section 4; “registered” means registered under this Act; “registered office” means the registered place of business of a trade union; “Registrar” means the Registrar of Associations or any other public officer acting on his behalf or under his authority; “Remuneration Order” means an order under section 96; “representational status” means the authority of a trade union of employees to represent a member of that trade union in any difference between the member and his employer in which the member is relying upon his legal rights; secretary” means the secretary of a trade union or any person who acts or purports to act as such; “sole bargaining agent” means a trade union or joint negotiating panel which has exclusive negotiating rights in respect of a bargaining unit; “special fund” means a fund of a trade union, other than a political fund, to which the members of the trade union are free not to contribute; “strike” means any action taken by a group of employees, whether or not in contemplation or furtherance of an industrial dispute and whether or not they are parties to the dispute, which consists in – ) (a) a concerted stoppage of work; or b) (b) a concerted course of conduct, including going slow or working to rule, which is carried on – (i)with the intention of preventing, reducing or otherwise interfering with the production or distribution of goods or the provision of services; and (ii)in the case of some or all of the employees involved, in breach of their obligations to their employer or in disregard of the normal arrangements between them and their employer; “trade” or “industry” includes any occupation, calling or business and includes any part of a trade or industry; trade union” means an association of persons, whether registered or not, having as one of its objects the regulation of industrial relations between employees and employers and includes a federation; “treasurer” means the treasurer of a trade union and includes any person who, under the rules of the trade union, is responsible for any accounts of the trade union or for the collection, receipt, disbursement, custody or control of the moneys of the trade union; “Tribunal” means the Permanent Arbitration Tribunal established by section 39; union’s share” means that portion of the contribution which is payable under section 70 to a trade union; “visiting force” has the same meaning as in section 2 of the Visiting Forces Act; “wages” means all emoluments payable in cash to an employee under a contract of employment; 3. Application of Act. (1)Subject to subsection (2), this Act shall bind the State. (2) This Act shall not apply – a) (a) to a member of a disciplined force; b) (b) to a member of a visiting force; (c)to a person in the service of the State who is not a public officer. 3) Subject to Part IX, this Act shall apply to the public service and civil service unions. PART II – REGISTRATION OF TRADE UNIONS 4. Register of trade unions. (1) The Registrar shall keep a register in the prescribed form in which shall be entered the particulars of all registered trade unions. (2) Any interested person may, on written application to the Registrar, at all reasonable times inspect the register. 5. Registration of trade unions. (1) Subject to section 110, every trade union shall, not later than three months after the date of its formation, apply to the Registrar for registration. 2)No trade union shall claim or receive any admission fee, dues or contribution unless the trade union has been registered under section 11. (3)Where a trade union fails to comply with subsection (1) or (2), the trade union shall commit an offence and the trade union shall be wound up by the Registrar in the prescribed manner. Amended by [Act No. 25 of 1975] 6. Application for registration. (1)The application for registration of a trade union shall be in the prescribed form. (2)Every application under subsection (1) shall be accompanied by – (a)the prescribed fee; b) two copies of the rules of the trade union; and (c) a statement of particulars in the prescribed form. (3)The Registrar may, by written notice, require an applicant to provide any further information he may reasonably require for the purpose of considering the application. (4)Where the Registrar considers that the rules or the name of the trade union do not comply with this Act, he shall give written notice to the trade union of the want of compliance and afford the trade union such time as he considers reasonable in which to submit amended rules or another name. 5)The Registrar shall refuse any application which does not comply with this section. 6) (6) Where a trade union – a) (a) fails to provide any information required by the Registrar under subsection (3); or b) (b) refuses to submit amended rules or another name as requested by the Registrar under subsection (4), the Registrar shall refer the application to the Commission. 7. Objections to registration. (1)The Registrar shall, in the prescribed manner, publish in the Gazette and in 2 daily newspapers a notice of any application which is not refused by him under section 6(5). 2)Any registered trade union may, not later than 21 days after the publication of the notice in the Gazette under subsection (1), lodge a written objection to the application with the Registrar. (3)The Registrar shall, not later than 14 days after receiving an objection under subsection (2), by written notice, require the applicant to show cause, within such time as may be specified in the notice, why the objection should not be upheld. 8. Consideration of application and objection. 1)Where an objection to an application has been lodged in accordance with section 7(2), the Registrar shall, after the time limit specified in a notice issued under section 7(3) has elapsed, refer the application and the objection to the Commission. (2)Where no objection is lodged in accordance with section 7(2), the Registrar may, after the time limit specified in section 7(2) has elapsed – (a)register the trade union; or (b) refer the application to the Commission. 3) The Commission shall hear and consider the application and any objection to it and, after making such enquiries as it considers necessary, direct the Registrar to register or not to register the trade union. (4)Where in accordance with subsection (3) the Commission directs the Registrar – (a)not to register a trade union; or (b) notwithstanding an objection lodged against an application for registration, to register a trade union, it shall specify the grounds for refusing to register the trade union or the reasons for rejecting the objection, as the case may be. . Grounds for refusal to register. (1)Subject to subsection (2), a trade union shall not be registered if – (a) any of its objects is unlawful or is inconsistent with this Act; (b) the trade union is engaged, or is about to engage, in activities likely to cause a serious threat to public safety or public order; (c) its rules are ambiguous; (d)except in the case of a civil service union, its membership is open to public officers; (e)its membership is open to persons who are not engaged in the same trade, or in similar or connected trades or in the same undertaking; f)its rules do not contain adequate provision, or it is not organised to provide adequately, for the protection and promotion of the interests of its members in every trade which it purports to represent; (g)any of its officers is not qualified to hold, or is incapable of performing the duties of, his office; (h)its name is the same as that of a registered trade union or so resembles that of a registered trade union that the public may be deceived or misled; or (i)its name is, in the Registrar’s opinion, objectionable or otherwise unsuitable. 2)Subsection (1)(d) shall not apply in relation to the registration of a federation comprising a federation of civil service unions and other trade unions. Amended by [Act No. 25 of 1975]; [Act No. 35 of 1976] 10. Notification of decision and appeal. (1)Where, pursuant to a direction of the Commission under section 8(3), the Registrar – (a)refuses to register a trade union; or (b) notwithstanding an objection lodged against an application for registration, registers a trade union, e shall give written notice to the applicant trade union and to any trade union which has objected to the application for registration, of the ground on which the refusal is based or, of the reasons for the rejection of the objection, as the case may be. (2)Any trade union aggrieved by a decision to register or not to register a trade union may, not later than one month after the date of the notification of the decision, appeal against the decision to the Tribunal and, on appeal, the Tribunal may make such order as it thinks fit. (3)The Registrar may appear and be heard on an appeal under subsection (2). 11. Certificate of registration. The Registrar shall, on registering a trade union, issue a certificate of registration in the prescribed form to the trade union and the certificate shall, unless the registration is cancelled pursuant to section 13, be conclusive evidence that the trade union is not registered. Amended by [Act No. 25 of 1975] 12. Consequences of refusal to register. (1)Where the Registrar has refused to register a trade union, the trade union shall be dissolved forthwith and be wound up – (a)if no appeal has been lodged under section 10(2), not later than one month after the date of the notification of the decision; b)if an appeal has been so lodged and the appeal has been dismissed, not later than one month after the date of the dismissal of the appeal. (2)Where a trade union is not wound up and its property distributed as provided by its rules within the time specified in subsection (1), every officer shall commit an offence and the trade union shall be wound up by the Registrar in the prescribed manner.
Amended by [Act No. 25 of 1975] 13. Cancellation of registration by order of Tribunal. (1)The registration of a trade union may be cancelled on the ground that – a) the registration was obtained by fraud or misrepresentation; (b) the trade union has ceased to exist; (c) by reason of any change of circumstances for which the trade union is responsible, the trade union would no longer be eligible for registration; (d)the trade union has engaged, or is about to engage, in activities likely to cause a serious threat to public safety or public order; (e) the trade union has contravened its rules by failing to provide effective representation of the interests of its members in general, or of those of its members who belong to a particular trade; or f)the trade union has failed to comply with any requirement (including a requirement relating to its rules) imposed on it by this Part, and has persisted in its default after the Registrar has given it written notice specifying the default and fixing a time which shall not be less than 2 months for remedying the default, and that time has expired. (2)Where the Registrar is of opinion that the registration of a trade union should be cancelled, he shall refer the matter to the Tribunal, stating the ground which, in his opinion, justifies the cancellation. 3)Where on a reference under subsection (2), the Tribunal is satisfied that the ground of the reference is well-founded, the Tribunal may – (a)adjourn the hearing of the reference so as to allow the trade union time to remedy the default or failure; or (b) direct the Registrar to cancel the registration of the trade union. (4)Where, at the resumed hearing after an adjournment under subsection (3) (a), the Tribunal finds that the trade union has not taken adequate steps to remedy the default or failure, it shall direct the Registrar to cancel the registration of the trade union. 5)On receipt of a direction under subsection 3(b) or (4), the Registrar shall cancel the registration of the trade union. 14. Consequences of cancellation of registration. (1)Where the Registrar cancels the registration of a trade union – (a)he shall publish a notice of the cancellation in the Gazette and in 2 daily newspapers; (b) the trade union shall forthwith cease to engage in any trade union activity; (c)the trade union shall be dissolved within one month, or such further period as the Registrar may allow, after the date of the publication of the notice in the Gazette under paragraph (q). 2)Where a trade union is not dissolved within the time specified in subsection (1)(c), every officer shall commit an offence and the trade union shall be wound up by the Registrar in the prescribed manner. Amended by [Act No. 25 of 1975] PART III – CONSTITUTION AND ADMINISTRATION OF TRADE UNIONS A – RESTRICTION ON LEGAL PROCEEDINGS 15. Acts in furtherance of industrial dispute. (1) An act done by a person in contemplation or furtherance of an industrial dispute shall not give rise to an action in damages on the ground only – a)that it induces or will induce another person to break a contract to which that other person is a party or prevents another person from performing a contract; (b) that it consists in his threatening that a contract, whether he is a party to it or not, will be broken or will be prevented from being performed, or that he will induce another person to break a contract to which that other person is a party or will prevent another person from performing a contract; or c)that it is an interference with the trade, business or employment of another person, or with the right of another person to dispose of his capital or his labour as he wishes. (2)An agreement or combination by 2 or more persons to do or procure to be done any act in contemplation or furtherance of an industrial dispute shall not render any of those persons liable to civil or criminal proceedings, if the act in question is one which, if done without any such agreement or combination, would not render him so liable. B – STATUS, RULES, MEMBERSHIP AND DISSOLUTION 16. Trade union to be a body corporate. 1) Subject to the other provisions of this Act, a registered trade union shall be a body corporate having perpetual succession and a common seal and all the rights and powers of a natural person. (2)No property belonging to a trade union shall be disposed of, pledged, mortgaged or charged unless a majority of all the members of the trade union who are not disqualified from voting pursuant to section 20(2) have consented to the transaction. (3)A trade union may sue and be sued in its corporate name and service of any notice or process by or on the secretary shall be deemed to be service on behalf of or on the trade union. 7. Rules of trade unions. (1) The rules of every trade union shall make provision for all the matters specified in the First Schedule. (2)Every member of a trade union shall, on request made to the secretary and on payment of a fee of one rupee, be entitled to receive a copy of the rules of the trade union. (3)A secretary who fails to supply a copy of the rules under subsection (2) shall commit an offence and shall, on conviction, be liable to a fine not exceeding 50 rupees. 18. Alteration of rules or change of name. 1) Subject to subsection (2), a trade union may alter its rules or change its name by a resolution approved at a general meeting held in accordance with the rules of the trade union. (2)An alteration of the rules or a change of the name of a trade union shall not have effect until it is registered. (3)An application for the registration of an alteration of the rules or a change of the name of a trade union shall be made, in the prescribed form, to the Registrar and shall be accompanied by the prescribed fee. 4)The Registrar may, by written notice, require the trade union to provide any further information he may reasonably require for the purpose of considering the application. (5)The Registrar shall, in the prescribed manner, publish in the Gazette and in 2 daily newspapers a notice of any application for a change of the name of a trade union. (6)Any other registered trade union may, not later than 21 days after the publication of the notice in the Gazette under subsection (5), lodge a written objection to the application with the Registrar. 7)The Registrar shall, not later than 14 days after receiving an objection under subsection (6), by written notice, require the applicant trade union to show cause, within such time as may be specified in the notice, why the objection should not be upheld. 19. Consideration of application for alteration of rules and change of name. (1)An alteration of the rules or a change of the name of a trade union shall not be registered where – (a)it has not been made in accordance with this Act or with the rules of the trade union; or b) at the time of the application for registration of the trade union, the trade union would not have been registered had – (i) its rules included any provision contained in the alteration; or (ii)its name been similar to the new name. (2)The Registrar shall, on registering an alteration of the rules or a change of the name of a trade union, issue to the trade union a certificate of the registration, in the prescribed form. (3)Where the Registrar – (a)refuses to register an alteration of the rules or a change of the name of a trade union; or (b) rejects an objection to a change of the name of a trade union, e shall give written notice of his decision to the applicant trade union and to any trade union which has objected to the change of name. (4) Any trade union aggrieved by a decision of the Registrar under this section may, not later than 14 days after the date of the notification of the decision, appeal against the decision to the Tribunal and, on appeal, the Tribunal may make such order as it thinks fit. (5) The Registrar may appear and be heard on an appeal under subsection (4). 20. Membership. (1)No person shall be eligible to be a member of a trade union unless he resides in Mauritius and – a)he is bona fide engaged in a trade which the trade union purports to represent; or (b) if he is not so engaged, he has been so engaged at any time for a period of, or periods amounting in the aggregate to, not less than 18 months. (2)No member of a trade union shall have the right to vote at a meeting of the trade union if his dues are in arrears by more than 3 months or such shorter period as may be specified in the rules of the trade union. (3) The minimum age for membership of a trade union shall be 16 years or such greater age as may be specified in the rules of the trade union. 4) Subject to section 24 and to the rules of the trade union, a member of a trade union who is a minor may enjoy all the rights of a member, and may execute any instrument or give any discharge required under the rules of the trade union. 21. Members’ nominees. (1) Subject to subsection (2), a member of a trade union may, by written notice to the trade union, nominate a person to whom any money payable on the death of the member shall be paid. (2)An officer of the trade union shall not be nominated under subsection (1) unless he is the husband, wife, father, mother or child of the member. 3) A trade union shall, on receiving satisfactory proof of the death of a member, pay any money payable on the death of the member to the person nominated by the member under subsection (1). 22. Registered office. (1) Every trade union shall have a registered office to which all communications and notices may be addressed and where all the books and documents relating to the trade union shall be available for inspection by the Registrar or by any person having a pecuniary interest in the funds of the trade union. (2) The trade union shall give notice of the address and of any change of its registered office to the Registrar. 3. Branches of trade union.
Where a trade union establishes or dissolves a branch, it shall give written notice of the establishment of the branch, or of the dissolution, to the Registrar not later than 14 days after the date of the establishment or of the dissolution. 24. Executive and officers. (1) No person shall be qualified to become or, having been so appointed or elected, shall continue to be an officer who – (a)is a minor; (b) is an undischarged bankrupt or is insolvent; (c) has, within the 3 preceding years, been convicted of an offence involving fraud or dishonesty; d) in the case of a trade union of employees, is not a member of that trade union. (2) Every trade union shall cause the names and titles of every officer to be prominently exhibited in its registered office and in the office of every branch. (3) Every trade union shall, not later than seven days after the appointment or election of its officers and of every change among its officers or in their titles, give written notice to the Registrar of the appointment, election or change. 4) (4) Where the Registrar has reasonable cause to elieve that any change notified to him under subsection (3) was not made in accordance with this Act or the rules of the trade union, he shall not register the change and shall give written notice to the trade union of the ground on which the refusal is based. (5)Any person aggrieved by a decision of the Registrar under subsection (4) may, not later than 14 days after the date of the notification of the decision, appeal against the decision to the Tribunal and, on appeal, the Tribunal may make such order as it thinks fit. (6)The Registrar may appear and be heard on an appeal under subsection (5). 7)Any person who, not being qualified as such under subsection (1), acts or purports to act as an officer shall commit an offence. 25. Meetings of trade unions. (1) Every trade union shall, between 1 January and 31 March in every year, hold an annual general meeting. (2)The notice convening an annual general meeting shall be published, not less than 21 days before the date of the meeting, in one daily newspaper approved by the Registrar. (3)The notice convening the annual general meeting shall specify – (a)that the meeting is convened as an annual general meeting; and (b) that the matters to be considered at the meeting will include – i)the statement of accounts of the trade union for the preceding year; and (ii)the election of officers and members of the executive. (4) Where an annual general meeting of a trade union consists in a meeting of delegates of branches or, in the case of a federation, of the constituent trade unions, the trade union shall, at the same time as the publication of the notice under subsection (2), give each branch or, in the case of a federation, each of the constituent trade unions, written notice setting out all the matters to be considered at the meeting and the number of delegates to be elected by each branch or by each of the constituent rade unions. (5)Each branch or, in the case of a federation, each of the constituent trade unions shall, not later than 5 days after the publication of a notice under subsection (2), convene a general meeting at which – (a)all the matters to be discussed at the annual general meeting of the delegates shall be considered; (b) the delegates to represent the branch or, in the case of a federation, the constituent trade union shall be elected; and c) where the matters to be discussed at the annual general meeting include a resolution which, under this Act or under the rules of the trade union, must be approved by the members of the trade union, there shall be taken a ballot of the members of the branch or, in the case of a federation, of the members of the constituent trade union, on the resolution. 26. Taking of ballots. 1) Where a trade union proposes to take a ballot for any the purposes specified in this Act or in its rules it shall, not less than 21 days before the date of the taking of the ballot, cause notice of the ballot to be published in one daily newspaper approved by the Registrar. 2) (2) A notice under subsection (1) shall specify – a) (a) the day on which and the time and place at which the ballot is to be taken; and ) (b) the matter which is to be determined by the ballot. (3)The persons appointed as scrutineers of a ballot shall, after the counting of the votes, certify the result of the ballot to the Registrar and secure the ballot papers which have been counted and those which have been rejected, in separate sealed parcels which shall be retained by the trade union for a period of at least 6 months. 27. Federation and amalgamation of trade unions. (1)Subject to subsection (2), 2 or more trade unions (including federations) may combine to form a federation or amalgamate to form one trade union if a resolution for federation or amalgamation is approved, on a ballot, at a general meeting of every trade union concerned, by a majority of all the members of that trade union who are not disqualified from voting pursuant to section 20(2). 2)A federation or amalgamation shall not have effect until the federation or the trade union formed by the amalgamation is registered. (3)Where the Registrar registers a trade union formed by an amalgamation of two or more trade unions he shall cancel the registration of those trade unions. 28. Dissolution of trade unions. (1) Subject to subsection (2), a trade union may be dissolved where a resolution for its dissolution is approved at a general meeting held in accordance with the rules of the trade union. 2) Where, under the rules of the trade union, provision is made for a special fund, the dissolution of the trade union shall not have effect until a majority of all the members who contribute to the special fund have approved, on a ballot, the manner in which any asset of the fund is to be disposed of. (3)Where a trade union resolves that it should be dissolved, it shall, not later than 14 days after the date on which the resolution for the dissolution is approved in accordance with subsection (1), give written notice of the resolution to the Registrar. 4)On receipt of a notice under subsection (3), and on being satisfied that the resolution to dissolve the trade union has been approved in accordance with subsection (1), the Registrar shall publish a notice of the dissolution in the Gazette and in two daily newspapers. (5)The dissolution of a trade union shall take effect from the date of the publication of the notice in the Gazette under subsection (4). 6)Where on the dissolution of any trade union, the Registrar is of opinion that the rules of the trade union for the disposal of its funds and other property are inadequate or are not being properly applied, he may issue to an officer such written directions as he considers necessary to safeguard the interests of the creditors or members of the trade union, and the officer shall comply with those directions. Amended by [Act No. 25 of 1975] [Reprint No. 3 of 2003] C – PROPERTY AND FUNDS 29. Application of funds. 1)Subject to subsections (2) and (3), no trade union shall apply its funds except for the following purposes – (a)expenditure incurred for the purpose of complying with this Act; (b) the payment of reasonable emoluments to officers; (c) reasonable expenditure for the administration of the trade union and the auditing of its accounts; (d) the conduct of legal proceedings to which the trade union or any of its members is a party, where the proceedings are undertaken for the purpose of securing or protecting any rights of the trade union or of any of its members in relation to his contract of employment; e) the conduct of an industrial dispute on behalf of the trade union or any of its members, and the payment of compensation to members of the trade union for any loss arising out of an industrial dispute; (f)benefits to members of the trade union or their dependents on account of accidents, unemployment, sickness, old age or death; and (g) any other purpose approved by the Minister. (2) No trade union shall apply any of its funds either directly or indirectly in payment of any penalty imposed upon any person by a court of law, other than a penalty imposed upon the trade union itself. 3) No trade union shall apply any of its funds in support of or in connection with any unlawful strike and lock-out. (4) Where, under the rules of a trade union, provision is made for any special fund, the rules applicable to that special fund – (a)shall specify the expenses and benefits which may be paid out of that fund; (b) shall not be altered except by a resolution approved, on a ballot, by a majority of the total number of members who contribute to that fund. 30. Restriction on application of funds for political purposes. 1)No trade union shall apply any of its funds for a political object unless its rules provide for the setting up of a political fund from which payments for political objects may be made, and no assets of the trade union other than those forming part of the political fund shall be applied or charged for any political object. (2) No assets of the trade union other than lawful contributions of members to the political fund shall be credited to that fund. (3) Contribution to the political fund of a trade union shall not be made a condition of membership of the trade union. 4) No member of a trade union shall be liable to contribute to a political fund unless he has, by written notice to the trade union, agreed to contribute to that fund. (5) A member who is not liable to contribute to a political fund shall not be excluded from any benefits of the trade union, or placed in any disability or at any disadvantage as compared with other members who contribute to the political fund, except in relation to the control and management of the political fund. (6) For the purposes of subsection (1), payments for political objects include expenditure incurred for – a) the payment of any expenses incurred, either directly or in- directly, by a candidate for election to the Assembly or to a local authority, before, during or after the holding of the election, in connection with his candidature or election; (b) the holding of any meeting or the distribution of literature or documents in support of a candidate or prospective candidate; (c) the registration of voters, or the selection of a candidate, for the Assembly or any local authority; (d) the holding of a political meeting or the printing or distribution of political literature or political documents. 31. Political fund of federations. Where a federation has set up a political fund, no constituent trade union of the federation shall contribute to that fund unless – (a)the constituent trade union has set up a political fund; (b) the constituent trade union has, with the approval, on a ballot, of a majority of all the members of the constituent trade union who contribute to its political fund, given written notice to the federation that it agrees to contribute to the political fund; (c) the contribution of the constituent trade union to the political fund of the federation is paid exclusively from the assets of the political fund of the constituent trade union. 32. Notice to contribute to political fund. (1)A notice under section 30(4) or 31(b) shall have effect from the first day of the month following the month in which it is given and shall cease to have effect on the last day of the month following the month in which a written notice of intention to cease to fund contribute to a political fund is given. (2)In the case of a federation no notice of intention to cease to contribute to a political fund shall be given by a constituent trade union unless the approval, on a ballot, of a majority of all the members of the constituent trade union who contribute to its political fund has been obtained. 3. Misapplication of funds. (1)Where 5 or more members of a trade union, or the Registrar, have reason to believe that a trade union is incurring expenditure in breach of this sub-Part or of its rules, they may apply to the Court to restrain the trade union from incurring that expenditure and, on such an application, the Court may make such order as it thinks fit. (2)Where an application under subsection (1) is made in relation to a trade union which has been or is about to be dissolved, the Court may order that the assets of the trade union be vested in the Registrar. 3)Where an order under subsection (2) has been made, the assets of the trade union shall vest in the Registrar and the trade union shall be wound up by the Registrar in the prescribed manner. D – ACCOUNTS AND RETURNS 34. Keeping of accounts and records. (1)Every treasurer shall keep a record of all moneys received and paid by him for and on behalf of the trade union and shall – a) (a) in respect of each year; b) (b) on his resignation; (c)on the expiry of his term of office; or (d) where required so to do by the rules of the trade union, ender to the trade union a true account of all moneys received and paid by him since his appointment or since he last rendered an account, whichever is the later. (2) The treasurer of a trade union shall prepare a general statement in the prescribed manner of all receipts and expenditure of the trade union in respect of every year, and of the assets and liabilities of the trade union existing on the 31 December in every year. (3)Every account or statement prepared under this section shall be in the prescribed form and shall be audited by 2 persons to be appointed by the trade union with the approval of the Registrar. 4)Every treasurer shall, in accordance with the rules of the trade union, hand over to the trade union the balance which on any audit appears to be due from him and all bonds, securities, books, papers or other property of the trade union in his possession, under his control or entrusted to his custody. (5) Where a treasurer fails to comply with subsection (4), the trade union, any of its members acting on behalf of the trade union or the Registrar may, by judicial process before the Court, recover from the treasurer – (a)the balance appearing to have been due upon the account, if any, last rendered by him; b) all other moneys received by him on account of the trade union; and (c) all bonds, securities, books, papers or other property in his control or custody. 35. General statement to be submitted to annual general meeting. (1) The treasurer of every trade union shall submit the general statement prepared under section 34(2) for the approval of the members of the trade union at the annual general meeting of the general trade union and shall, on the application of a member of the trade union, deliver to him a copy of the statement. 2)Every trade union shall cause a copy of the last general statement to be prominently exhibited in the registered office of the trade union and in the office of every branch. 36. Annual return to Registrar. Every trade union shall, on or before the 1 April in every year, submit to the Registrar a return, in the prescribed form, containing – (a)a certified copy of the general statement required to be prepared under section 34(2); (b) a statement of the names and postal addresses of its officers; and (c) a return of its membership as on the 31 December of the previous year. 7. Retention and inspection of trade union records. (1) Every trade union shall retain – (a)for a period of at least three years after the last date to which they relate – (i)all books and statements of accounts, and auditors’ reports; (ii)all registers of members, and all records of money paid by members to the trade union; (b)for a period of at least three years after their date of origin, all minutes of meetings (including branch meetings), vouchers, receipts, correspondence and other documents relating to the affairs of the rade union. (2)A trade union shall permit a member of the trade union to inspect the books and accounts of the trade union and the register of its members on his giving reasonable notice to the trade union. 38. Powers of Registrar in relation to accounts. (1) The Registrar may verify, inspect or audit the books and accounts of any trade union and, for this purpose, may require any trade union or any officer or former officer to appear and to produce for his inspection the books and accounts. 2)The secretary or treasurer of a trade union shall, not later than 21 days after the receipt by him of a written notice from the Registrar, furnish the Registrar with such information relating to the trade union, including detailed accounts of the funds or other assets of the trade union or its branches, as may be specified in the notice. PART IV – PERMANENT ARBITRATION TRIBUNAL, INDUSTRIAL RELATIONS COMMISSION AND NATIONAL REMUNERATION BOARD A – PERMANENT ARBITRATION TRIBUNAL 39. Establishment of Tribunal. (1)There is established for the purposes of this Act a tribunal to be known as the Permanent Arbitration Tribunal. ) (2) The Tribunal shall consist of – (a) (i)a President; and (ii)a Vice-President, whose offices shall be public offices; and (b) not more than 6 other members, who shall be appointed annually by the Minister, after consultation with such organisations representing employees and employers as he considers appropriate. (3) A person shall not be appointed President of the Tribunal unless he is qualified for appointment as a judge. (4)Part I and, where appropriate, of Part II of the Second Schedule shall have effect with respect to the Tribunal and its members. 40. Functions of Tribunal. The Tribunal shall have such functions as are set out in this Act or as may be prescribed or as may otherwise be provided by Parliament. B – INDUSTRIAL RELATIONS COMMISSION 41. Establishment of Commission. (1)There is established for the purposes of this Act a commission to be known as the Industrial Relations Commission. (2)The Commission shall consist of a Chairman and not less than 3 nor more than 6 other members, who shall be appointed annually by the Minister, after consultation with such organisations representing employees and employers as he considers appropriate. 3)Part II of the Second Schedule, where appropriate, shall have effect with respect to the Commission and its members. 42. Functions of Commission. The Commission shall have such functions as are set out in this Act or as may be prescribed or as may otherwise be provided by Parliament. 43. References to Commission by Minister. (1)The Minister may refer to the Commission any question relating to industrial relations generally or to industrial relations in any particular industry, and the Commission shall enquire into and report upon any question so referred. 2)The report of the Commission on any question referred to it under subsection (1) may be published in such manner as the Minister may, after consultation with the Commission, determine. 44. Conciliation service.
The Commission shall provide a conciliation service for the assistance of employees, employers and trade unions. C – NATIONAL RENUMERATION BOARD 45. Establishment of National Remuneration Board. (1) There is established for the purposes of this Act a board to be known as the National Remuneration Board. 2)The Board shall consist of a Chairman and not less than 4 and not more than 10 other members who shall be appointed by the Minister, after consultation with such organisations representing employees and employers as he considers appropriate. (3)The Chairman, Vice-Chairman and the members of the Board shall be appointed for such term as the Minister may determine. (4) (a)Where the Minister refers any matter to the Board under section 94, the Minister may appoint such even number of assessors as he thinks fit, half to represent employees and half to represent employers, to assist the Board in its determination of the matter. b)Before making any appointment under this subsection the Minister shall consult such organisations representing employees and employers, interested in the particular matter, as he considers appropriate and if, after consultation, the Minister is unable to secure the consent of suitably representative persons for appointment as assessors, whether to represent employees or employers or both, the Minister may appoint assessors to represent employees only, or employers only, or may refrain from appointing any assessor. c) A person shall not be qualified to be appointed as an assessor if he is a member of, or a candidate for election to, the Assembly or any local authority. (5)Part II of the Second Schedule, where appropriate, shall have effect with respect to the Board and its members. 46. Functions of the Board. The Board shall have such functions as are set out in Part VIII or as may be prescribed or as may otherwise be provided by Parliament. D – GENERAL 47. Principles to be applied by Tribunal, Commission and Board. Where any matter is before the Tribunal, the Commission or the Board shall, in the exercise of their functions under this Act, be applied have regard, inter alia, to – (a)the interests of the persons immediately concerned and the community as a whole; (b) the principles and practices of good industrial relations; (c) the need for Mauritius to maintain a favourable balance of trade and balance of payments; (d) the need to ensure the continued ability of the Government to finance development programmes and recurrent expenditure in the public sector; e) the need to increase the rate of economic growth and to provide greater employment opportunities; (f)the need to preserve and promote the competitive position of local products in overseas markets; (g) the need to develop schemes for payment by results, and so far as possible to relate increased remuneration to increased labour productivity; (h)the need to prevent gains in the wages of employees from being adversely affected by price increases; (i) the need to establish and maintain reasonable differentials in rewards between different categories of skills and levels of responsibility; and j) the need to maintain a fair relation between the incomes of different sectors in the community. [Reprint No. 4 of 1974] 48. Intervention by the Attorney-General. (1)Where any matter is before the Tribunal, the Commission or the Board, the Attorney-General may, for the purpose of giving such assistance to the Tribunal, the Commission or the Board as he may be able to provide, intervene in the matter if it appears to him that some question of public importance or affecting the public interest is in issue. 2)The Attorney-General may, at the request of the Tribunal, the Commission or the Board, intervene in any matter before the Tribunal, the Commission or the Board. (3)The Attorney-General may, on an intervention made under this section, tender such evidence, and make such submissions, as he thinks fit with respect to the matter before the Tribunal, the Commission or the Board. (4)No intervention by the Attorney-General shall be taken to cause the Attorney-General to become a party to the matter before the Tribunal, and accordingly no order or award shall be made against the Attorney-General in any matter. PART V – PROTECTION OF INDIVIDUAL RIGHTS A – TRADE UNION ACTIVITIES 49. Rights of employees. (1)Every employee shall, as between himself and his employer, have the right – (a) to be a member of a trade union; (b) not to be a member or to refuse to be a member of a trade union; and (c)to take part, at the appropriate time, in the activities of a trade union of which he is a member, including the right to seek appointment or election as an officer of the trade union, and to hold office as such. 2)No employer shall refuse to engage an employee or dismiss, penalise, or otherwise discriminate against an employee by reason of his having exercised, his exercising, or wishing or being likely to exercise any right under subsection (1). (3) Nothing in this section shall be construed as preventing an employer from encouraging an employee to join a trade union which has negotiating rights in respect of that employee. (4) In this section – “appropriate time” means time which – (a)is outside the working hours of an employee; or b) is within the working hours of an employee and which, in accordance with arrangements with his employer, is consented to by, or on behalf of, the employer; “working hours” means any time when, under his contract of employment, an employee is required to be at work. (5)Any employer who fails to comply with subsection (2) shall commit an offence and shall, on conviction, be liable to imprisonment for a term not exceeding six months and to a fine not exceeding two thousand rupees. 50. Protection in unlawful actions. Notwithstanding anything in the rules of a trade union, no person who refuses to participate in, or otherwise to act in furtherance of, any strike or lock-out which is unlawful, or who refuses to take any other action which is unlawful, shall, by reason of the refusal be subject to – (a) expulsion from a trade union; (b) removal from office as an officer; (c) any fine or penalty imposed by a trade union; (d) deprivation of any right or benefit to which he or his legal personal representatives would otherwise be entitled; or e)any disability or disadvantage, whether direct or indirect, as compared with other members of the trade union. B – PROHIBITION OF CLOSED SHOP 51. Closed shop agreement to be void. (1)No employer shall enter into an agreement with a trade union which purports to – (a)preclude the employer from engaging an employee who is not a member of a trade union; (b) preclude the employer from engaging an employee who has not been recommended or approved by a trade union; c)require that one of the terms and conditions of employment of an employee shall be that that employee must become a member of a trade union. (2) Any person who has been refused employment and who claims that the refusal was attributable wholly or partly to a provision in an agreement as is specified in subsection (1), may apply to the Court for an order under subsection (3). 3) (3) Where on an application under subsection (2) the Court finds – (a)that a provision in an agreement as is specified in subsection (1) is or was in force; and b)that the refusal to employ the applicant was wholly or partly attributable to that provision, the Court may order the employer to pay to the applicant such sum by way of compensation as the Court thinks just. PART VI – PROMOTION OF INDUSTRIAL RELATIONS A – CODE OF PRACTICE 52. Practical guidance for promotion of good industrial relations. (1)The Code of Practice set out in the Third Schedule shall – (a)provide practical guidance for the promotion of good promotion of industrial relations; (b) provide practical guidance for the grant of negotiating trial rights; c) assist employers and trade unions of employees to make effective collective agreements. (2)A failure on the part of any person to observe any provision of the Code of Practice shall not of itself render that person liable to proceedings of any kind. (3)In any proceedings under this Act any provision of the Code of Practice which appears to the Tribunal, the Commission or the Court to be relevant to any question arising in the proceedings shall be taken into account for the purpose of determining that question. B – REPRESENTATIONAL STATUS 53. Agreement for representational status. An employer and a trade union of employees may enter into an agreement whereby the employer recognises the representational status of the trade union in relation to his employees who are members of the trade union. 54. Order for representational status. (1)Subject to subsection (2), a trade union of employees which has been refused representational status by an employer employing any of the members of the union may apply to the Court for an order directing the employer to recognise the representational status of the trade union. 2)Where an application under subsection (l) relates to an employer in respect of whom the same trade union has previously made an application, the Court shall not consider the application unless – (a)it is made after one year from the date on which the Court decided the previous application; or (b) the applicant satisfies the Court that there has, since the previous application, been a change in circumstances sufficient to justify another application. (3)Subject to subsection (4), the Court may make an order under this section if it is satisfied that – a)the applicant has sufficient resources and is sufficiently well organised to effectively represent its members; (b)the grant of the application is not likely to affect adversely any existing or proposed collective agreement; and (c) the grant of the application is conducive to good industrial relations. (4)The Court shall not, unless it considers that there are exceptional circumstances, make an order under this section if the applicant – (a)has less than 100 members; or (b) has less than 5 members in the employment of the employer. 55. Revocation of order for representational status. Where there has been a change of circumstances which would justify the revocation of an order under section 54, the Court may, at the instance of an employer, revoke the order. C – RECOGNITION 56. Application to Commission (1)An application for the consideration of any question relating to the claim of a trade union of employees or a joint negotiating panel for negotiating rights may be made to the commission by the trade union or panel, or by the employer directly affected by the claim, or jointly by the trade union or the panel and the employer. 2)Subject to subsection (3), the Commission shall consider an application under subsection (1) if it is satisfied that a reference of the question to the Commission is necessary with a view to promoting a satisfactory settlement. (3) The Commission shall not consider an application under subsection (1) where it appears to the Commission that it is being invited to consider an order made by the Tribunal which is still in force or, in the case of an application which relates to a previous recommendation made by the Commission, if the application is made within one year of the date on which the previous recommendation was made. 7. Extension of scope of application. (1) Subject to subsection (2), where an application is made under section 56, the Commission may extend the scope of the application if, after hearing the parties on the proposed extension of the scope of the application, it appears to the Commission to be appropriate to do so in the interests of a satisfactory settlement of the question in issue. (2)The scope of an application shall not be extended to any employer who is not specified in the original application, unless that employer has been made a party to the proceedings. 8. Recommendation as regards recognition. (1)Subject to subsections (3) and (4), the commission shall make a recommendation on an application under section 56 and the recommendation may be made subject to such conditions as the Commission thinks fit. (2)The Commission may, in making a recommendation under subsection (1), require – (a)a trade union of employees recommended for recognition as a sole bargaining agent, or for inclusion in a joint negotiating panel, to make sufficient trained officers available for purposes of collective bargaining; or b) any trade union so recommended to undertake not to make or pursue any claim to be recognised as sole bargaining agent for any other bargaining unit consisting wholly or partly of employees of any employer to whom the recommendation relates. (3)Where at any time while an application under section 56 is under consideration by the Commission, it appears to the Commission that a satisfactory settlement of the question in issue has been reached by agreement of the parties, it may terminate consideration of the application and confine its recommendation to a record of the terms of the agreement and of the material circumstances surrounding it. 4)The Commission shall not recommend the recognition of a sole bargaining agent for a bargaining unit unless the Commission is satisfied that to effectively represent the bargaining unit – (a)the trade union of employees concerned or, in the case of a joint negotiating panel, each of the trade unions concerned has sufficient resources and is sufficiently well organised, and (b)the trade union of employees or the joint negotiating panel concerned is sufficiently supported by, or is acceptable to, the employees comprised in the bargaining unit. 5)Where the Commission makes a recommendation under this section, it shall publish, in such manner as it considers appropriate, the recommendation and the reasons therefor. 59. Enforcement of recommendation for recognition. (1) Subject to subsection (2), where the Commission has made a recommendation for the recognition by an employer of a sole bargaining agent, an application for an order to enforce the recommendation may be made to the Tribunal by the trade union of employees concerned or, in the case of a joint negotiating panel, any of the trade unions concerned, or the employer. 2) Except in the case of a recommendation which records an agreement between the parties, no application under subsection (1) shall be entertained by the Tribunal where it is made more than one year after the date on which the recommendation was made. (3) The Tribunal shall, when considering an application under subsection (1), take into account any change in the material circumstances which appears to the Tribunal to have occurred since the making of the ecommendation to which the application relates. (4) Before making an order on an application under subsection (1), the Tribunal may refer to the Commission, for investigation and report, any question material to the application. 60. Order for recognition. (1) Where the Tribunal makes an order on an application under section 59, the order shall – a) (a) define the bargaining unit; b) (b) specify the employer and the trade union or joint negotiating panel concerned; ) (c) specify the duration of the order, which shall not exceed the period of 2 years beginning with the date of the recommendation to which the application relates; (d) declare that, while the order remains in force, the trade union of employees or joint negotiating panel concerned shall be recognised as sole bargaining agent; and (e)require the trade union of employees or joint negotiating panel and the employer concerned to meet at specified intervals or at such times and on such occasions as the circumstances may reasonably require for the purposes of collective bargaining. 2)The Tribunal may, at the instance of any party specified in the order, revoke or vary an order made under subsection (1) where it is satisfied that there has been a change of circumstances, or any default on the part of any party specified in the order, which is sufficient to justify the revocation or variation of the order. (3)The Tribunal may, in addition to any order it may make under this section, order the payment of compensation to a trade union by an employer if it is satisfied that the recommendation to which the application relates has not been put into effect or an order made by the Tribunal has not been coupled with. 1. Saving. (1)Nothing in this Part shall prevent the parties affected by a recommendation of the Commission under section 58 or an order of the Tribunal under section 60(l) from agreeing to vary the recommendation or order.
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Role of Smes in National Development
ABSTRACT SMEs form the backbone of the Indian manufacturing sector and have become engine of economic growth in India. It is estimated that SMEs account for almost 90% of industrial units in India and 40% of value addition in the manufacturing sector. This paper closely analyses the growth and development of the Indian mall scale sector from opening of the economy in 1991. Third part looks into the present scenario of SMEs and the problems they phases like lending, marketing, licensing issues in detail. The Micro, Small and Medium Enterprises Act, 2006 is intended to boost the sector.
The provisions of the Act are examined closely. The final part provides some future policy framework for the sustainability of the sector. INTRODUCTION Worldwide, the micro small and medium enterprises (MSMEs) have been accepted as the engine of economic growth and for promoting equitable development. The major advantage of the sector is its employment potential at low capital cost. The labour intensity of the MSME sector is much higher than that of the large enterprises. The MSMEs constitute over 90% of total enterprises in most of the economies and are credited with generating the highest rates of employment growth and account for a major share of industrial production and exports. In India too, the MSMEs play a pivotal role in the overall industrial economy of the country. In recent years the MSME sector has consistently registered higher growth rate compared to the overall industrial sector. With its agility and dynamism, the sector has shown admirable innovativeness and adaptability to survive the recent economic downturn and recession. As per available statistics (4th Census of MSME Sector), this sector employs an estimated 59. 7 million persons spread over 26. 1 million enterprises. It is estimated that in terms of value, MSME sector accounts for about 45% of the manufacturing output and around 40% of the total export of the country.
The President under Notification dated 9th May 2007 has amended the Government of India (Allocation of Business) Rules, 1961. Pursuant to this amendment, Ministry of Agro and Rural Industries (Krishi Evam Gramin Udyog Mantralaya) and Ministry of Small Scale Industries (Laghu Udyog Mantralaya) have been merged into a single Ministry, namely, “MINISTRY OF MICRO, SMALL AND MEDIUM ENTERPRISES (SUKSHMA LAGHU AUR MADHYAM UDYAM MANTRALAYA)” SMEs IN INDIA With the advent of planned economy from 1951 and the subsequent industrial policy followed by Government of India, both planners and Government earmarked a special role for small-scale industries and medium scale industries in the Indian economy. Due protection was accorded to both sectors, and particularly for small- scale industries from 1951 to 1991, till the nation adopted a policy of liberalization and globalization.
Certain products were reserved for small-scale units for a long time, though this list of products is decreasing due to change in industrial policies and climate. SMEs always represented the model of socio-economic policies of Government of India which emphasized judicious use of foreign exchange for import of capital goods and inputs; labour intensive mode of production; employment generation; non- concentration of diffusion of economic power in the hands of few (as in the case of big houses); discouraging monopolistic practices of production and marketing; and finally effective contribution to foreign exchange earning of the nation with low import-intensive operations. It was also coupled with the policy of de-concentration of industrial activities in few geographical centers. It can be observed that by and large, SMEs in India met the expectations of the Government in this respect. SMEs developed in a manner, which made it possible for them to achieve the following objectives:
• High contribution to domestic production
• Significant export earnings
• Low investment requirements
• Operational flexibility
• Location wise mobility
• Low intensive imports
• Capacities to develop appropriate indigenous technology
• Import substitution
• Contribution towards defense production
• Technology – oriented industries
• Competitiveness in domestic and export markets At the same time one has to understand the limitations of SMEs, which are:
• Low Capital base
• Concentration of functions in one / two persons
• Inadequate exposure to international environment
• Inability to face impact of WTO regime
• Inadequate contribution towards R & D
• Lack of professionalism In spite of these limitations, the SMEs have made significant contribution towards technological development and exports. SMEs have been established in almost all-major sectors in the Indian industry such as:
• Food Processing
• Agricultural Inputs
• Chemicals & Pharmaceuticals Engineering; Electricals; Electronics
• Electro-medical equipment
• Textiles and Garments
• Leather and leather goods
• Meat products
• Bio-engineering
• Sports goods
• Plastics products
• Computer Software, etc. As a result of globalization and liberalization, coupled with WTO regime, Indian SMEs have been passing through a transitional period. With slowing down of economy in India and abroad, particularly USA and European Union and enhanced competition from China and a few low cost centers of production from abroad many units have been facing a tough time. Those SMEs who have strong technological base, international business outlook, competitive spirit and willingness to restructure themselves shall withstand the present challenges and come out with shining colours to make their own contribution to the Indian economy. DEFINITION OF SMEs IN INDIA A well-debated issue, the definition of small and medium enterprises in India was very recently ratified. The Micro, Small and Medium Enterprises Bill, 2006, which is likely to take effect from October 2006, define the segment on the basis of investments in plant and machinery. Small enterprises are those with an investment of not more than Rs 50 million in plant and machinery, and medium enterprises with an investment of over Rs 50 million but less than Rs 100 million in plant and machinery. This definition has finally put the segment within a legal framework. SMEs will be as defined in RPCD Circular No. RPCD. PLFNS. BC. 31/ 06. 02. 31/ 2005-06 dated August 19, 2005, which is reproduced below: ” At present, a small scale industrial unit is an undertaking in which investment in plant and machinery, does not exceed Rs. crore, except in respect of certain specified items under hosiery, hand tools, drugs and pharmaceuticals, stationery items and sports goods, where this investment limit has been enhanced to Rs. 5 crore. A comprehensive legislation which would enable the paradigm shift from small scale industry to small and medium enterprises is under consideration of Parliament.
Pending enactment of the above legislation, current SSI/ tiny industries definition may continue. Units with investment in plant and machinery in excess of SSI limit and up to Rs. 10 crore may be treated as Medium Enterprises (ME). MICRO, SMALL AND MEDIUM ENTERPRISES FINANCING IN INDIA The Census of Small Scale Industries found that only 14. 26% of the registered units availed bank finance, while only 3. 09% of the unregistered units had access to bank finance. This means that 97% of the smaller among the small enterprises were deprived of the institutional credit. In other words, most of tiny and micro enterprises use self finance or borrowed funds from friends, relatives and moneylenders. Moneylenders continue to play important role after self-finance. The recent All India Debt and Investment Survey has revealed that the share of moneylenders in total dues of rural households rose from 17. 5% in 1991 to 29. 6% in 2002. A recent World Bank survey (August 2006) on the status of flow of credit to SME sector has revealed that in the start-up phase, family constitutes an extremely important source of funds for overwhelming majority (over 85%) of the respondents and trade credit came next in importance, representing extremely important source of funds for 27% of the respondents. In comparison, bank loans from state-owned banks make up an extremely important source for 15% and very important source for about 17% of the firms surveyed 1. Institutional Credit Structure A multi-level institutional structure exists for financing of small enterprises and non-farm enterprises in India. This consists of commercial banks, cooperative banks, RRBs, State Financial Corporations.
Credit to small enterprises comes under priority sector lending programme of banks. The Reserve Bank of India (RBI) constantly reviews the flow of credit to this sector. To improve the flow of credit, the RBI has constituted several committees and working groups since 1991. Notable among the committees are Nayak Committee, Kapur Committee and Ganguly Committee. Appropriate measures are taken by the RBI and Government from time to time based upon the decision of the Standing Committee on SSI set up at the RBI. An exclusive refinancing bank, called Small Industries Development Bank of India (SIDBI) was set up in 1990. The issue of providing micro credit to micro-enterprises through development of SHG-Banks Linkage rests mainly with National Bank for Agricultural and Rural Development (NABARD). However, major part of SHG-Bank Linkage credit is in the form of micro credit to meet production and consumption needs and not for micro enterprises CONTRIBUTION TO NATIONAL DEVELOPMENT 1. It is estimated that SMEs account for almost 90% of industrial units in India and 40% of value addition in the manufacturing sector 2. The major advantage of the sector is its employment potential at low capital cost; this sector employs an estimated 59. 7 million persons spread over 26. 1 million enterprises 3. The MSMEs constitute over 90% of total enterprises in most of the economies and are credited with generating the highest rates of employment growth and account for a major share of industrial production and exports, i. e. MSME sector accounts for about 45% of the manufacturing output and around 40% of the total export of the country The SMEs in India: Present Scenario In the recent past, small companies have performed better than their larger counterpart. Between 2001-06, net companies with net turnover of Rs. 1 crore – 50 crore had a higher growth rate of 701 per cent as compared to 169 per cent for large companies with turnover of over Rs. ,000 crore (Business World Jan. 2007). The total SSI production, which had reached the all time high of Rs. 1,89,200 crores in 1989-90 dropped dramatically in the next 10 years and only in 2001-02 the level of production was surpassed.
But after 2002, the production has risen at a aster rate. Since 2000, there is a continuous growth in number of units, production, employment and in exports. The average annual growth in the number of units was around 4. 1%. At the Note : Figures in parenthesis Indicate percentage growth over previous years Source: Development Commissioner (SSI) CONCLUSION Small industry in India has found itself in an intensely competitive environment since 1991, thanks to globalisation, domestic economic liberalisation and dilution of sector-specific protective measures. The international and national policy changes have thrown open new opportunities and markets for the Indian small industry. Concerted effort is needed from the government and small industry to imbibe technological dynamism.
Technological upgradation and in-house technological innovations and promotion of inter-firm linkages need to be encouraged consciously and consistently. Financial infrastructure needs to be broadened and adequate inflow of credit to the sector be ensured taking into consideration the growing investment demand, including the requirements of technological transformation. Small industry should be allowed to come up only in designated industrial areas for better monitoring and periodic surveys. A technologically vibrant, internationally competitive small and medium industry should be encouraged to emerge, to make a sustainable contribution to national income, employment and exports. It is essential to take care of the sector to enable it to take care of the Indian economy. REFERENCES
• Raju K. D. ,2008, ” Small and Medium Enterprises (SMEs) in India: Past, Present and Future,” PHDCCI Working Paper, Rajiv Gandhi School of Intellectual Property Law, IIT Kharagpur https://papers. ssrn. com/sol3/papers. cfm? abstract_id=1080505
• • Emerging SMEs of India, auto component https://www. dnb. co. in/smes/smes. asp
• THE MICRO, SMALL AND MEDIUM ENTERPRISES DEVELOPMENT ACT, (2006) https://www. and. nic. in/C_charter/indust/msmeact2006. pdf
• Ministry of micro , small and medium Enterprises (Government of India) 2007 https://msme. gov. in/msme_aboutus. htm Reserve bank of india,2005, “Debt restructuring mechanism for SMEs in India, https://www. rbi. org. in/scripts/NotificationUser. aspx? Id=2502&Mode=0
• SME TIMES 2008, “Alternative avenues to SME financing,” https://smetimes. tradeindia. com/smetimes/news/top- stories/2008/Aug/14/alternative-avenues-to-sme-financing. html
• Prasad C. S. ,Micro, Small and Medium Enterprises Financing in India – issues and concern Issues, https://cab. org. in/CAB%20Calling%20Content/Small%20and%20Medium%20Ent erprises%20- %20Financing%20Need%20for%20Paradigm%20Shift/MSME%20Financing%20in%2 0India%20-%20Issues%20and%20Concerns. pdf
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Professional Competency Issues
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John Wesley’s Theology
The Development of John Wesley’s Theology John Wesley deserved to receive the doctoral robe offered by Marin Luther as he successfully reconciled “salvation by faith alone” with “faith without works is dead. ” A review of the key events in Wesley’s life and his developing thoughts indicates that it was a process that took a lifetime to achieve. Thus, I am left to wonder whether a doctoral robe would be sufficient recognition for such a monumental achievement. To properly address this issue, a survey of Wesley’s theological formation is in order. Wesley’s journals suggest that he was tossed “by the winds of doctrine” to and fro as he sought to understand what one must do to be saved: Is one saved by “faith alone,” “works alone,” or “faith and works alone? ” Albert Outler provides a summary of Wesley’s initial understandings in Wesley’s own words (pp. 44-50). Wesley apparently started with the understanding that there should be a good blend of faith and works (p. 44), but soon fell under the spell of Calvin and Luther, who argued that one is saved by faith alone (p. 45. ) He climbed out of this boggy hole with the help of certain English writers (Id. Wesley’s involvement at Oxford with the “Holy Club” demonstrates that Wesley was initially of the mind that “faith without works is dead. ” (Outler, p. 8) The Holy Club was devoted to “systematic Bible study, mutual discipline in devotion, and frequent communion. ” (Id. ) In addition, its members were devoted to feeding the hungry, clothing the naked, visiting those that were sick, and visiting those that were in prison. (Handout, John Wesley’s letter to Mr. Richard Morgan, the father of the young man that died, dated Oct. 18, 1732). This group was dedicated to doing good, communicating the gospel, and observing fasts. (Id. ) In 1725 at the age of 23, Wesley experienced “a sudden focusing of [his] faith and personal commitment. ” (Outler, pgs. 6-7. ) Wesley read several parts of Bishop Taylor’s Rules and Exercises of Holy Living and Dying (p. 7). Wesley was exceedingly affected by that part which related to purity of intention and resolved “to dedicate all [his] life to God, all my thought and words and actions, being thoroughly convinced that there was no medium, but every part of my life (not some only) must either be a sacrifice to God, r to myself; that is, in effect, to the devil . . . .” (Id. ) Accordingly, Wesley determined that his inner spiritual life was of supreme importance and seemingly accepted that “faith without works is dead. ” Wesley’s experience of the Moravians during his fateful visit to Georgia and upon his return to England marked a key turning point in Wesley’s understanding of faith. During a terrible storm at sea, Wesley observed that the Moravians set calmly singing and praying while Wesley was in fear for his life.
Wesley was surprised to learn that the Moravians were not afraid of dying. Thus, he concluded that he was not yet saved: “I went to America to convert the Indians but, oh, who shall convert me? ” (John Wesley, p. 44). Wesley arrived back in England a spiritual mess. He had been unsuccessful in accomplishing the goals of his ministry and had been forced to leave Georgia under legal duress. It was at this spiritual low point that a Moravian priest, Peter Bohler, found Wesley. Seeking spiritual direction, Wesley consulted with Bohler who recognized Wesley’s misconception of faith as an intellectual assent to truth. Bowler eventually convince Wesley that faith meant a sure sense of confidence in salvation, demonstrated by (1) constant piece from a sense of forgiveness; and, (2) dominion over sin. (John Wesley, p. 65) What Wesley was missing, according to Bohler, was assurance of his salvation that comes only on an emotional (fiducia) level. Bohler stressed that faith was not just an intellectual assent that resulted in loyalty and obedience. Rather, faith is based upon trust and confidence that comes from the experience of assurance. This is what Wesley was lacking in Bohler’s view. Wesley needed to experience the assurance that would move his faith from his head to his heart. He “resolved to seek it unto the end, first by absolutely renouncing all dependence, in whole or part, upon my own works or righteousness – on which I had really grounded my hope of salvation. ” (Id. ) Thus, we see Wesley moving away from his understanding that “faith without works is dead” towards an understanding that “salvation is by faith alone. ” With this understanding in mind, Wesley had is famous “Aldersgate” experience. Hearing the words of Luther’s preface to Romans, Wesley is convinced that he had the experience of assurance – “trust in Christ . . . assurance . . . that [Christ] had taken away my sins, even mine, and saved me from the law of sin and death. ” (Id. , p. 66. ) Aldersgate is a significant incident in that it helped move Wesley’s understanding of faith from a solely works oriented, intellectual assent model to also including an emotive, heartfelt experience. We also find Bohler’s influence in Wesley’s 1738 sermon “Salvation by Faith” preached after Aldersgate. Contrary to his pre-Bohler view Wesley defines faith as more than a “speculative, rational thing, a cold, lifeless assent, a train of ideas in the head. ” (Sermons, p. 41, emphasis added. ) Instead, he asserted that faith must be a “disposition of the heart. ” (Id. , emphasis added. ). “Christian faith,” he continued, “is then not only an ascent to the whole gospel of Christ, but also a full reliance … trust … a sure confidence which man had in God, that through the merits of Christ his sins are forgiven, and he reconciled to the favor of God. ” (Id. , p. 2, italics in original, bold added for emphasis. ) Here, we see the beginning of Wesley’s changing understanding of the nature of faith and its relationship to assurance. In his sermon, “The Circumcision of the Heart,” we see Wesley finding ways to work out the relationship between “assent” and “trust and confidence”, two very different ideas of faith.
Wesley’s insertion years later of the words “not only” into this sermon is key evidence of Wesley’s theological development in this regard. (Sermons, p. 26) Wesley believes that faith shapes life if one takes it seriously. Bohler says it’s all about the heart. Wesley was simply too formed theologically by this point in his conception of faith to agree completely with Bohler. A pivotal development in Wesley’s successful reconciliation of “salvation is by faith alone” and “faith without works is dead” comes from Wesley’s reliance on 1 Cor. 3. Wesley concludes that there are degrees of faith as opposed to the “all or nothing at the all” image of faith. (John Wesley, p. 69. ) This reversal was a result of Wesley’s inability to completely let go of the intellectual assent and practice of holiness as essentials to one’s faith. In the Jan. 4, 1739 Journal entry, Wesley is even led to conclude that he has no faith because he has none of the “fruits of the Spirit of Christ,” he loves the world, has no “joy in the Holy Ghost,” and has “not the peace of God. ” (See handout. ) Wesley sets forth in his sermon “The Witness of the Spirit, II” the difference between the “witness of the Spirit” and the “witness of our spirit. ” (Sermons, Pg. 42) Wesley believed that if the fruits of faith are present –via self-examination- this the witness of our spirit. Wesley believed it was the privilege of Christians to have this inward testimony – God speaking inside – of what is really going on in our souls.
Wesley believed that if you claimed to have the inward witness without the fruit, then you were probably confused, i. e. not really saved. In “The Wedding Garment”, one of Wesley’s last sermons, Wesley successfully puts “justification by faith alone” back together with “holiness of Heart. ” (Sermons, Pg. 560). In seeking to reunite holiness and faith, Wesley says it is the “holiness without which no man shall see the Lord. (From Heb. 12:14)-(Pg. 562. ) In essence, Wesley is saying that holiness is a consequence of justification. This is in accordance with the defined goal of early Methodists: To reform the nation, particularly the church (of England) and to spread scriptural holiness across the land. Wesley says that we should all be striving for “perfection” and describes perfection in a letter to his brother Charles as follows: “By perfection, I mean the humble, gentle, patient love of God and man ruling all the tempers, words, and actions, the whole heart by the whole life. I do not include an impossibility of falling from it, either in part or in whole. Therefore, I retract several expressions in our Hymns which partly express, partly imply, such an impossibility.
And I do not contend for the term sinless, though I do not object against it. ” (HO, John’s letter to Charles) Wesley believed that perfection representing the receiving of all the gifts of God’s grace and offering them back to God through serving. The essence of Wesley’s understanding is found in “The Great Privilege” sermon which captures the image of breathing in and out with the Holy Spirit- the notion of the life of God in the soul of man- a divine living in the human- synergism. In summary, Wesley originally believed “holiness” or “works” was needed to lead to salvation. With Aldersgate and the 1738 events, he changes his view, and accepts justification by faith must occur first. Finally, Wesley came to realize that holiness is a consequence of justification. As such, Wesley
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Obesity in Western Culture
Within our constantly evolving and ever-changing Western world, what is deemed as being deviant has shifted and adapted to suit the norms and values of society at large. Thus, deviancy can be defined as behaviour that violates the normative rules, understandings or expectations of social systems. The issue of obesity has become increasingly prominent within Western society and is deemed as being deviant due to its wide unacceptance throughout society. In applying the ‘Functionalism’ perspective of deviance on obesity, the ways in which society attempts to handle and understand this issue is further outlined and explained. Obesity is a term used to describe body weight that is much greater than what is considered the healthy range. Individuals who are obese have a much higher amount of body fat than is healthy or recommended. Adults with a body mass index (BMI, calculated as weight in kilograms divided by height in meters squared) greater than 25 kg/m2 but less than 30 kg/m2 are considered overweight (Insel, Turner, Ross, 2009). The ways in which those who classify as ‘obese’ are perceived and portrayed by society are, within a Western society fixated on image and obsessed with reaching physical ‘perfection’, often negative and highly critical. The media plays a crucial role in shaping the idea’s and values our society holds. As we are constantly bombarded with images of ‘idealistically’ thin celebrities, it becomes evident that those who do not fit this normality are excluded from social acceptance and pressured into losing weight and fitting in. A recent article in the Sydney Morning Herald stated that; “while there was sympathy for underweight models because of possible eating disorders, those with overweight body shapes were blamed for not doing something to lose weight” (Gray, 2010). It is evident here that although there is some negativity surrounded with being ‘underweight’, super-thin models and celebrities continue to be represented as acceptable throughout the media, whereas those classified as ‘obese’ are rejected from mainstream society and blamed for not taking the initiative to lose weight. As we concentrate more on what is considered to be ‘physically attractive’, we lose sight of the various biological, genetic, and noncontrollable etiological factors (Puhl, Shwartz, Brownell, 2005) that relate towards obesity. Thus, negative stereotypes and stigmas are placed upon the obese, further strengthening their label of deviancy. In a recent study conducted by Yale University, the perceived social consensus on attitudes toward obese people was tested. Three experiments were created towards educating the participants on the issue of obesity in hope of reducing the bias stereotypes and stigmas our society has successfully created towards the obese. (Puhl, Shwartz, Brownell, 2005). The study describes how the consensus attitude towards obesity prevents the reduction of stigmatizing and excluding the obese from mainstream society as people in general feel a sense of ‘security’ and ‘approval’ in following the beliefs of the majority. Thus, if we as a society take greater acknowledgment in the causes of obesity and perhaps even empathize towards those labeled as obese; the idea of obesity as being a form of deviance could potentially shift throughout the long term. The ways in which the ‘obese’ are acknowledged through the medical institution also assists in perpetuating the negative stigma held towards obesity by society at large. According to David F. Williamson of The New England Journal of Medicine (1999), it is crucial that doctors encourage greater weight loss towards obese patients as obese people are “twice as likely to die from any cause as people of normal weight. ” Society then not only recognizes obese people as being “obscene, lazy, slothful and gluttonous” (Adler, Adler 2000) but also as ill, and in a sense, ignorant towards the consequences of their poor state of health. As modern technology continues to develop and treatment options further increase, obesity becomes more and more deviant throughout society. Procedures such as ‘liposuction’ are becoming more available, with surgeries having increased 215 percent since 1992 (Naisbitt, Naisbitt, Philips 2001). Although undergoing plastic surgery has not yet attained complete social acceptance, procedures such as liposuction reduce the consequence of the obese being labeled deviant due to their status. In contrast, the way obese people perceive and view themselves is largely impacted by the constant discrimination and criticism carried out by society at large. Although it can be said that in the presence of other obese people there is a greater sense of acceptance and understanding, the self-representation of obese people is generally negative and painful. According to an article on ABC news, one obese female stated that “(you feel like) you have no right to exist as you are. Feeling as though this body is an outlaw body” (Stark, 2004). The majority of obese people often view themselves as outsiders to the social norms of image and feel as though there is a ‘culture of blame’ (ANI, 2008) constantly against them. There have been studies undergone which illustrate the reluctance amongst obese patients to seek preventive health care services due to the embarrassment of their weight, and perhaps even the feeling of being criticized by physicians (Fontaine, Faith, Allison, & Cheskin cited in Puhl, Shwartz, Brownell, 2005). This clearly shows that obese people themselves are not content within their condition and recognize their deviant label within society. Although they inevitably feel the pressure to lose weight, the embarrassment of yet again being judged and criticized by healthcare professionals prevents them from doing so. The Functionalist approach to deviance can be applied to obesity in many ways. Functionalism was developed by Emile Durkheim and illustrates how the institutes within society function and maintain social equilibrium. A functionalist analysis of deviance begins with looking at society as a whole rather than focusing on the individual. “It looks for the source of deviance in the nature of society rather than the biological explanations or psychological nature of the individual” (Covington, 1999). In this regard, applying functionalism to obesity becomes difficult as obesity is initially a personal health concern. Both biological and psychological aspects contribute towards obesity which then labels the individual as deviant, proving that rather than focusing on the nature of society at large for explanations on deviancy, it is equally vital to focus on the obese individual to understand their deviant label. Inevitably, this can be recognized as a weakness within the functionalist argument. In contrast, applying functionalism to obesity presents much strength in understanding why changes within social institutes occur. Institutes such as health/medical and education have had to shift and develop in order to combat the obesity epidemic and create greater equilibrium within Western society. Australian schools have recognized the deviant nature of obesity, mainly due to its associated health risks, and have recently began enforcing healthy eating and exercise habits (Hareyan, 2006). School systems have recognized that many families are unable to teach their children healthy habits, so have taken upon this role to maintain the social order within society. Alongside this, there has been a vast increase in weight-loss alternatives (rather than simply the gym, or perhaps surgery) to suit the modern, working individual. ‘Quick’ weight loss pills and detox diets are now more on the market than ever before and are available to anyone willing to pay. Functionalism revolves around creating solutions to maintain social order, and in regards to obesity, many actions have been taken as obesity is seen as a deviant act which disrupts the balanced functioning of society. In conclusion, obesity has been labeled as a deviant act within modern Western society as it violates what the consensus recognizes as ‘normal’ behaviour. It is increasingly less acceptable with those carrying the status left facing the consequences of social judgment and exclusion. In applying the functionalist theory, the deviant nature of obesity can be further outlined and understood as a problematic issue within contemporary society.
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Effects of Globalization Towards our Culture
Impact Of Globalization On Culture Essay
How does Globalization Affect Cultural traditions? Globalization is very synonymous to us for the past few years. It can be defined as a process by which regional economies, societies, and cultures have become integrated through a global network of communication, transportation, and trade. Globalization also has made a vast change in every angle of humans life and one of it is, our cultural tradition could be affected due to the globalization process. Culture is what people eat, how they dress, the beliefs they hold and activities they practice. Globalization has joined different cultures and made it into something different. There are three things that could be affected: Food culture, traditional attire, and traditional performing arts. First and foremost, Globalization is the fundamental cause of food culture to be transformed. As we know, food is the oldest global carrier of culture and It reflects the culture and identity of particular races or nations. For instance, “Nasi Lemak resembles the food culture of Malay. Any change in the food that we eat, in its preparation, the way it’s served and consumed diminishes the traditional beliefs of the people.
Today, someone in America can be eating Japanese noodles for lunch while someone in Malaysia is eating classic Italian meatballs. How did this phenomenon happen? It shows that Globalization has caused the spreading of culture throughout the world and food is one of it. People of a particular country not just eat their own foods but also other foreign foods. However, this circumstance could harm our food culture. As there are various kinds of foods, people tend to look for other food different from their own food, for example, fast food like McDonald’s. This could lead to the abandoning of our own food and consume more foreign foods and then, deteriorate the culture and identity of particular ethnicities. Hence, we could say that, Globalization affects cultural tradition in food. Furthermore, Globalization has also spread the foreign fashions throughout the country.
Foreign culture especially western culture seen by many peoples as the deals. They feel that international culture as good for them. As a result, they tend to follow these cultures and we can see many people started to wear jeans, skirts and what not. As Globalization has made the trade became global and faster, cloth products from foreign countries can easily enter this country. So, people can easily get foreign clothes in various supermarket all over the country. As time goes by, people that wear others attire is increasing gradually while on the other hand, the traditional attire are less worn and only be worn in certain places or events, not so frequent as before. As a conclusion, Globalization does affect the traditional attire of particular ethnicities as they tend to wear foreign clothes as it is regarded as international attire. In addition, another effect of Globalization is the deterioration of traditional performance arts due to the entrance of a lot of foreign influences in performing arts. One of the kinds of performing arts is music. Every ethnic or nation have their own traditional music and it is part of the culture. But, in this Globalization era, traditional music and songs have declined gradually.
People nowadays tend to look for modern music like Rock, Pop and RnB rather than hearing to traditional songs. They are also attracted to foreign artists such as American artists as they bring modern music that fulfills the need of people in this century. Not just that, local artists also tend to follow western styles of performance when performing on the stages. When this occurs, traditional music will slowly forget by people as they lured with the international music style. For instance, “wayang Kulit” is a very happening and famous performance in Malaysia before, but now there is too little performance of this cultural art. So, we could say that foreign performance arts have made traditional performance arts are being left aside.
As a conclusion, It is proven that Globalization caused foreign cultures can easily diffuse to culture in many countries and started to transform them to be different or even vanished them. It is also undeniable that Globalization does affect particular ethnic cultural traditions as people acknowledge the foreign cultures as they think it is good for them. At the same time, their cultural tradition could be abandoned as they practiced more foreign cultures than their own culture.
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Study of Lightweight Concrete Behaviour
77 PROPERTIES OF LIGHTWEIGHT CONCRETE MANUFACTURED WITH FLY ASH, FURNACE BOTTOM ASH, AND LYTAG Yun Bai, Ratiyah Ibrahim, and P. A. Muhammed Basheer Queen’s University, Belfast, U. K. Abstract Fly ash (FA), furnace bottom ash (FBA) and Lytag (LG) were used in the current study to replace ordinary portland cement (OPC), natural sand (NS) and coarse aggregate (CA), respectively, and thereby to manufacture lightweight concrete (LWC). Two control mixes containing no replacement materials were designed with a 28-day compressive strength of 20 N/mm2 and 40 N/mm2. For each compressive strength, three different mixes, viz. (a) 100%OPC+100%NS + 100%CA, (b) 100%OPC + 100%FBA + 100%LG and (c) 70%OPC + 30%FA + 100%FBA + 100%LG, were manufactured with slump in the range of 30 ~ 60 mm. The density, compressive strength, pull-off surface tensile strength, air permeability, sorptivity and porosity of the concretes were investigated. The results indicated that it is possible to manufacture lightweight concrete with density in the range of 1560-1960 kg/m3 and 28-day compressive strength in the range of 20-40 N/mm2 with various waste materials from thermal power plants. However, the introduction of FBA into concrete would cause detrimental effect on the permeation properties of concrete. With part of OPC replaced with FA, the strength decreased, but the permeability of the resulting concrete improved. 1. Introduction Lightweight concrete (LWC) has been successfully used since the ancient Roman times and it has gained its popularity due to its lower density and superior thermal insulation properties [1]. Compared with normal weight concrete (NWC), LWC can significantly reduce the dead load of structural elements, which makes it especially attractive in multi-storey buildings. However, most studies on LWC concern “semilightweight” concretes, i. e. concrete made with lightweight coarse aggregate and natural sand.
Although commercially available lightweight fine aggregate has been used in investigations in place of natural sand to manufacture the “total-lightweight” 78 International Workshop on Sustainable Development and Concrete Technology concrete [2, 3], more environmental and economical benefits can be achieved if waste materials can be used to replace the fine lightweight aggregate. Lytag is one of the most commonly used lightweight aggregates, which is manufactured by pyro-processing fly ash (FA), while FA and furnace bottom ash (FBA) are two waste materials from coal-fired thermal power plants. They are, respectively, lighter than traditional coarse aggregate, OPC and natural sand. The previous investigations carried out by the authors on using FBA from a thermal power plant in Northern Ireland as a sand replacement material indicated that FBA could be a potential fine aggregate in NWC for certain applications [4, 5]. However, the application of FBA in structural LWC is not well defined. Therefore, the current study investigates the possibility of manufacturing structural LWC with FA, FBA and Lytag 2. Experimental Program 2. 1 Materials The cement used was the Class 42. 5N portland cement supplied by Blue Circle, U. K. , complying with BS 12: 1991 [6]. For the control mixes, the coarse aggregate used was 10 mm crushed basalt and the fine aggregate used was medium graded natural sand complying with BS 882: 1992 [7]. Both materials are from the local sources in Northern Ireland. They were oven dried at 40oC for 24 hours and cooled to 20oC before using in the manufacture of concrete. The FA and FBA used were supplied by Kilroot Power Station in Northern Ireland, U. K. The FBA was dried firstly in an oven at 105oC for 24 hours and then allowed to cool for 24 hours at 20oC. The FBA that passed 5 mm sieve (hereafter FBA sand) was used to replace natural sand. The Lytag used was with a size of 8 mm and was supplied by Finlay Concrete Products, Northern Ireland, U. K. It was also oven dried at 40oC for 24 hours and cooled to 20oC before casting.
Table 1 reports the chemical compositions of OPC, FA, FBA and Lytag. The specific gravity and 1-hour ater absorption of basalt, natural sand, FBA sand and Lytag are reported in Table 2. Fig. 1 presents the particle size distribution of basalt, natural sand, FBA sand and Lytag. 2. 2 Mix proportions Two control mixes containing OPC, basalt and natural sand were designed for a 28day compressive strength of 20 N/mm2 (Series M) and 40 N/mm2 (Series H) respectively, for a slump in the range of 30-60 mm. For each control mix, 30% of OPC, 100% of natural sand, and 100% of basalt were then replaced with FA, FBA, and Lytag, respectively. The binder content (OPC or OPC + FA) was kept the same as that of the control mix for each series when the natural sand and basalt were replaced with FBA and Lytag, respectively.
Yun Bai, Ratiyah Ibrahim, and P. A. Muhammed Basheer 79 Table 1: Chemical composition of cement, PFA, FBA, and Lytag Oxide OPC FA FBA composition (%) SiO2 20. 6 59. 01 61. 78 Al2O3 5. 7 22. 8 17. 8 Fe2O3 2. 9 8. 8 6. 97 CaO 63. 6 2. 38 3. 19 MgO 1. 8 1. 39 1. 34 Na2O 0. 12 0. 74 0. 95 K 2O 0. 75 2. 8 2 SO3 3. 2 0. 27 0. 79 Cl 0. 01 0. 01 LOI 1. 5 6. 7 3. 61 Table 2: Property of aggregates Property Basalt Specific gravity (S. S. D. ) 2. 91 1-hour water absorption (%) 1. 1 FBA Sand 10 0 Lytag 53. 19 26. 3 10. 26 2. 02 1. 45 0. 96 3. 99 4 Natural sand 2. 66 1. 1 Natural Sand FBA sand 1. 58 32. 2 Lytag Lytag 1. 52 12. 31 Basalt Cumulative percentage passing (%) 80 60 40 20 0 0 . 0 1 0 . 1 1 10 10 0 Nominal ape rture siz e of te st sie ve (mm) Fig. 1: Particle distribution of FBA sand, natural sand, Lytag, and basalt For each series, three different mixes were studied. Mix 1: 100%OPC+100%NS+100%CA (control). Mix 2: 100%OPC+100%FBA+100%LG. Mix 3: 70%OPC+30%FA+100%FBA+100%LG. The water content (and therefore W/C) of Mix 2 and Mix 3 was adjusted by carrying out trials so that the workability measured in terms of slump was in the range of 30-60mm. The volume ratio between the fine aggregate and the coarse aggregate for each test series was kept the same as 80 International Workshop on Sustainable Development and Concrete Technology that obtained for the respective control mix. The resulting mix proportions, which were used in this investigation, are reported in Table 3. Table 3: Mix proportions (kg/m3) and properties of fresh concretes Mix No M1 M2 M3 W/C 0. 65 0. 4 0. 2 Cement 330 330 231 FA 99 Free Water 215 132 106 Sand 820 FBA 552 562 Basalt 1040 Lytag 616 627 Measured Measured Slump Air Content (mm) (%) 27 51 43 2 5 5 H1 H2 H3 0. 47 0. 32 0. 29 460 460 322 138 215 147 133 715 – 477 473 1025 – 602 599 50 30 34 1. 2 5 5 2. 3 Batching and mixing For each mix, the required quantities of the constituents were batched by weight. The water required for 1-hour absorption by the aggregates (basalt, natural sand, FBA sand and Lytag) was added to the mix water in addition to the free water shown in Table 3. Different mixing procedures were used for NWC and LWC, which are described below. Mixing procedure for NWC (control): The manufacturing of NWC was carried out based on reference 8. Approximately half the basalt, all the natural sand and the remaining basalt were added, in this order, evenly into the pan.
The aggregates were mixed for 30 seconds. The mixing was continued and about half the mixing water (i. e. free water as shown in Table 3 plus that required for 1 hour water absorption) was added during the next 15 seconds. After mixing for a total of 3 minutes, the mixer was stopped and the contents were left covered for 15 minutes. The cement was then added evenly over the aggregate. The mixer was started and the mixing was continued for 30 seconds. The mixer was then stopped and any material adhering to the mixer blades were cleaned off into the pan.
Without delay, the mixing was recommenced and the remaining mixing water was added over the next 30 seconds. The mixing was continued for 3 minutes after all the materials were added. Mixing procedure for LWC: The procedure given in the Lytag Information Document
[9] was used to modify the manufacturing procedure for the LWC. About half the mixing water (free water as shown in Table 3 plus that required for 1 hour water absorption) was added. Then all the Lytag and all the FBA were added in this order, evenly into the pan
[9] and mixed for 3 minutes. The mixer was stopped and left covered for 15 minutes.
Thereafter, the procedure was the same as that for the NWC. Yun Bai, Ratiyah Ibrahim, and P. A. Muhammed Basheer 81 2. 4 Specimen preparation and curing For each mix, nine 100-mm size cubes were cast to determine the compressive strength at the age of 3, 7, and 28 days. At 28 days, the same cubes used for compressive strength were also used to test the density at saturated-surface dried (SSD) condition. Three 250x250x110-mm slabs were cast to investigate pull-off tensile strength, permeation properties and porosity of the concrete at the age of 28 days. All specimens were cast in two layers and compacted on a vibrating table until air bubbles appearing on the surface stopped. They were left in the mould in the laboratory at 20(±1)oC for one day and then removed from the moulds. After that, they were cured in water at 20(±1)oC for two days, and then wrapped in polythene sheet and left in the laboratory at 20(±1)oC until they were tested. The three-day specimens were tested immediately after removing from the water bath, instead of wrapping in polythene sheet. ) 2. 5 Details of tests For each mix, the air content and workability (in terms of slump) of the fresh concrete were measured.
The air content was measured by following a procedure given in BS 1881: part 106: 1983 [10]. The slump test was carried out in accordance with BS 1881: Part 102: 1983 [11]. At the age of 3, 7, and 28 days, the compressive strength was determined by crushing three 100-mm cubes in accordance with BS 1881:Part 116: 1983 [12] and an average of the three values was obtained. Prior to the compressive strength test at the age of 28 days, the cubes were used to test the SSD density by following BS 1881: Part 114: 1983 [13]. At the age of 28 days, the slabs were dried at 40(±1)oC and 22(±1)% Relative Humidity (RH) in a drying cabinet for two weeks and then cooled to room temperature 20(±1)oC for one day. The air permeability and water absorption (sorptivity) were tested on three slabs per mix by using the “Autoclam Permeability System” [14] on the mould finished face and average values of both the air permeability and the sorptivity were calculated. The surface tensile strength was measured by carrying out the Limpet pull-off test [15] at two locations on the mould finished surfaces of the three slabs immediately after the permeation test.
All the six results were averaged and reported. After the pull-off test, one ? 75-mm core was taken from each of the slab and the water absorption test was carried out by following BS 1881: Part 122: 1983 [16]. The porosity of the concretes was then calculated based on the volume of the voids occupied by the absorbed water. 82 International Workshop on Sustainable Development and Concrete Technology 3. Results and Discussion 3. 1 Properties of fresh concrete Fig. 2 shows the free water content for different mixes. It can be seen that when the FBA sand and Lytag were used to replace natural sand and basalt, respectively, the water demand of the concrete decreased. This is attributable to the spherical/round particle shape of both FBA sand and Lytag [4, 17], which, compared to the angular particles of sand and basalt, have a “ball-bearing effect” and thus reduce the water demand of the fresh concrete. When 30% of the OPC was replaced with FA in both series, there was also a water reduction compared to the mix 2. This is again attributable to the “ball-bearing effect” of the FA particles.
Therefore, it can be seen from the above results that when FA, FBA and Lytag were used to manufacture lightweight concrete, the water demand of the concrete decreased. 300 Free Water (kg/m3) 250 200 150 100 50 0 100%OPC+100%NS+100%CA 100%OPC+100%FBA+100%LG 70%OPC+30%FA+100%FBA+100%LG M H Series Fig. 2: Free water content of NWC and LWC 3. 2 Density Table 4 reports the density of hardened concrete at saturated-surface dried (SSD) condition measured at 28 days. It can be seen that when natural sand and basalt were replaced with FBA sand and Lytag respectively, there was a significant reduction in the density of hardened concrete for both series. This suggests that the low density of both FBA sand and Lytag is beneficial to produce LWC. When FA was used in mix 3 to replace 30% of the OPC, the density was further reduced. This, again, is due to the lower density of FA compared to that of OPC. Thus, it can be concluded that the low density of FA, FBA and Lytag is a benefit for manufacturing lightweight structural concretes. In the current study, the SSD density in the range of 1560-1960 kg/m3 was achieved. Yun Bai, Ratiyah Ibrahim, and P. A. Muhammed Basheer Table 4: Density (kg/m3) of hardened concrete at 28 days (SSD) M1 M2 M3 H1 H2 1977 1725 1559 2471 1952 83 H3 1819 3. 3 Compressive strength Fig. 3 presents the compressive strength of both series at 3, 7, and 28 days. Fig. 4 illustrates the relationship between the 28-day compressive strength and the SSD density. In Fig. 5, the contribution of different mix to the compressive strength is compared in terms of the specific strength, i. e. , ratio of strength to relative density. From Fig. 3 it can be seen that when the FBA sand and Lytag were used to replace natural sand and basalt respectively, different effects can be observed for series M and H. In series H, the compressive strength decreased from H1 to H3 at all the ages.
However, in series M, this trend was visible only for the 3-day results. At the age of 7 and 28 days, there was an increase in strength when the NS and CA were replaced with FBA and Lytag, respectively. As indicated in Fig. 4, except for one data point corresponding to mix M1, there is a linear relationship between the density and the compressive strength, i. . the compressive strength is directly proportional to the SSD density of hardened concrete. This indicates that the lightweight was achieved at the cost of reduction in the compressive strength. Nevertheless, it is still possible to manufacture LWC with SSD density in the range of 1560-1960 kg/m3 and 28-day compressive strength in the range of 20-40 N/mm2. 60 60 Comp. Strength (N/mm2) 40 Comp.
Strength (N/mm2) M1 M2 M3 H1 40 H2 H3 20 20 0 3 7 Age (Days) 0 3 7 28 28 Age (Days) (a) Series M (b) Series H Fig. 3: Compressive strength of NWC and LWC 84 International Workshop on Sustainable Development and Concrete Technology M1 M2 M3 H1 H2 H3 25 Comp. Strength (N/mm2) 60 100%OPC+100%NS+100%CA 100%OPC+100%FBA+100%LG 70%OPC+30%FA+100%FBA+100%LG Specific Strength 1600 1800 2000 3 50 40 30 20 1400 2200 2400 2600 20 15 10 5 0 M H Density (kg/m ) Series Fig. 4: Compressive strength vs. density Fig. 5: Specific strength of NWC & LWC Fig. 5 indicates that the specific strength for M2 and M3 are higher than M1, which suggests that for the same weight of concrete, LWC provided marginally higher compressive strength than NWC. For series H, the specific strength for H2 and H3 are lower than H1. However, the difference was small. Therefore, it can be concluded that FA, FBA and Lytag can be favorably used to manufacture medium strength LWC. In the case of high strength concrete, these replacements would result in decrease in compressive strength of the concrete. 3. 4 Pull-off surface tensile strength Fig. 6 presents the results of the pull-off test. It can be seen that, for Series M, the surface tensile strength of M2 and M3 are higher than that of M1, and that of M2 is equal to that of M3. However, for Series H, the pull-off tensile strength of H2 and H3 are lower than that of H1, and the value for H3 is also lower than that for H2. Thus, in terms of the pull-off surface tensile strength, FA, FBA and Lytag have a beneficial effect on medium strength LWC, but a slightly adverse effect on highstrength LWC. Yun Bai, Ratiyah Ibrahim, and P. A. Muhammed Basheer 85 6 100%OPC+100%NS+100%CA 100%OPC+100%FBA+100%LG 70%OPC+30%FA+100%FBA+100%LG Surf. Tens. Strength (N/mm2) 4 2 3. 5 Permeability The near surface permeation property was evaluated by using the “Autoclam Permeability System. ” Figs. and 8 show the air permeability and sorptivity results, respectively. It can be seen that when FBA sand and Lytag were used to replace natural M H sand and basalt to manufacture LWC, Series the air permeability dramatically increased. From Fig. 2, it can be seen Fig. 6: Surface tensile strength of that, due to the water reduction effect NWC and LWC of FBA and Lytag, the free water of mix 2 for both series is lower than mix 1. Since the binder content was the same for all the mixes in each series, the decreased free water content would result in a decreased free waterbinder ratio, which should have decreased the air permeability [18]. In addition, although the particles of Lytag are quite porous [17], they have no effects on the air permeability of LWC [19]. Thus, the increased air permeability should be attributable to the porous particles of the FBA sand [5]. However, the air permeability indices of Mix 3 for both series are lower than mix 2, but still higher than mix 1. The decrease of the air permeability indices of mix 3 can be considered to be due to the physical filling effect and pozzolanic reaction of FA, leading to the densification of the pore structure. This reveals that the increased air permeability caused by the porous FBA particles can partly be compensated by the FA. However, since the slabs were only 28 days old, the pozzolanic reaction has not fully developed.
Thus, a long-term study is required in order to investigate any possible further beneficial effect of FA on the LWC. 0 1. 60 100%OPC+100%NS+100%CA 100%OPC+100%FBA+100%LG 70%OPC+30%FA+100%FBA+100%LG 6. 00 100%OPC+100%NS+100%CA 100%OPC+100%FBA+100%LG 70%OPC+30%FA+100%FBA+100%LG 1. 20 0. 80 0. 40 0. 00 M Sorpt. Index (M3*10-7/min0. 5) Air Perm.
Index (ln(bar)/min) 4. 0 2. 00 0. 00 M H Series H Series Fig. 7: Air permeability of NWC & LWC Fig. 8: Sorptivity of NWC & LWC 86 International Workshop on Sustainable Development and Concrete Technology The sorptivity result in Fig. 8 indicates that when natural sand and basalt were replaced with the FBA sand and Lytag, the sorptivity indices for both series were higher than the corresponding control (mix 1). This is mainly attributable to the porous FBA and Lytag particles. However, when FA was used in mix 3 to replace 30% of the OPC, the sorptivity did not decrease as it did in air permeability. Thus, the FA has no beneficial effect on reducing the sorptivity of LWC at 28 days. On the contrary, the sorptivity increased. Again a long-term study is required to investigate any further beneficial effect. 3. 6 Porosity The porosity result is reported in Fig. 9. The trend was similar to that of air permeability in Fig. 7, i. e. , when natural sand and basalt were replaced by the FBA sand and Lytag respectively, the porosity of LWC increased. However, when FA was used in mix 3 to replace cement, the porosity was lower than mix 2, but still higher than mix 1 for both series. The result further confirms that whereas FBA sand and Lytag increase the porosity of LWC, the FA would partly compensate the detrimental effect caused by FBA sand and Lytag on the porosity and air permeability. 12. 00 100%OPC+100%NS+100%CA 100%OPC+100%FBA+100%LG 70%OPC+30%FA+100%FBA+100%LG Porosity (%) 8. 00 4. 00 0. 00 M Series H Fig. 9: Porosity of NWC & LWC 4. Conclusions
• •
• • By using FA, FBA and Lytag, it is possible to manufacture lightweight concrete with density in the range of 1560-1960 kg/m3. In terms of ontribution to the compressive strength by per unit weight of concrete, FA, FBA, and Lytag can be beneficially used to manufacture medium strength concrete. LWC incorporating FBA and Lytag resulted in an increase in the permeability; by replacing 30% of OPC with FA, the permeability of LWC could be improved. In order to manufacture durable LWC, measures should be taken to further improve the permeation property.
Acknowledgments The FBA for this research was supplied by Connexpo (N. I. ) Ltd and, the Lytag was supplied by Finlay Concrete Products (N. I. ). The facilities provided by the School of Yun Bai, Ratiyah Ibrahim, and P. A. Muhammed Basheer 87 Civil Engineering at Queen’s University, Belfast, are gratefully acknowledged. Mr. Yun Bai is in receipt of the Overseas Research Students Award at Queen’s and is on leave of absence from Ningxia Communication Department, China. Ms. Ratiyah Ibrahim was funded by the Government of Brunei. References 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. Chandra, S. and Berntsson, L. Lightweight aggregate concrete: science, technology and applications. Noyes Publications. Berra, M. and Ferrara, G. “Normal weight and total-lightweight high-strength concretes: A comparative experimental study,” SP-121, 1990, pp. 01-733. Kayali, O. A. and Haque, M. N. “A new generation of structural lightweight concrete,” ACI, SP-171, 1997, pp. 569-588. Bai, Y. and Basheer, P. A. M. “Influence of Furnace Bottom Ash on properties of concrete,” Proceedings of the Institution of Civil Engineers, Structure and Buildings 156, February 2003, Issue 1, pp. 85-92. Bai, Y. and Basheer, P. A. M. “Properties of concrete containing Furnace Bottom Ash as a sand replacement material,” Proceedings of structural faults and repair (CD-ROM), London, July 1-3, 2003. British Standards Institution. “Specification for Portland Cements,” BSI, London, 1991, BS 12. British Standards Institution. “Specification for Aggregates from Natural Sources for Concrete,” BSI, London, 1992, BS 882. British Standards Institution. “Method of Mixing and Sampling Fresh Concrete in the Laboratory,” BSI, London, 1986, BS1881: Part 125. “Lytag: an introduction to Lytag concrete,” September, 1996. British Standards Institution. “Method for Determination of Air Content of Fresh Concrete,” BSI, London, 1983, BS1881: Part 106. British Standards Institution. “Method for Determination of Slump,” BSI, London, 1983, BS 1881: Part 102. British Standards Institution. Method for Determination of Compressive Strength of Concrete Cubes,” BSI, London, 1983, BS 1881: Part 116. British Standards Institution, “Methods for determination of density of hardened concrete,” BSI, London, 1983, BS 1881: Part 114. Basheer, P. A. M. , Long, A. E. and Montgomery, F. R. “The Autoclam: A new test for permeability,” Concrete, July/August, 1994, pp. 27-29. Long, A. E. and Murray, A. M. “Pull-off test for in-situ concrete strength,” Concrete, Dec. 1981, pp. 23-24. British Standards Institution. “Method for determination of water absorption,” BSI, London, 1983, BS 1881: Part 122. Swamy, R. N. and Lambert, G. H. “Microstructure of Lytag aggregate,” The International Journal of Cement Composites and Lightweight Concrete (3), November 4, 1984. 88 International Workshop on Sustainable Development and Concrete Technology 18. Long, A. E. , Basheer, P. A. M. and Montgomery, F. R. “In-site permeability testing: A basis for service life prediction,” Proceeding of the Third CANMET/ACI International Symposium, Aukland, New Zealand, ACI SP-171, pp. 651-670. 19. Bamforth, P. B. “The properties of high strength lightweight concrete,” Concrete 21(4), April 1987, pp. 8-9.
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Essay Writing Role
Vishal Retail Limited – Stock Count Vishal Retail Limited – Guidance Sheet for Stock Count at Retail Stores S. N o. Activity Responsibility 1. a. The stock count is to be carried out for 14 divisions, wherein, one division will be covered in one day. b. The stock count is required to be conducted by scanning all stock items in a given division. c. The stock count has to be carried out during the night between 10:00pm – 8:00am to ensure timely and accurate measurement of stock. Physical verification of the stock at stores shall be carried out as per the attached schedule. Refer Annexure 1. Project Team, CA Firms and Store. 2. Key Responsibilities – a. Ensure stock count is carried out as per the prescribed schedule b. Ensure that all items of a given division are counted. c. Ensure that each item is counted only once and that there is no duplication d. Identify the damaged / unsaleable stock and prepare an article wise list of such items. e. Report all deviation from the prescribed process.
Internal Auditors (CA firms) 3. Stores have to follow the guidelines as described in Annexure 2 Store, Internal Auditors (CA firms) 4. Stock count is to be carried out by scanning all items as per the Store, Internal Auditors (CA 2010 Axis Risk Consulting. All rights reserved Vishal Retail Limited – Stock Count S. N o. Activity Responsibility prescribed process given in Annexure 3. firms) 5. The CA firm / internal auditors are required to prepare a report in the prescribed format as given in Refer Annexure 4 and email the same daily at axisconsulating@vrpl. in Internal Auditors (CA firms) © 2010 Axis Risk Consulting. All rights reserved Vishal Retail Limited – Stock Count V ishal Retail Limited – Stock Count at Stores – Project Team Vishal Retail: Mr. Sudhanshu Agarwal Mr. Manshu Tandon Mr. Pius Monteiro Mr. Rahul Ranjan Singh Regional and Area Managers Axis Risk Consulting Services Pvt. Ltd. : Team Axis Contact Details: Email: axisconsulting@vrpl. in internal. audit@vrpl. in © 2010 Axis Risk Consulting. All rights reserved Vishal Retail Limited – Stock Count ANNEXURE © 2010 Axis Risk Consulting. All rights reserved Vishal Retail Limited – Stock Count Annexure 1 Stock Count Schedule: Day No. Date (Tentative) Day Division to be covered Day 1 4-Aug-10 Wednesday Mens – Ethnic Day 2 5-Aug-10 Thursday Lifestyle Day 3 6-Aug-10 Friday Ladies – Western Day 4 9-Aug-10 Monday Kids – Infants Day 5 10-Aug-10 Tuesday Kids – Boys & Footwear Day 6 11-Aug-10 Wednesday Mens Lower Day 7 16-Aug-10 Monday FMCG – Non Food Branded Day 8 17-Aug-10 Tuesday Kids Girls Day 9 18-Aug-10 Wednesday CDIT & Ladies Ethnic Day 10 19-Aug-10 Thursday Home Furnishing Day 11 20-Aug-10 Friday Mens Upper Day 12 21-Aug-10 Saturday Household © 2010 Axis Risk Consulting.
All rights reserved Vishal Retail Limited – Stock Count Annexure 2 Guidelines for Stores: 1. All customer transactions should be stopped and all GRCs pending in the receiving area should be completed; 2. NO requests for Sales / GRC transactions should be entertained during physical verification; . Proper stacking and arrangement of stocks should be ensured before commencing with the stock scanning activity; 4. The bar code label should be kept facing out to make it easier for scanning. 5. The store should identify and segregate the damaged article and it should be scanned separately, the list of damaged articles kept at DC (at store) should be updated for the given divisions before commencement of the stock take activity. 6. The bar code / article details of the stocks not kept in packed condition should be easily identifiable. © 2010 Axis Risk Consulting. All rights reserved Vishal Retail Limited – Stock Count 7. Stock takers shall proceed in an orderly manner to ensure that no item is missed and no item is checked twice.
For this purpose, counting shall be done in a sequence, starting from the location of item. Each Gandola / Rack is to be marked with a damage free sticker (2×2 inch) When the same is completed to avoid duplication. 8. Stocks not present in the store premises i. e. materials sent out to other stores, main DC, etc. should be taken into consideration. Confirmation from the holders of such stock shall be obtained that these items are in their possession; . Ensure that there are no pending manual bills (if any); 10. Collect all items from return counter including dummy(s); 11. Store should plan that there is adequate manpower to support stock take activity. All activity (i. e. scanning) for a particular division should be completed in one night. © 2010 Axis Risk Consulting.
All rights reserved Vishal Retail Limited – Stock Count 12. During the stock count, all items which are unscannable or do not have bar codes need to be segregated out and should be manual entered in the scanning software after completing the scanning for all other items. Represntative of CA firm needs to be notified whenever an item needs to be manually entered in the scanning software. © 2010 Axis Risk Consulting. All rights reserved Vishal Retail Limited – Stock Count Annexure 3 Stock count process to be followed by Store Scanning Process © 2010 Axis Risk Consulting. All rights reserved Vishal Retail Limited – Stock Count Annexure 4 Report format: Please note: •The firm needs to prepare a report for each division (i. e. each Day). •This checklist should be prepared by the firm’s representative responsible for a location or department and should be completed and sent before leaving the store. Name of Company Vishal Retail Limited (VRL) Store Code Store Location Division Scanned Date of Stock Count Start Time, End Time and Total Duration of Stock Count CA Firm Name – Stock count done by CA Firm Representative(s) Store Manager / other client representative present © 2010 Axis Risk Consulting. All rights reserved Vishal Retail Limited – Stock Count (A) Provide your input based on your observation of stock count and discussion with the Stores Manager: General Description of Inventory (indicate those that apply): Available (Yes / No)* Retail Merchandise Damaged Goods Pending for GRC Special Order / Other Categories * Please mention ‘NA’ if not applicable (B) Obtain the details of the following from the Stores Manager: Special categories of Inventory: Please mention Quantity & Value (Rs) * Goods billed / transferred but not dispatched Stock owned by others Goods in transit to other locations / return to DC Goods in transit from vendors * Please mention ‘NA’ if not applicable © 2010 Axis Risk Consulting. All rights reserved Vishal Retail Limited – Stock Count (C) Physical Inventory Procedures: Details Yes / No Remarks 1. Did the Company’s personnel follow the inventory instructions 2. Were inventory items arranged in an orderly manner prior to the inventory to facilitate the counting? 3. Were different types, special categories and special classes of inventory properly segregated to facilitate proper inclusion/exclusion from the physical count? 4. Was the store team familiar with the inventory? 5. Were sales / dispatch and receiving operations suspended during inventory taking? (If not, describe procedures employed by the Company to assure an accurate cut-off. ) 6. Were the items in the dispatch and receiving area(s) properly segregated between items to be included in stock and those not o be included in stock? 7. Were discontinued/ damaged items clearly segregated by the store team? 8. Was a list of updated damaged / Unsalable was available at DC? 9. Did all LOB heads and store manager signoff that all items in the store has been scanned and counted? 10. Were their any items without bar codes or had a bar code but could not be scanned. If yes, please mention the quantity of such items for each division. © 2010 Axis Risk Consulting.
All rights reserved Vishal Retail Limited – Stock Count © 2010 Axis Risk Consulting. All rights reserved Vishal Retail Limited – Stock Count Stock Count details to prepared by the CA Firms POS No. Division covered Start Time End Time Total Time Taken Quantity Scanned No. of Persons involved 1 2 3 4 5 6 Total Cut-off Procedure:** Last MRN / GRN No. Vendor Name Date and Time Has material been included in the Inventory? (Yes / No) Amount of Invoice (Rs) Last Sales Invoice No. Date & Times Amount of Invoice (Rs) ** Guidelines: 1. Describe reference source. © 2010 Axis Risk Consulting. All rights reserved Vishal Retail Limited – Stock Count 2. When pre-numbered receiving document or sales invoices are used, note the last number and any unused prior numbers. When pre-numbered documents are not used, obtain information about several sales and receipts immediately prior to the inventory date. 3. Trucks on premises containing either in-bound stock or out-bound stock should be listed, showing number of truck / vehicle, whether full or empty and whether or not contents are included in inventory. Inventory file / result: Please collect the . exe file i. e. the stock count result file on completion and send it with the report.
Please mail the final report to: Rahul Ranjan: internal. audit@vrpl. in Axis: axisconsulting@vrpl. in 2010 Axis Risk Consulting. All rights reserved Vishal Retail Limited – Stock Count Declaration: The stock was carried out in my presence on ____________ (Date) for ____________ (Division). All stock available at the store of the above mentioned division has been scanned once and there has been no duplication of stock count. There is no other inventory in my possession for which I am accountable except as noted above. Store Representative – Store Manager / ASM (Name, Signature and Date) In presence of: Internal Auditor Representative (s) (Name(s), Signature(s) and Date) © 2010 Axis Risk Consulting. All rights reserved
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National Judicial Policy 2009
National Judicial Policy 2009 A year for focus on Justice at the Grassroot Level National Judicial (Policy Making) Committee Published by: Secretariat, Law & Justice Commission of Pakistan, Supreme Court Building, Islamabad www. ljcp. gov. pk CONTENTS 1. 2. 3. Justice at the Grassroot Level Executive Summery National Judicial Policy a. b. c. d. Independence of Judiciary Misconduct Eradication of Corruption Expeditious Disposal of Cases
• Short Term Measures I ii
• 4. Annexure Criminal Cases Civil Cases The Chief Justice of Pakistan Secretary, NJPMC 1 5 11 11 13 14 16 16 16 23 28 31 Long Term Measures NATIONAL JUDICIAL POLICY Justice at the Grassroot Level The Chief Justice of Pakistan/Chairman, National Judicial (Policy Making) Committee (NJPMC) in his introductory speeches and remarks during the 4-day meeting (18–19 April & 16–17 May 2009) of the NJPMC, made important observations, the substance of which follows: “The Meeting of the NJPMC has been convened at a critical moment of our national history. There has occurred a gradual deterioration in the law and order situation and parts of the country are experiencing militancy and violence, causing the displacement of hundreds of thousands of innocent people – men, women, children and elderly. These are difficult times. We face existential threats.
But I do not think that the difficulties are insurmountable. We are a tenacious nation, have demonstrated, more than once, our strength and ability to face challenges. The lawyers’ movement for restoration of independent-minded judges and supremacy of law/Constitution is a case in point. The movement for a grand cause was thronged by enthusiastic groups including civil society organisations, professional groups, political parties and students, etc. In the evening of 15 March 2009, the movement transformed itself into a mini-revolution. It demonstrated the agility and determination of the masses to stand by the Constitution and dispensation of power under this supreme law. It emboldened me to say today, that together we could face challenges and convert them into opportunities. I have full faith in the ability of the people to rise to the occasion and chalk out a future course of action, based on democratic values and constitutional principles. The restoration of 3 November (2007) judiciary has ushered in a new era: an era of hope that political dispensation in the country and 1 NATIONAL JUDICIAL POLICY governance shall be in accordance with the constitutional principles. The people of Pakistan have reposed great confidence in the ability of the judiciary to redress their grievances and grant them relief.
They have very high expectations of the courts to settle their disputes, restore their rights/entitlements and maintain peace in society by sending the guilty behind bars. I thank the people for believing on us! We must strive to meet their expectations. This is time to repay our debt to the nation. We could do so by addressing the perennial twin-problems of “backlog” and “delays” in the system of administration of justice. To achieve the objective, we need to formulate new judicial policy. I had asked the Secretariat of the NJPMC to prepare a framework of action for clearing the backlog and expeditious disposal of cases.
The draft is before you. Let us examine it and evolve a strategy for the purpose. I want the active participation of all stakeholders of the justice sector, essentially the members of the bench and the bar and also related agencies viz police/prison department and prosecution branch. The Policy that we ultimately approve would be one that has broad ownership. That is why extensive consultations have been carried out to get the viewpoint of judges, lawyers, litigants and others.
The Policy seeks to achieve its objectives, by efficient utilisation of existing resources. We have to operate by remaining within the given legal/procedural framework. The laws are indeed time-tested. Given earnest effort by the bench and the bar, I am confident of achieving positive results. However, keeping in view the gigantic effort new resources would be needed. We would e very economical in the utilization of the needed resources. I am confident that the Government will provide the requisite funds, as our effort is to strengthen the administration and improve governance. It is necessary for peace and security, thereby spurring trade/commercial activities and foreign/local investment in the economy. This is how, the industrialised countries progressed.
This is 2 NATIONAL JUDICIAL POLICY how, we can move forward. We could achieve the results by establishing a society based on the supremacy of Constitution and rule of law. Our aim is to provide Justice for All. I thank the members of NJPMC for endorsing my proposal to celebrate 2009, as the year for Justice at the Grassroot Level. The key features of the National Judicial Policy are strengthening the independence of the judiciary by its separation from the executive and ridding the courts of the menace of corruption, thereby presenting a clean and positive image of judiciary. In the Policy, we have set high goals for ourselves. The goals are to initially reduce, and ultimately eliminate, backlog at the level of superior as well as subordinate courts, and further, to fix time frame for disposal of civil and criminal cases.
The criminal cases will get priority on account of the sub-human conditions in which under-trial prisoners are kept in jails. Writs for protection of fundamental rights i. e. right to life, liberty, equality, property and freedom of thought, conscience, association, etc will also be maintained on fast track. Furthermore, financial/rent matters and family/juveniles cases will also receive preference, which is crucial for economic development and protection of family values. In the ultimate analysis, the new Policy seeks to ensure that the constitutional principles of equality before law and equal protection of law are strictly adhered to. Adherence to law/Constitution leads to nation building. It is a sure recipe for economic growth and social progress. Law protects the rights/interests of poor/downtrodden segments of society. It helps to break shackles of cruelty/injustice. It puts an end to exploitation of the underdog by the rich/influential. Let us strive to achieve the noble goals, set in the Policy.
Let us infuse confidence in the minds of our people that the system of administration of justice is capable of meeting the challenges of time and emerging realities. Let us make the judicial organ of the state as a sheet anchor at the time of serious challenges. I have no doubt that 3 NATIONAL JUDICIAL POLICY my brother Judges in the superior courts and judicial officers would help and support us in our drive to steer the ship of the nation through troubled waters. I am equally confident of the help and support of the members of the bar. We have carried out very wide consultations with them as well as other stakeholders.
Their valuable suggestions have been incorporated in the Policy. The Policy will be launched effective from 1 June 2009 and will be actively monitored by the NJPMC. I should continue to meet judges and bar members for its smooth implementation”. Justice Iftikhar Muhammad Chaudhry Chief Justice of Pakistan 4 NATIONAL JUDICIAL POLICY Executive Summary The National Judicial Policy Making Committee (NJPMC) in 2 marathon sessions lasting over 4 days considered and approved a uniform National Judicial Policy. The Policy is an attempt to streamline the judicial system in the country and make it responsive to the present-day requirements of society. The objective is to clear the huge backlog that has accumulated over the years at all level of judicial hierarchy.
The current pendency of cases is as follows: Superior judiciary i. ii. iii. iv. v. vi. Supreme Court of Pakistan Federal Shariat Court Lahore High Court High Court of Sindh Peshawar High Court High Court of Balochistan Total 19055 2092 84704 18571 10363 4160 138945 Subordinate judiciary i. ii. iii. iv. Punjab Sindh NWFP Balochistan Total 1225879 144942 187441 664 1565926 As is obvious from the above table, there is huge backlog of cases pending before courts, at all levels of judicial hierarchy. The figure does not include the pendency before the special courts / administrative tribunals, which is equally high. The backlog has accumulated due to various reasons/factors but essentially it is due to inadequate budgetary allocation. The gradual increase in population as well as litigation has never been addressed through appropriate development plans for expansion in infrastructure and increase in strength and capacity of courts. Courts have continuously suffered on account of shortage of funds. As is manifest from the table below, budgetary allocation to judiciary is negligible.
Not even 1% of Federal/Provincial budget is allocated for the third pillar of the State. No wonder then, the judges are overburdened. To quote an example, in the Province of Punjab, an average, the judicial officer has to deal with a cause list of 1668 cases per day, which is humanly not possible. The problem of shortage of funds, to some extent was addressed by the Access to Justice 5 NATIONAL JUDICIAL POLICY Programme of the Government of Pakistan but more needs to be done. The Government must therefore address the problem of shortage of funds to enable the judiciary to cope with the twinproblems of “backlog” and “delays”. Statement Showing Budgetary Allocation and Strength of Judiciary in Pakistan Staff Sr. No Name of Court Sanctioned Strength Working Strength BPS 1 to 16 BPS 17 & above Total Federal/ Provincial Budget (In Rs. ) Allocation for Judiciary (In Rs. ) Percentage of Total Rev. / Exp for the Year 2008-09 1 2 3 Supreme Court of Pakistan Federal Shariat Court Lahore High Court Subordinate Judiciary: CJ + 29 CJ + 7 CJ + 59 CJ + 27 CJ + 4 CJ + 53 606 190 1249 145 64 349 751 254 1598 4,630,292,869,000 4,630,292,869,000 256,948,656,000 354,500,000 82,408,000 2,201,867,000 0. 00765% 0. 001779% 0. 86% 36 i. Distt. & Sessions Judge 4 ii. Addl. Distt & Sessions Judge 10 .
Senior Civil Judge iv. Civil Judge / Judicial Magistrate 5 High Court of Sindh Subordinate Judiciary: 62 i. Distt. & Sessions Judge 6 ii. Addl. Distt & Sessions Judge 10 . Senior Civil Judge iv. Civil Judge / Judicial Magistrate 7 Peshawar High Court Subordinate Judiciary: 24 i. Distt. & Sessions Judge 8 ii. Addl. Distt & Sessions Judge 10 . Senior Civil Judge iv. Civil Judge / Judicial Magistrate 9 High Court of Balochistan Subordinate Judiciary: 24 i. Distt. & Sessions Judge ii. Addl.
Distt & Sessions Judge 10 iii. Senior Civil Judge iv. Civil Judge/Jud. Magis. /Family Judges v. Qazi/Member, Majlis-e-Shoora 12 124 42 27 97 24 201 CJ + 10 90 98 200 CJ + 19 290 37 754 CJ + 39 36 261 37 617 CJ + 36 10631 – 10631 790 279 1069 180,987,200,000 1,234,504,000 0. 68% 24 78 85 193 CJ + 12 4242 – 4242 321 68 389 170,558,000,000. 873 613,203,000 0. 17% 20 87 20 183 CJ + 4 3566 – 566 356 58 414 65,943,525,270 470,679,870 0. 36% 17 19 1773 8 69 35 1773 6 NATIONAL JUDICIAL POLICY The historical movement for restoration of independent-minded judges, supremacy of the Constitution and rule of law, ultimately triumphed. It led to heightened expectations of the public that the judicial organ would promptly respond to their agonies and dispense justice to all and sundr y. Conscious of the public expectations/aspirations, the Chief Justice of Pakistan decided to initiate the process of formulating a new judicial policy for expediting trial proceedings. He assigned the task to the Secretariat of NJPMC to devise an appropriate strategy and work plan for action.
The NJPMC is a statutory body the nation’s apex judicial forum. It is headed by the Chief Justice of Pakistan and comprises Chief Justice, Federal Shariat Court and 4 Chief Justices of High Courts, as members. The Secretary, Law and Justice Commission of Pakistan is designated as the Secretary to the Committee. The Committee is required, inter alia, to prepare and implement judicial policy for all courts, tribunals and qasi-judicial institutions. The functions of the Committee are: 1. Improving the capacity and performance of the administration of justice; 2. Setting performance standards for judicial officers and persons associated with performance of judicial and qasijudicial functions; 3. Improvement in the terms and conditions of service of judicial officers and court staff, to ensure skilled and efficient judiciary; and 4. Publication of the annual or periodic reports of the Supreme Court, Federal Shariat Court, High Courts, courts subordinate to High Courts, Administrative Courts and Tribunals.
The Chief Justice of Pakistan/Chairman NJPMC convened a 2-day session of the Committee on 18-19 April 2009 to consider a draft providing for steps to strengthen judicial independence, check corrupt practices in the judicial system and prioritize certain 7 NATIONAL JUDICIAL POLICY categories of cases for expeditious disposal. The meeting lasted for 2-days; in one session, the representatives of the bar including Vice Chairman, Pakistan Bar Council, Vice Chairmen, 4 Provincial Bar Councils, President, Supreme Court Bar Association and Presidents, all High Court Bar Associations were also invited. After thorough deliberations, a draft report was approved. It was decided that the approved draft will be circulated to all the relevant stakeholders of the justice sector for getting their input. Accordingly, the draft policy was forwarded to all judges of the Supreme Court, High Courts and Subordinate Courts. Copies of the draft were also forwarded to the President, Supreme Court Bar Association, all High Courts Bar Associations, all District Bar Associations and all Tehsil Bar Associations.
Copies were also forwarded to Attorney General for Pakistan, all Advocates General, all Prosecutors General, Secretary, Law and Justice Division, Secretaries of 4 provincial Law Departments, all Inspectors General of Police, all Inspectors General of Prisons, members of the Law and Justice Commission of Pakistan, etc. The Secretary, NJPMC also gave a press briefing to share the draft report with the media and general public. The draft was also placed on the LJCP website for input. The draft National Judicial Policy was subjected to thorough analysis at various fora.
The members of the bar held in-house sessions to discuss the report. The District & Sessions Judges convened meetings of district judiciary alongwith representatives of the District/Tehsil Bar and forwarded their recommendations to the respective High Court. The Chief Justices of High Court held consultations with the judges of the High Court, District & Sessions Judges and representative of the High Court Bar Associations. Similarly, consultations took place in the office of Attorney General for Pakistan, Advocates General, Secretary, Law and Justice Division and Law Departments, etc. The output of such deliberations was forwarded to the Secretary, NJPMC. Many judges of superior courts, members of the bar also contributed input (list of institutions/individuals from whom replies received is at Annexure). 8 NATIONAL JUDICIAL POLICY The input/recommendations received from various fora/individual members were examined and a comprehensive draft prepared.
The draft was initially discussed in a meeting, chaired by the Registrar, Supreme Court/Secretary, NJPMC and attended by the Registrar of the Federal Shariat Court and 4 High Courts. The Committee of Registrars compiled a uniform policy draft for consideration.
The NJPMC considered the draft in its meeting on 16-17 May 2009. After exhaustive deliberations lasting for 2 days, the Committee finally approved the National Judicial Policy. The Committee decided that the respective High Court would make strategies and prepare plans for effective implementations of the Policy. The Policy will be released on 30th May 2009 in a press briefing by the Registrar, Supreme Court/Secretary NJPMC and come into force on 1st June 2009. The thrust of the National Judicial Policy is to consolidate and strengthen the independence of judiciary, thereby enabling the Judicial Organ to exercise institutional and administrative independence and judges to have decisional independence to decide cases fairly and impartially. In this regard, important decisions have been made including the determination of the Chief Justices of High Courts to decline appointments as acting Governor of the province and recall of all judges working in executive departments of the Federal/Provincial governments. The Policy also lays stress on proper conduct and judicial propriety, on the part of judges, to maintain a clean image of the judiciary.
Following the repeated assertions of the Chief Justice of Pakistan to show “Zerotolerance for corruption in judiciary”, the new Policy provides several steps/measures to nab and punish corrupt judicial officers and court staff. Greater vigilance will be exercised by the respective Chief Justices in eradicating corruption in all its forms and manifestations. The Policy provides strategy and plans for the clearance of backlog, expeditious resolution of disputes and quick dispensation of justice. Particular attention is given to timely disposal of criminal cases 9 NATIONAL JUDICIAL POLICY especially the cases of under-trial prisoners, languishing in jails. Urgency has been accorded to cases involving violation of fundamental rights and restraint on liberty/freedom of individual.
Therefore, bail matters will be quickly decided. Certain categories of cases, having close nexus with economic development and good governance, have been prioritized. It includes disputes pertaining to trade, commerce, investment, taxes, duties etc. The family cases, juvenile offences, rent matters, drugs/terrorism cases will also be kept on fast track for quick disposal. The plan of action provides for disposal of all pending cases within one year.
Newly instituted cases in the Supreme Court and High Courts will also be decided in one year period from date of filing. The High Court and Subordinate Courts in the province of Balochistan will be able to decide all pending cases within six months and all fresh cases in six months time from the date of institution. This is indeed a tall claim and difficult goal but equally strong is the determination of the NJPMC to honour its commitment to the nation. It would require gigantic efforts and hard work but every effort will be made to achieve the desired goals by full and effective utilization of existing resources. However, where new resources are required, the government will be approached for allocation of necessary funds for the purpose. Dr. Faqir Hussain Secretary 10 NATIONAL JUDICIAL POLICY National Judicial Policy A. ) INDEPENDENCE OF JUDICIARY In future no chief justice or a judge of the superior court shall accept appointment as acting Governor of a Province. No retired judge of the superior court shall accept an appointment which is lower to his status or dignity including appointment as presiding officer of Banking Court, Customs Court, Administrative Tribunal, etc. The Committee asked the retired judges of the superior judiciary to maintain the highest standards of decorum and voluntarily relinquish the charge of such posts which are lower to their status to earn respect in public and uphold the principle of the independence of judiciary.
The Committee asked the Secretary, National Judicial (Policy Making) Committee to write letters to the Secretary, Establishment Division and Provincial Chief Secretaries to relieve all such judges and may not make such appointments in future. 3) Instead of appointing retired judges/judicial officers as presiding officers of the special court/tribunal, qualified serving judges be appointed against these posts, in consultation with the Chief Justice of the High Court. Posting of serving judges against executive posts in Federal and Provincial Government Departments on deputation be discontinued.
All such judges should be repatriated to the respective High Courts, where their services are needed most for expeditious disposal of pending cases. 11 2) 4) NATIONAL JUDICIAL POLICY 5) All special courts/tribunals under the administrative control of Executive must be placed under the control and supervision of the judiciary, their appointments/postings should be made on the recommendation of the Chief Justice of concerned High Court. In future the judiciary would avoid its involvement in the conduct of elections, as it distracts the judicial officers from professional duty and complaints of corrupt practices tarnish the image of judiciary. The reputation of judiciary is at stake during election due to involvement of vested interests groups, etc in corrupt practices. On the other hand, it also adversely affects the judicial functions of the courts. Even otherwise, the Conduct of General Elections Order 2002, Representation of the People Act, 1976 and Local Government Ordinance 2001 do not contain any provision which requires that the elections are to be held under the supervision of the Judiciary. Therefore, in future, the Judiciary should remain aloof from the process of election to focus on disposal of cases.
However, in case of request from the Government, the NJPMC would decide the extent to which and form of help to be extended to Government in the conduct of elections. The judiciary will continue to extend support and cooperation in adjudication of election related disputes/complaints as provided under the law. 6) 12 NATIONAL JUDICIAL POLICY B. MISCONDUCT The Judges of the superior courts should follow the Code of Conduct prescribed for judges. They should take all steps necessary to decide cases within the shortest possible time. As provided by Article X of the Code of Conduct: “In his judicial work a Judge shall take all steps to decide cases within the shortest time, controlling effectively efforts made to prevent early disposal of cases and make every endeavor to minimize suffering of litigants by deciding cases expeditiously through proper written judgments. A judge who is unmindful or indifferent towards this aspect of his duty is not faithful to his work, which is a grave fault”. Hence, the Chief Justice of concerned High Court may report cases of violation of Code of Conduct including incidents of unusual delays/inefficient performance to the Chairman, Supreme Judicial Council for action. The prime duty of a judge is to present before the public a clean image of judiciary. The oath of a judge implies complete submission to the Constitution and under the Constitution to the law.
Subject to these governing obligations, his function of interpretation and application of the Constitution and the law is to be discharged for the maintenance of rule of law. To be a living embodiment of these powers, functions and obligations call for possession of the highest qualities of intellect and character. Equally, it imposes patterns of behavior, which are the hallmark of distinction of a judge among his fellow-men. Therefore, the Committee asked the Chief Justices to report the violations of Code of Conduct to the Supreme Judicial Council for appropriate action. 13 NATIONAL JUDICIAL POLICY C. 1) ERADICATION OF CORRUPTION The code of conduct for subordinate judiciary, framed by the Peshawar High Court and adopted by the Lahore High Court should be considered for adoption by the High Courts of Sindh and Balochistan. The present mechanism for initiation of disciplinary action against corrupt and inefficient judicial officers/court staff be improved. In each High Court a Cell to be called “Cell for Eradication of Corruption from Judiciary” may be established in the office of Registrar, under the supervision of Chief Justice of High Court to entertain complaints with credible evidence.
Copies of such complaints may also be forwarded to the Registrar, Supreme Court of Pakistan. As regards the officers/staff of the Supreme Court, a Judge shall be the Incharge of such Cell. Action should be initiated against those judicial officers/staff that carry persistent reputation of being corrupt or have their life style beyond ostensible means of income. To guard against the evil of nepotism, favoritism, corrupt means, etc, the MITs in High Courts may examine the judgments of the judicial officers to detect incidents of corruption/improper conduct. All the judicial officers of the subordinate judiciary may be asked to send copies of the judgments including bail/stay orders for scrutiny to MITs. Surprise inspections be carried out by the Chief Justices/judges of the High Courts to monitor the working of subordinate judiciary. In this regard, Judges of the High Courts be designated for each division/district on rotation basis. The District and Sessions Judges should also report about the corruption/misconduct of their subordinate judges. 14 2) 3) 4) 5) 6) NATIONAL JUDICIAL POLICY 7) The judge should himself write order sheets, interlocutory orders and register petitions. Appropriate criminal cases under the relevant provisions of law may also be registered against the judicial officers/court staff involved in corruption.
The corrupt judicial officers be made OSDs and kept against their post for the purpose of drawing salary only and disciplinary proceedings should be quickly finalized. 8) 9) 10) No judicial officer/official should be posted in home district and those remained posted in a particular district beyond 3 years should be transferred to other district. 1) Naib Courts having completed 3 months attachment with a court should be sent back to their parent department instead of transferring them to other court by rotation. 12) The complaints of corrupt practices and professional misconduct against lawyers addressed to the Chief Justice of High Court should be forwarded to the Bar Council for action. The Council should take immediate action on such complaints under intimation to Registrars of the concerned High Court. 3) Incentives should be given to the honest, efficient and hard working judicial officers including advance increments and posting at stations of choice etc. 15 NATIONAL JUDICIAL POLICY D. EXPEDITIOUS DISPOSAL OF CASES SHORT TERM MEASURES I. CRIMINAL CASES 1) In bailable cases, grant of bail is a statutory right of the accused; therefore, the court before which the accused appears or is brought may immediately release him on bail, subject to furnishing of sureties as provided under section 496 Cr. P. C. Bail application under section 497 Cr. P. C. with photocopy of the FIR, duly authenticated by the Counsel, should be accepted and the court shall call for record of the case on its own through Naib Court. In bail matters, notice to State for production of record shall not exceed beyond 3 days and all the Provincial Police Officers/Inspectors General of Police shall issue standing instructions to the concerned officers to ensure production of record without delay.
Bail applications under section 497 of Cr. P. C. hall be decided not beyond a period of 3 days by the Magistrate, 5 days by Court of Sessions and 7 days by the High Court. To overcome the problem of congestion in Jails, the court should exercise powers under section 497 Cr. P. C. keeping in view the principles of grant of bail including the principle that if the offence does not fall under the purview of prohibitory clause, grant of bail is a rule and refusal is an exception. In case bail is rejected, the court should take all possible measures for disposal of the case to reduce the chances of 16 ) 3) 4) NATIONAL JUDICIAL POLICY filing of bail petitions before the higher courts. However, where the accused desires to move the higher court, the trial court should provide attested copies of all the relevant documents to avoid the chance of requisitioning of original record from the trial court which hinders the disposal of case. 5) Applications for cancellation of bail under Sub-section (5) of section 497 Cr. P. C. should be decided within 15 days by the courts including High Court. Grant of bail or otherwise is the discretion of a court and should be exercised diligently and once a bail is granted it should not be withdrawn unless an opportunity is given to the accused. 6) In Criminal Cases it is the duty of the police/investigating agency to submit Challan (Police Report) within a period of 14 days as contemplated in section 173 Cr. P. C. In case of non-completion of investigation, an interim report shall be submitted and in such cases, the court shall not grant remand beyond 15 days period. Non-completion of investigation and non-submission of Challans in statutory period is a major cause of delays in disposal of cases.
Since, Police plays crucial role in administration of justice, therefore, the District Police Officers may be asked to ensure that the police should conclude investigation and submit Challans within the prescribed period of 14 days. They may be asked that the SHOs who fail to comply with this statutory provision should be treated as inefficient officer under the Police Order and the court may also lodge complaint under section 166 PPC against him. The DPOs should also submit list of cases in which Challans are still pending for want of investigation for inspection and passing appropriate orders by the District and Sessions Judge. 17 7) NATIONAL JUDICIAL POLICY 8) No judge should grant remand in the absence of accused and while granting remand should strictly adhere to the relevant provisions of the Code of Criminal Procedure and principles laid down in the Hakeem Mumtaz case (PLD 2002 SC 590) All criminal cases punishable with imprisonment for upto 7 years registered after 1st January 2009 be kept on fast track for disposal within 6 months. ) For disposal of freshly instituted cases within the stipulated period and to avoid piling of cases, there may be practical difficulties but the same can be overcome by extending court timings depending upon the workload. The extended time could be utilized for writing judgments, framing of charge and other miscellaneous work. 10) All criminal cases punishable with imprisonment from 7 years and above including death cases shall be decided within a period of 1 year. Chapter XX and XXII-A of the Code of Criminal Procedure 1898 prescribe detailed procedure for trial of cases by Magistrate and the Court of Sessions to ensure fair trial for the accused.
Since this procedure takes longer time, therefore to finalize the proceedings, the following measures should be adopted to cut short the delays: a) On receipt of Challan, the court shall immediately fix the case and issue production warrants/notice. When the accused is brought or appears before the court he should be provided with copies of statements and relevant documents as provided under section 241C and 265C Cr. P. C and be directed to ensure presence of his Counsel on the next date of hearing enabling the court to commence the trial. 18 b) NATIONAL JUDICIAL POLICY c) Under section 173 Cr. P. C, it is the duty of the concerned SHO/ Investigating Officer to produce witnesses and case property before the court during trial. Therefore, the court shall take all necessary measures to bind the SHO/IOs to procure evidence on the fixed date. All efforts should be made to produce witnesses and the case property on the first date of hearing. If no case is made out or there is no probability of accused being convicted, the accused should be acquitted of the charge under Section 249-A or 265K CrPC, as the case may be. The court shall not grant unnecessary adjournments and if possible should proceed with the case on dayto-day basis.
The court shall take care that only relevant and admissible evidence is recorded. The District and Sessions Judges should hold meetings with the jail authorities to ensue the production of UTPs on the date of hearing to avoid delays on account of non-production of prisoners. The court should take strict action against the parties or witnesses causing deliberate delays in proceedings. The judgments should be based on well founded reasons and acumen so that it not only resolve the disputes but also lessen the prospects of future litigation. d) E) f) g) h) i) j) 19 NATIONAL JUDICIAL POLICY k) Delay in disposal of criminal cases is mostly due to the non-cooperation of relevant stakeholders of justice sector namely, lawyers, police and prison authorities; therefore, the court should ensure that they may fulfill their legal obligations to minimize delays and expedite trials. 1) Cases relating to preventive detention under section 107 read with section 151 Cr. P. C. should be decided as early as possible by following the procedure as envisaged under section 112, 117 and 118 Cr. P. C. 12) Production before court for remand/trial is a statutory right of every prisoner; therefore, the District and Sessions Judges should ask the jail authorities to ensure that the prisoners must be produced before the court. The District and Sessions Judges should also monitor that while granting remand all requisite procedural formalities are complied with.
Sub section (3) of section 167 Cr. P. C. requires that while granting police remand reasons should be recorded for doing so after scrutiny of record and under no circumstances accused should be remanded to police custody unless it is made clear that his presence is actually needed for some specific purpose connected with the completion of investigation. Moreover, sub section (4) of section 167 Cr. P. C. requires the Magistrate to forward a copy of remand order with reasons for making it to the Sessions Judge.
Strict compliance of this provision would help the Sessions Judges to supervise the action of Magistrates working under them. Section 344 Cr. P. C. empowers the Court to postpone/adjourn the proceedings and remand the accused person to judicial custody upto 15 days; however, 20 NATIONAL JUDICIAL POLICY grant of judicial remand in routine on “Robkars” in absence of accused person amounts to violation of law. Therefore, it is recommended that adjournments should not be granted unless necessitated in the interest of justice and for the reasons beyond control. 13) In criminal cases, non-representation of accused by Counsel is also a source of delay in trial, therefore, the Chief Justices of High Courts, in consultation with the Chairman of the Legal Aid Committee of the Provincial Bar Councils or Pakistan Bar Council, may appoint lawyer in such cases to avoid delay. In this regard a list of the advocates should be maintained in each district so that they can be appointed for provision of legal aid to accused person who cannot afford to hire the services of Counsels. However, prior to appointing any Counsel option of selection from that list should be given to the accused in the interest of justice. 14) To check the tendency of filing false and frivolous cases, the court should take penal action against the party by imposing fines under section 250 Cr. P. C. or filing complaints under section 182 and 11 of the PPC. In cases triable by a Magistrate, if the court discharges or acquits all or any of the accused and is of the opinion that the accusation against them or any of them was false or frivolous, the court may acquit or discharge the accused and may call upon the complainant/informant to show cause as to why he should not pay compensation to the accused.
After considering the facts and circumstances of the case the Magistrate may direct the complainant / informant to pay to the accused a compensation not exceeding rupees twenty five thousand. The compensation payable under section 250 is recoverable as arrears of land revenue. 21 NATIONAL JUDICIAL POLICY If this provision of the law is enforced in its true sense, it would certainly help to reduce the number of groundless and frivolous complaints/ cases . However, in fixing the amount of compensation, the court should carefully consider the status of accused as well as that of the complainant and the nature of accusation. Besides, if it appears to a court that forgery or perjury has been committed in relation to any proceeding before it then the court can proceed against the defaulter under section 476 Cr P. C. to vanish the impression that anyone can abuse the process of law by falsehood or fabrication and that too without any risk of prosecution. Before prosecuting the accused it is essential for the court to consider whether there is a reasonable probability for the conviction and is it expedient in the interest of justice or not?. Under section 476 of the Cr. P. C. the court may itself take cognizance of the offence and try it in accordance with the procedure prescribed for summary trials in Chapter XXII of the Code. However, if the court considers that the accused should not be tried summarily under section 476, it may after recording the facts constituting the offence and statement of the accused forward the case to a court competent for trial. 15) Under the Police Order 2002, the Police Complaints Authorities and District Public Safety Commissions are setup at various levels for enquiring into complaints against police regarding misuse of authority, dishonest investigation, negligence and inefficiency.
Therefore, it is needed that in appropriate cases the Presiding Officers should make references to concerned authorities for initiation of proceedings against the delinquent police officers/officials. 22 NATIONAL JUDICIAL POLICY 16) Transfer applications under section 526 & 528 Cr. P. C, miscellaneous applications like Supardari of vehicle and disposal of property under chapter XLIII of the Code and other applications arising out of interim orders should be decided within 7 days. 7) In murder references under section 374 Cr. P. C, the practice of printing paper books be discontinued and photocopied books may be accepted so as to avoid unnecessary delay in disposal of appeals for want of printing of paper book 18) To address the issue of convicts including women languishing in jails for want of payment of Diyat, Arsh & Daman even after serving their entire period of sentence of imprisonment, the Federal Government has already framed Rules, called the Diyat, Arsh and Daman Fund Rules 2007. However, despite lapse of considerable time the benefits of this legislation have not trickled down to the deserving convicts. Therefore, the Provincial Chief Secretaries may be asked to consider the cases of such convicts and make necessary arrangements for payment on first come first-serve basis. The provincial government may also explore possibilities for creating other funds through Bait-ul-Maal, provincial charitable endowment, if any, and donations. Such funds shall be maintained under proper accounting/auditing mechanism. 9) The Courts/Government should make use of the Probation of Offender Ordinance 1960 as well as the Good Conduct Prisoners Probation Release Act 1926 to extend benefits of the said laws by releasing the deserving convicts on parole/probation in accordance with law. 23 NATIONAL JUDICIAL POLICY For effective use of these legislations the Committee recommended that: a) The Probation and Parole Officers should be activated and be asked to visit jails frequently for conducting inquiry and submission of reports to facilitate the courts and provincial governments to consider the cases of deserving convicts.
The Provincial Home Departments should ensure the presence of Probation and Parole Officers in jails during the visits of the Sessions judges and judges of the High Court. The Registrar, Supreme Court/Secretary, NJPMC may convene regular meetings of the Registrars of the High Courts and Home Secretaries to evolve strategies for effective enforcement of the aforesaid laws. In proper cases the Sessions judges should exercise powers under Probation of Offender Ordinance 1960 or make recommendations to concerned government to extend favour to the convicts /UTP under Good Conduct Prisoners Probation Release Act 1926, as the case may be. ) c) D) 20) The Registrars of High Courts should approach the Law and Justice Division to know about the pending mercy petitions and copy of the list shall be submitted to the Registrar, Supreme Court, who shall take-up the matter with the competent authority in consultation with the Chief Justice Pakistan on priority basis. In case of rejection of mercy petition, the Provincial Home Secretaries should ensure completion of the process without unnecessary delay to maintain the deterrent 24 NATIONAL JUDICIAL POLICY effect of the sentence. 21) Emphasis should be given on quick disposal of Narcotics and Anti Terrorism cases, cases of women and Juvenile offenders etc. For early disposal of ATA cases, the Committee recommended that the judges of the High Courts and Supreme Court be designated to monitor and ensure compliance of guidelines laid down in case of Liaquat Hussain vs. Federation of Pakistan (PLD 1999 SC 504). 2) To clear the backlog under different categories, special benches should be constituted at Principal seat and Branch Registries of Supreme Court and High Court to decide current/old cases by placing the prioritized ones on fast track. 25 NATIONAL JUDICIAL POLICY II. CIVIL CASES 1) Writ petitions under Article 199 of the Constitution should be fixed for ‘Katchi Peshi’ on the next day of institution and be disposed of as quickly as possible. Writ petitions of the following categories if competent under the law, should be decided within 60 days: I. Pertaining to service disputes including promotion, transfer and such other matters, Relating to admission of students in professional colleges and allied matters, 2) II. 3) Stay matter under Order 39 rule 1&2 should be decided within 15 days of grant of interim injunction and in case of delay, the judicial officer should report reasons to the concerned Chief Justice of the High Court through Registrar. The Committee considered the issue of frequent grant of temporary injunctions by the courts without realizing the consequences and recommended that the following instructions should be complied with strictly: a) All Courts shall examine such applications critically and ensure that the interlocutory injunctions should be granted ex-parte only in very exceptional circumstances, unless the plaintiff can convince the Court that by no reasonable diligence could he have avoided the necessity of applying for unilateral order.
Such injunctions should be limited to a minimum time within which a defendant can come effectively before the Court. b) 26 NATIONAL JUDICIAL POLICY c) It should be noted that under Rule 2-A of Order 39, Code of Civil Procedure, an interim injunction passed in the absence of the defendant shall not ordinarily exceed 15 days, provided that such injunction may be extended for failure of its service on the defendant when such failure is not attributable to the plaintiff or when the defendant seeks time for defence. The Court should take greatest care to state exactly what acts are restrained instead of copying the application, and if only one or some of the acts are sought to be restrained, the injunction should be confined to that and should not hold on other acts to which the defendant can possibly object.
When the defendant appears or files his reply/affidavit then the court should immediately dispose of the matter without any adjournment and if it is not possible the court should take an undertaking from the defendant to be restrained from doing any act complained about. The Court should not allow the abuse of injunction by common tactics such as non-service of process or lingering on the period by seeking adjournments etc. An order of Injunction made under Rule 1 or 2 of Order 39 after hearing the parties or after notice to the defendant shall cease to have effect on the expiration of six months unless extended by the Court after hearing the parties again and for reasons to be recorded for such extension and a report of such extension should be submitted to the High Court. d) e) f) g) 4) The rent cases should be decided speedily within a period of 4 months. 7 NATIONAL JUDICIAL POLICY It is noticed that the provisions of rent laws are not properly understood, appreciated and applied in proceedings by the Rent Controllers, therefore, the Committee asked for strict compliance of guidelines given by the Supreme Court of Pakistan in case reported in SCMR 2000 at page 556, which are as under:a) Affidavits of not more than two witnesses in support of the ejectment application shall be filed in the Court in addition to the affidavit of the petitioner himself in support of the contents of ejectment petition. While replying to the ejectment application the respondent shall be similarly required to submit his own affidavit and affidavits of two other witnesses in support of his affidavit on the date fixed in the notice served upon him. The parties shall be bound to produce their witnesses for purpose of their respective cross-examination on the day fixed by the Court. A party obtaining the affidavits of the witnesses in support of his petition / reply would be bound to produce them in the Court for cross-examination and in case of its failure to do so their evidence shall be excluded from consideration.
Appeals against the interim orders of the Rent Controller and resort to Constitutional jurisdiction, against orders at intermediate stages arising out of the ejectment proceedings, should be discouraged. The Court should take serious view of the situation when witnesses for cross-examination in support of their affidavits deliberately avoid / evade appearance in Court. 28 b) c) d) e) f) NATIONAL JUDICIAL POLICY g) Adjournment of ejectment petition should not be allowed except under unavoidable circumstances on an application moved by a party supported by affidavit. In such cases also adjournment should not be made for a period exceeding three days. Following the above procedure in ejectment matters appears to be necessary to achieve the goal of expeditious disposal of a case within a period of three months particularly in respect of residential tenements. 5) Appeals, Writ Petitions and other miscellaneous petitions pertaining to rent matters should be decided in 60 days. Revision petitions under CPC arising out of interlocutory orders i. e. nterim stay orders, misjoinder and non-joinder of necessary parties, appointment of local commissioners and non-payment of court fee should be decided within 3 months subject to the maintainability of such petition. Family cases should be decided within 3-6 months.
Civil appeals arising out of family cases, custody of minors, guardianship cases, succession and insolvency cases, if competent, shall be decided within 30 days and for any delay, reasons should be furnished to the High Court. Banking, tax, duty, levy and cess cases should be decided within 6 months. ) 7) 8) 9) 10) Civil Judges should decide review applications within 30 days and the trial of new cases (instituted after 1st January 2009) should be completed within 6 months. 11) Negotiable Instrument cases which are decided through summary procedure as provided under Order XXXVII of the Code of Civil Procedure 1908 should be decided in 90 days. 29 NATIONAL JUDICIAL POLICY 12) Priority should be given to women and juvenile cases for quick disposal. 13) The Small Claims and Minor Offences Courts Ordinance 2002 should be applied in earnest. The High Courts should designate civil judges cum magistrates to try exclusively cases under said law. Such judicial officers be imparted training in ADR. For this purpose a Committee of judges of the High Courts headed by a judge of the Supreme Court would arrange training in ADR for master trainers who would later on train the remaining judges in provinces.
The Small Claims and Minor Offences Ordinance Courts 2002 has been promulgated for providing exclusive forum for facilitating the resolution of small disputes. This law also provides for ADR mechanism for facilitating the resolution and settlement of disputes outside the court system. This could be transformed into an excellent forum for addressing backlog of cases, therefore, the High Courts should approach respective provincial governments for establishment of more such courts to deal with the cases under the provisions of Small Claims and Minor Offence Courts Ordinance 2002 exclusively. 14) In the Supreme Court and High Courts, priority should be given to dispose off old cases, except cases in which special orders were passed by court for fixation of the cases on specified dates. 5) To clear the backlog under different categories, special benches should be constituted for each category on the Principal seat and Branch Registry of the Supreme Court and High Court. There should be a commitment of judges to decide the old civil/criminal cases (filed upto 31 December 2008) within one year. 16) Priority should be given to the disposal of trade, commercial and investment cases. Such cases should be managed on fast 30 NATIONAL JUDICIAL POLICY track through establishment of designated courts and by constituting special benches by High Courts and Supreme Court. 7) Late issuance of cause lists by the High Courts creates problems for lawyer/litigant and parties to appear in court on short notice, which results in adjournments.
Therefore, to provide reasonable time to the parties to adjust their schedule, the Supreme Court and High Courts should issue their cause lists one month in advance 18) The District Judges should adopt such measures which ensure handling of 50% of cases from backlog (filed up to 31 December 2008) and 50% from new cases (filed on 1st January, 2009 and onward). For early disposal of cases, the courts should adopt the following measures: a) To cope with the problem of increasing litigation, it is necessary that the courts shall carefully scrutinize the pleadings, record and dismiss/reject false, fictitious and frivolous cases as provided under Code of Civil Procedure 1908. The provision of Order 11 of the C. P. C. regarding discovery and inspection should be applied properly to narrow down the controversies as well as issues leading to recording of statement of fewer and relevant witnesses. The parties denying documents that may be proved later should be burdened with costs incurred for proving that document as well as incidental costs.
The courts should make use of section 89A C. P. C. to resolve disputes through Alternate Dispute Resolution 31 b) c) d) NATIONAL JUDICIAL POLICY (ADR) including conciliation, mediation and arbitration or any such other appropriate mode. e) The plaintiff should be obligated to provide the defendant’s mailing address and telephone/ fax number. The present strength of process serving agencies is inadequate and should be appropriately increased and alternate methods of service including courier service be used as ordinary mode of effecting service. The courts should take strict action against parties or witnesses who cause deliberate delay, through imposition of costs. Execution proceedings should be completed quickly for satisfying the decree.
The court should discourage frequent interlocutory applications for concentration on disposal of cases as a whole. f) g) h) i) 9) To check filing of false and frivolous cases the courts should impose compensatory costs under section 35-A of the C. P. C. Similarly on the patron of High Court of Sindh, the other High Courts may also amend the relevant rules for incorporation of a provision to impose a cost upto rupees one lac for false, frivolous and vexatious litigation. 20) Civil and criminal functions of the court should be bifurcated so that the judicial Officers can try criminal and civil cases exclusively. For fuller comprehension of civil/criminal law and experience, such judicial officers be rotated annually. 32 NATIONAL JUDICIAL POLICY LONG TERM MEASURES 1) The judges of High Courts should carryout inspections of prisons periodically for ensuring compliance of Prison Rules and giving on the spot remedy/relief to the deserving prisoners in accordance with law. The High Courts should frame an equitable, consistent and coherent policy for sending the Judges to the permanent and circuit benches so that every judge gets equal opportunity to serve at the principal seat and benches. A Judge may not be transferred just for hearing a particular case and thereafter transferring him to other station, as this practice is against the principle of independence of judiciary. Necessary funds be provided by Government for infrastructure support like construction of courtrooms, amenities for lawyers/litigants parties. The strength of judicial officers and administrative staff should be increased to cope with rising trend of litigation in the country.
Adequate staff, library facilities and accessory equipment like computers should also be made available to courts. The Committee recommended the following: a) The vacant posts in the subordinate courts should be immediately filled and funds for creation of new additional posts of Civil Judges cum Judicial Magistrates may be acquired from respective governments. Presently, judicial officers are appointed through respective Provincial Public Service Commissions which takes time. Keeping in view the emergent need of judges to clear backlog, the High Courts should consider making appointments on adhoc basis. 33 2) 3) b) NATIONAL JUDICIAL POLICY c) The High Courts should utilize the Provincial Judicial Development Fund (PJDF) to make available the essential paraphernalia such as provision of furniture, law books, typewriters and creating an integrating computer network for access to information and material and effective supervision/monitoring of the performance of the subordinate courts.
The respective Provincial Governments may be approached for grant of supplementary funds for the construction of courtrooms, bar rooms, waiting rooms for litigant parties and witnesses and residential accommodation of judicial officers/court staff. Upgrading and activation of judicial academies to arrange pre and in-service training of the judicial officers and staff. Seminars and workshop should be organized for judges to have regular interaction and experience sharing with other judges at provincial and national level. d) e) f) 4) Scattered courts are also one of the major causes of nonappearance of lawyers as it takes hours to reach from one court to another. Therefore, in the cities court complexes should be constructed to accommodate all courts in one premises. Presently, some judges of the High Courts are performing additional functions like Chairman, Environmental Protection Tribunals, Labour Appellate Tribunals etc which affects the working of the High Courts as a whole, therefore, it is decided that the concerned Government may be asked to appoint suitable persons against these positions instead of giving additional charge to the High Court Judges. ) 34 NATIONAL JUDICIAL POLICY 6) The Government of Sindh in exercise of powers conferred under section 59 of the Prisons Act 1894 has brought an amendment in the Prisons Rules where-under the condemned prisoners are not kept in death cells till final decision on their appeals.
Keeping in view the agonies of the condemned risoners detained in death cells, the Committee directed that the Provincial Governments of Punjab, Balochistan and NWFP should consider making similar arrangements for taking out the condemned prisoners from death cells and keeping them in barracks with adequate security arrangements. The Provincial Governments should realize the difficulties of under resource and over congested jails and establish new jails at district level or enhance the capacity of existing jails by constructing new barracks duly equipped with necessary amenities.
Non-production of prisoners before the Courts for trial due to shortage of resources and cramped judicial lockups is a major cause of delay in quick disposal of cases, therefore, the Provincial Governments should equip the prison department with necessary resources and increase the capacity of judicial lockups by constructing additional rooms with necessary facilities and security so that prisoners who are brought from other Districts should be kept there to face their trial. To address the problem of medical facilities to the inmates of various jails, the Committee recommended that the Chief Justices of the High Courts should hold meetings with the Chief Secretaries and Finance/ Health Secretaries of the provinces to chalk out policy for providing adequate medical treatment facilities to the ailing prisoners. 7) 8) 9) 10) The capacity and functioning of process serving agencies be improved and for this purpose, the provincial governments may be approached for funds. 35 NATIONAL JUDICIAL POLICY 11) Computerization and networking should be introduced at all levels of judicial hierarchy. By introducing specifically designed software, the effectiveness of computers could be enhanced to check and monitor the case flow and measuring the qualitative and quantitative output of judicial officers. Therefore, all the computers of a province should be connected through web based networking so that data transferring to MIT branch, High Court becomes easy. 12) Installation of Video Conferencing facility between the courts and jails will also help the courts in early disposal of cases. Therefore, High Courts should take initiatives for introducing modern techniques and automation in the courts. 3) In the province of Punjab, the judicial officers of the subordinate Judiciary are drawing additional judicial allowances equal to three times of their salaries, therefore, it is desirable that the judicial officers of all the provinces be treated alike and disparity in their salaries and allowances be removed. 14) The salary/allowances of court staff should also be suitably increased. Drafted by: -Sd(Dr Faqir Hussain) Secretary, NJPMC Approved by: -Sd(Justice Iftikhar Muhammad Chaudhry) Chief Justice of Pakistan/Chairman, NJPMC 36 NATIONAL JUDICIAL POLICY Annexure Institutions/Individuals from whom input received . 2. 3. 4. 5. 6. 7. 8. 9. 10 Supreme Court of Pakistan.
Federal Shariat Court. Lahore High Court. High Court of Sindh. Peshawar High Court. High Court of Balochistan.
All District and Sessions Courts. Mr. Justice Mian Shakir-ullah-Jan, Judge, Supreme Court of Pakistan. Mr. Justice Ijaz ul Hassan, Judge, Supreme Court. Mr. Justice M Qaim Jan Khan, Judge, Supreme Court. 11. M r. Justice Zia Perwaiz, Judge, Supreme Court. 12. Mr. Justice Ghulam Rabbani, Judge, Supreme Court. 13. Mr. Justice Rashid Ahmed Jhalandari, Judge, Supreme Court. 14. Mr. Justice (R) Rana Bhagwandas. Member, LJCP. 15. Professor Jawad S. Khawaja. Member, LJCP. 16. Ms. Anis Haroon, Chairperson, National Commission on the Status of Women/Member, LJCP. 17. Attorney General for Pakistan. 18. Ministry of Law & Justice, Govt. of Pakistan. 19. Law Department, Govt. of the Punjab. 20. Law Department, Govt. of Sindh. 37 NATIONAL JUDICIAL POLICY 21. Law Department, Govt. of NWFP. 22. Law Department, Govt. of Balochistan. 23. Prosecutor General, Punjab. 24. Prosecutor General, Sindh. 25. Prosecutor General, N. W. F. P. 26. Advocate General, Punjab. 27. Advocate General, Sindh. 28. Advocate General, Balochistan. 29. Inspector General of Police, Punjab. 30. Inspector General of Police, Sindh. 31. Inspector General of Police, N. W. F. P. 32. Inspector General of Police, Balochistan. 33. Inspector General of Police, Islamabad. 34. Inspector General of Prisons, Punjab. 35. Inspector General of Prisons, Sindh. 36. Inspector General of Prisons, N. W. F. P. 37. Inspector General of Prisons, Balochistan. 38. Director General, Federal Investigation Agency, Islamabad. 39. Mr. Mahmood-ul Hassan, Vice Chairman, Sindh Bar Council, Karachi. 40. Mr. Naeem Perwaiz, Secretary, NWFP Bar Council. 41. Mr. Tahir Shabbir Ch, Advocate, President, District Bar Association, Sahiwal. 42. Mr. Niaz-ul-lah Khan Niazi, Advocate, President, Islamabad Bar Association, Islamabad. 38 NATIONAL JUDICIAL POLICY 43. Mr. Haroon Irshad Jannjua, President, District Bar Association, Chakwal. 44. Mr. Hamid Khan, Advocate, Supreme Court. 45. Mr. Ibad ur Rehman Lodhi, Advocate, Supreme Court, Rawalpindi. 46. Syed Zulfiqar Abbas Naqvi, Advocate, Supreme Court, Rawalpindi. 47. Mr. Mehmood Ahmed Ghani, Advocate, Supreme Court, Clifton, Karachi. 48. Dr. Tariq Hassan, Advocate, Supreme Court, Islamabad. 49. Mr. Rustam Khan Kundi, Advocate High Court. Dera Ghazi Khan, NWFP. 50. Syed M. Haroon Rashid, Advocate, High Court, Hyderabad. 1. Mr. Sabhagchand D. Matlani, Advocate.
High Court, Dadu, Sindh. 52. Professor M. Wali khan, Organizational Reform Expert, High Court of Sindh. 53. Syed Asghar Ali Shah, ADSJ, NWFP. 54. Mian Fiyaz Rabbani, SCJ, Mirwah, District Khairpur. 55. Rana Muhammad Nawaz Khan, Civil Servant/Executive Officer, Home Office, UK. 56. Mr. Javid Mian, District Attorney, Lahore. 57. Mr. Abdul Ghani, (Citizen), Sagodha. 58. Mr. M. Yaseen Malik, (Citizen), District Gujarnawala. 59. Mr. Khan Muhammad Khosa, Jampur. 60. Mrs. Zarina Shamim, Widow of Ch. Dil Muhammad Tarar, Advocate Supreme Court, Islamabad. 39
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Retrieved November 5, 2025 , from
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Industrial Attachment Report
Content:
Chapter 1
- Background
- Objectives
Chapter 2
- Location and Brief history of establishment
- Objectives and establishment
- Organizational structure
- The various departments/units in the establishment and their function
Chapter 3 and 4
- Reporting on the work actually carried out with clear statements on experiences gained
Chapter 5
- Summary of attachment activities
- Problems encountered during the program
- Suggestions for improvement
Chapter One
Introduction and Background
Industrial Attachment is an industrial training giving to every student in Ghana Telecom University College in its third year in the four year course undertaking. This is normally undertaking in the long vacation which last for a period of three months. The industrial attachment considers the course taking in the tertiary. Students normally go to an institution related to their course of study. Industrial attachment involved both the private and public institution or government organizations. Normally the institutions (Ghana Telecom University College) negotiate with the various institution or organization to attach some students to the Organization. Industrial attachment is an integral part of curriculum in Ghana Telecom University College, preparing students for dynamic, real-life IT employment situations, cultivating their professionalism, aptitude and attitude, adaptive, interpersonal and collaborative skills.
They are placed in real-life situations working alongside with experience professionals in the IT industry, both local and overseas. The final-year students are able to put into practice the knowledge and skills acquired from their course, applying it to real-life working environment, gaining the required experience even before they graduate. This helps prepare the student for ready absorption into the workforce and various industries. The attachment also helps to forge, foster and support a close relationship between the Industry and the Ghana Telecom University College . e. g. Relationship between Vodafone Ghana and Ghana Telecom University College.
Objectives
The objectives include providing a structured attachment program with emphasis on applications, management and hands-on experience for the students to:
- Apply knowledge learned
- Acquire practical skills
- Strengthen work values
- Gain interpersonal skills
Chapter Two
The Establishment of Ecobank
History of establishment of Ecobank and Location Ecobank, whose official name is Ecobank Transnational Inc. , is a pan-African banking group with a presence in more African countries than any other bank. It is the leading independent regional banking Group in West and Central Africa, serving wholesale and retail customers. ETI, a public limited liability company, was established as a bank holding company in 1985 under a private sector initiative spearheaded by the Federation of West African Chambers of Commerce and Industry with the support of ECOWAS. In the early 1980’s the banking industry in West Africa was dominated by foreign and state-owned banks. There were hardly any commercial banks in West Africa owned and managed by the African private sector.
ETI was founded with the objective of filling this vacuum. Ecobank maintains a network of over 600 branches and service offices. The bank group's customer base is almost 2 million accounts in Ghana. The group employs in excess of 11,000 people. The shares of Ecobank Transnational Inc. , the parent company of Ecobank, are traded on three West African stock exchanges, namely: the Ghana Stock Exchange (GSE), the Nigeria Stock Exchange (NSE) and the BRVM stock exchange in Abidjan, Ivory Coast. Ecobank Ghana has been instrumental in the financial affairs of Ghana. One notable development is the financing of Ghana's sole oil refinery at Tema, a city east of the capital city of Ghana. Ecobank Ghana is the third-biggest bank in Ghana. Barclays Bank is the countries biggest, followed by Standard Chartered Bank. Ecobank Ghana has it head office at North Ridge Accra where I was attached to customer service quality department.
Objective of Establishment
- To project Ecobank as a responsible and caring corporate citizen
- To assist communities and certain underprivileged groups provide for themselves a brighter future.
- To encourage creativity and excellence among West Africans.
- To foster integration within the region Areas of Interest
- Entrepreneurial development (especially in rural-based )
- Education
- Health
- Community development
Organization Structure Ecobank Ghana Limited
- Strategic management Involves the Group that owns Ecobank West Africa and Managing directors of any Ecobank country in Africa.
- Tactical management
- Operational management
The Various Department/Unit in Ecobank and Their Functions
Human resource management department (HRM): The Human Resources Management (HRM) function includes a variety of activities, and key among them is deciding what staffing needs you have and whether to use independent contractors or hire employees to fill these needs, recruiting and training the best employees, ensuring they are high performers, dealing with performance issues, and ensuring your personnel and management practices conform to various regulations. Customer service quality department Customer service is a series of activities designed to enhance the level of customer satisfaction that is, the feeling that a product or service has met the customer expectation. This department includes the tellers and front desks.
- Answering customer inquires.
- providing technical and other information
- letting customers track accounts or order status
- Allowing customers to customize and order online
- Procurement department
Is Central support organization responsible for acquisition of goods and services, payment of vendors, reimbursements and development of vendor contracts.
The procurement department receives and distributes materials and resources needed by the various departments. Marketing Department They used to identify the customer, to keep the customer, and to satisfy the customer. With the customer as the focus of its activities, it can be concluded that marketing management is one of the major components of management. The marketing department takes care of all marketing and advertising related tasks including, publishing and advertisement. I. T Department Information technology (IT) refers to the management and use of information using computer-based tools. The department creates data, stored company data and processed data on computers. In some cases the data must be input to computers by the teller or from any other department or operations using devices such as keyboards and scanners. In other cases the data might be created electronically and automatically stored in computers for by business continuity. The department supports organization transactions in terms of the communicating to their sister companies or branches in the Country or West Africa. The departments serve as the backbone for the company in all the various transactions performance by the company.
Chapter Three
Report on work actually carried out. The work I actually carried out of at Ecobank Customer service quality department is in two forms, namely i. Mystery shopping ii. Branch performance Mystery shopping or mystery consumer is a tool used by market research companies to measure quality of retail service or gather specific information about products and services. Mystery shoppers posing as normal customers perform specific tasks such as purchasing a product, asking questions, registering complaints or behaving in a certain way and then provide detailed reports or feedback about their experiences. The customer service quality department of Ecobank also adapts the mythology of accessing the integrity of its employee. The process was carried out by me through out the seventeen branches in Accra and five branches in Tema. After the survey I prepared a report which covers the following points for management decision making.
• number of employees in the store on entering
• how long it takes before the mystery shopper is greeted
• the name of the employee(s)
• whether or not the greeting is friendly, ideally according to objective measures
• The questions asked by the shopper (me) to find a suitable product.
What amount charge on making money transfer from Ecobank to another bank or within Ecobank? What one need open an account in Ecobank? What are the products or package of Ecobank? What are the electronic cards of Ecobank and its requirement to get it? What it take hold for a customer to hold or get any of the various electronic cards of Ecobank? How much do Ecobank charge on money transfer?
- The types of products shown in the Ecobank environment.
- whether or how the employee attempted to close the sale
- whether the employee invited the shopper to come back to the store
- cleanliness of store and store associates
- speed of service( turn around time)
- compliance with company standards relating to service, store appearance, and grooming/presentation
Chapter Four
Branch performance To analyze the performance of the branch network, or to identify the strengths and weaknesses of the bank’s existing network of sites. I analyzed the demand potential for each branch location in relation to its actual performance. Results from this analysis helped identify underperforming branch locations and candidates for divestiture. To further aid in analyzing performance, a location ranking of existing branches was incorporated. With branch performance I need to interview various branch managers to see how they relate to their worker and to know how he or she manages the affairs of the company. I also monitor previous operation to date I visit that branch in terms of how manage people opens an account a day, which type of account. I also monitor the time it takes for a customer request to be fulfill when he or she place a request for ATM, Visa and Master (Gold Card) cards. I also interview some of the workers especially the tellers but I went through the various department. Our interest is most in the front desk workers and their knowledge about packages of the Bank. To evaluate its current branch network and identify branch locations performing below the deposit potential
Benefits
- Determine the trade area demand potential at each branch location
- Review the deposit volumes of all competitors in the region
- Identify the strengths and weaknesses of the branch network
- Provide a clear and concise strategy for each branch location
- Adhere to strict guidelines to ensure actionable results
- Ensure consistency in procedures and capture in-house expertise in a systematic, statistical tool Client Testimonial
Chapter Five
Conclusion and Recommendation
Summary of Attachment Activities
I was at the head office of Ecobank, Customer Service Quality Department. My responsibility is to visit the various branches in Accra as mystery shopper and later measure branch performance. As a Mystery Shopper I measure quality of retail service or gather specific information about products and services and worker or employee relation to customers. Branch performance analyzes the performance of the client’s branch network, or to identify the strengths and weaknesses of the bank’s existing network of sites. I analyzed the demand potential for each branch location in relation to its actual performance. Results from this analysis helped identify underperforming branch locations and candidates for divestiture. To further aid in analyzing performance, a location ranking of existing branches was also incorporated.
Problem Encountered During The Program
Customer are time as soon as they enter into the banking hall and the time he or she will walk out the banking hall as they perform any of the transactions in the hall. I encounter a lot of problem during the mystery shopping because most of the front desk especial the customer service desk don’t have patient for the customers. E. g. one of the workers in Tema Main Branch insults me just that I was asking a lot of questions. The workers some at time hide themselves from you when they get to know that you are coming from the Ecobank head office and you will be doing branch performance. 5. 3 Suggestion for improvement of the scheme This attachment programme or scheme can be improved by sending the students to a particular company monitored by the supervisor in the company. The report or the evaluation should come from the supervisor to the university in addition the report the each student will write on his or her own. Student should also be posted to a company that is related to his her field of study.
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Industrial Attachment Report. (2017, Sep 21).
Retrieved November 5, 2025 , from
https://studydriver.com/2017/09/page/12/
Hot Dog or Pizza
Hot Dog or Pizza? Polyurethane wheels spin furiously as gaggles of giggling children race past in a rush to get nowhere. Parents talk amongst themselves casually while always keeping a watchful eye on the rink, anticipating the inevitable fall of a child that they hope will not be theirs. The scent of freshly baked pizza wafts throughout the building, enticing the families as if all this excitement were not enough to build up an appetite. This was the place to be on an idle Saturday in this small suburb of New Jersey, drawing in dozens of children and preteens every weekend. My party has to be here, mom! ” I whined, convinced that nowhere else would be quite as fun, even though every other kid in my class celebrated their birthday there as well. So instead of hosting a hair-braiding, truth-or-dare slumber party, or going to see the latest preteen comedy movie, my birthday festivities would of course occur here, at United Skates of America. I waited the month or so until my party with bated breath, patience not one of the virtues bestowed upon an (almost) ten-year-old. When the day had finally arrived, my family piled in our car with my two best friends; Eileen, a slightly too tall for her age, kindhearted Irish brunette, and Jen, a spunky blonde tomboy with one of those smiles that stretch across the face and matching dimples to go with it- the rest of the eager party-goers would meet us there. We arrive at the rink, a large concrete building with paint the gray color of dingy gym socks peeling in various places around the entrance, the poorly marked building easily missed by the untrained eye. A sign decorated with faded primary colors that barely still read the name of the rink hangs to show that the facility is still operational. Car doors slam open and then shut again as children dash from the vehicles, the gravel of the unpaved parking lot crunches underfoot. Children immediately begin to chatter amongst themselves as though they had not seen the others for a long period of time. Eventually however, a short freckly redhead recalls everyone’s attention as to why we had gathered at this rink in the first place. The mad rush begins again and 15 or so pairs of short legs sprint towards the door. Walking through the oversized metal door that weighs more than it should, children’s eyes light up with a joy only superseded by discovering all the presents left under the Christmas tree by Santa. First things first, everyone must rent their skates. These skates have been worn several times a day for who knows how many years, the scent drifting from behind the rental desk not much different than that of bowling shoes. Parents help make sure the skates are laced up tight enough. Now that everyone’s feet feel more like they are tied in a straight jacket rather than wearing shoes, it is time to hit the floor. Other skaters fly past me, creating a breeze as I try to set foot in the rink. I place one skate on the smooth, polished hardwood floor and immediately -- BANG! Feet still in the skates fly up above my head as I land flat on my back. As a testament to childhood resiliency, I get back on my feet, silently thanking my mom for making me wear the tacky pink helmet previously decorated with shimmering stickers in various girly shapes and hoping no one I knew saw. The carefree skating continues for an hour or so as the latest pop hits blast over the speaker system- boy bands belt out love songs irrelevant to our generation at the time and Britney asks to be hit “…One More Time. ” Eventually it is time for the rink’s mascot to make his momentary appearance. After proper introduction, Skate-o-saurus glides onto the rink, a graceful swan in an oversized green and orange dinosaur costume, probably worn by a local high school or college student. He leads the rink in an intense game of limbo, using probably the stick from an old broom or mop, decorated with paint and streamers to disguise its intended purpose. This game on land is not easily mastered by all, but with the addition of skates it becomes especially tricky. Each skater takes their turn, the hairs on the top of their heads brushing the ‘limbo stick,’ and one by one skaters fall to the ground, muffled thuds as bodies succumb to gravity. Shortly after, everyone forgets who won and resumes to skating, the more experienced skaters challenging their friends to a race, and those not so experienced just trying to keep from crashing and causing another dent or scuff in the already marred floor, a reminder of those who have fallen before. When just about every stomach is gargling, a gruff voice crackles through the speakers and requests, almost omnisciently, that “the guests of Nicole’s party come to the party room for food. ” The exhausted skaters stumble into the room, dripping sweat onto the multicolored carpet that conveniently hides stains. Kids flop down into chairs all around me. The fluorescent lights above shine bright on my party, illuminating the crepe paper streamers decorating the room causing miniature rainbows to be cast on every surface. “So what’ll it be, hot dog or pizza? ” requests the clearly overworked and underpaid server that definitely hates his job. I neglect to notice this but instead think- “hot dog or pizza? ” the hardest decision of the day.
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Hot Dog or Pizza. (2017, Sep 21).
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