Recruitment and Selection in Dlw free essay sample

With due respect I express my indebt ness to the management of Diesel Locomotive Work for accommodating me as a summer trainee. I would like to express my gratitude with sense of reverence to Mr. Dinesh Singh (head, PERSONNEL and HR department). It would have been difficult to go through this project without their help. He not only helped me in collecting data but also supported me with their valuable knowledge and experience in the successful completion of this project. I would also thankful to almighty god for his grace and mercy to successfully complete this project. Amrita Mathur PREFACE In our two year degree program of M. B. A. of there’s provision for doing summer training, after IInd semester. The essential purpose of this project is to given an exposure and detailed outlook to the student of practical concept, which they already studied research. For this purpose, I was assigned the project for the â€Å"RECRUITMENT AND SELECTION† in Diesel Locomotive Work. We will write a custom essay sample on Recruitment and Selection in Dlw or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page It is a matter of great privilege to get training from Diesel Locomotive Work, one of the largest organisations of its kind. The project lasted for a period of six weeks: it was informative, interesting and inspiring. I hope this report will provide an experiment outlook to the dynamic functioning in the HR department in Diesel Locomotive Work. EXECUTIVE SUMMARY The project titled â€Å"RECRUITMENT AND SELECTION† Undertaken in Diesel Locomotive Works (DLW). A production unit of Indian Railways,  DLW  was set up in collaboration with Alco, USA, in 1961 and commenced manufacturing in 1963. It has so far supplied over 5,000 locomotives, mainly to Indian Railways but also including 342 locomotives for non-railway  customers  such as power plants, port trusts and industrial users. The project report is about recruitment and selection process that’s an important part of any organization. Which is considered as a necessary asset of a company? It gives a organizational structure of the company. It’s a methodology in which the particular organization works and how a new candidate could be recruited in such a way that he/she would be fitted for the right kind of career. For every organisation it is important to have a right person on a right job. Recruitment and Selection plays a vital role in this situation. Shortage of skills and the use of new technology are putting considerable pressure on how employers go about Recruiting and Selecting staff. It is recommended to carry out a strategic analysis of Recruitment and Selection procedure. There are two types of factors that affect the Recruitment of candidates for the company- * Internal factors. * External factors With reference to this context, this project is been prepared to put a light on Recruitment and Selection process. This project includes Meaning and Definition of Recruitment and Selection, Need and Purpose of Recruitment, Evaluation of Recruitment Process. Sources of Recruitment through which an organisation gets suitable application. Job Analysis, which gives an idea about the requirement of the job. Next is Selection process, which includes steps of Selection, Types of Test, Types of Interview, Common Interview Problems and their Solutions. The objective of selection decision is to choose the individual who can most successfully perform the job from the pool of qualified candidates. Selection process or activities typically follow a standard patter, beginning with an initial screening interview and concluding with final employment decision. Recruitment and Selection are simultaneous process and are incomplete without each other. They are important components of the organisation and are different from each other. Since all the aspect needs practical example and explanation this project includes Recruitment and selection Process of Indian Railways. CONTENTS SR. NO. | TOPIC| PAGE NO. | 1. | Introduction| 1| 2. | Objective| 2| 3. | Scope Of The Study| 3| 4. | Research Methodology| 4-6| 5. | Company Profile| 7-12| 6. | Review Of Literature| 13-38| 7. | Data Analysis And Data Interpretation| 39-49| 8. Findings| 50| 9. | Conclusion| 51| 10. | Limitation Of Study| 52| 11. | Suggestions| 53| 12. | Bibliography| 54| 13. | Annexure| 55-57| INTRODUCTION Human Resource is a basic need of any work to be done. Recruitment and selection are two of the most important functions of personnel management. Recruitment precedes selection and helps in selecting a right candidate. Every organisation needs to look after recruitment and selection in the initial period and thereafter as and when additional manpower is required due to expansion and development of business activities. The project report is all about recruitment and selection process that’s an important part of any organization. Recruitment highlights each applicant’s skills, talents and experience. Their selection involves developing a list of qualified candidates, defining a selection strategy, identifying qualified candidates, thoroughly evaluating qualified candidates and selecting the most qualified candidate. ‘Right person for the right job’ is the basic principle in recruitment and selection. Every organisation should give attention to the selection of its manpower, especially its managers. Every business organisation/unit needs manpower for carrying different business activities smoothly and efficiently and for this recruitment and selection of suitable candidates is essential. Human resource management in an organisation will not be possible if unsuitable persons are selected and employment in a business unit. OJBECTIVE The objective of my study is to understand and critically analyzed the recruitment and selection procedure at Diesel Locomotive Works. 1. To study the recruitment and selection procedure followed in DIESEL LOCOMOTIVE WORKS (DLW). 2. To study the various sources of recruitment followed in DLW. . To learn what is the process of recruitment and selection that should be followed. 4. To critically analyze the functioning of recruitment and selection procedures. 5. To identify the probable area of improvement to make recruitment and selection procedure and more effective. 6. To know the managerial satisfaction level about recruitment and selection procedure. SCOPE OF THE STUDY The benefit of the study for the researcher is that it helped to gain knowledge and experience and also provided the opportunity to study and understand the prevalent recruitment and selection procedures. The key points of my research study are: 1) To study the facts about the diesel locomotive works as a group. 2) To understand and analyze various HR factors including recruitment and selection procedure at Diesel Locomotive Works. 3) To suggest any measures/ recommendations for the improvement of the recruitment procedures. REASERCH METHODOLOGY In everyday life human being has to face many problems viz. Social, economical, financial problems. These problems in life call for acceptable and effective solutions and for this purpose, research is required and a methodology applied for the solutions can be found out. Research was carried out at DIESEL LOCOMOTIVE WORKS to find out the â€Å"Recruitment and selection process†. The Research Research is a â€Å"careful investigation or inquiry especially through search for new facts in any branch of knowledge. † The project is a systematic presentation consisting of enunciated problem, formulated hypothesis, collected facts or data, analyzes facts and proposed conclusions in form of recommendations. Kind of Research The research done by Exploratory Research: This kind of research has the primary objective of development of insights into the problem. It studies the main area where the problem lies and also tries to evaluate some appropriate courses of action. Sample Design: A complete interaction and enumeration of all employees of Diesel Locomotive Work was not possible so a sample was chosen that consisted of 25-30 employees. DATA COLLECTION The data for the survey will be conducted from both primaries as well as secondary sources. Primary Data: Primary data was collected through training classes and survey method by distributing questionnaires to manager of personnel department and employees of recruitment and selection section of personnel department. The questionnaires were carefully designed by taking into account the parameters of my study. Secondary Data: Data was collected from books, magazines, web sites, going through the records of the organisation, etc. It is the data which has been collected by individual or someone else for the purpose of other than those of our particular research study. Or in other words we can say that secondary data is the data used previously for the analysis and the results are undertaken for the next process. RESEARCH DESIGN Research Design: A research design is the specification of methods and procedure for acquiring the information needed to structure or to solve problems. It is the overall operation pattern or framework of the project that stipulates what information is to be collected from which source, and be what procedures. â€Å"A research design is the arrangement of condition for collection and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure†. Design decision happens 1. What is study about? 2. What is study being made? 3. Where will the study be carried out? 4. What type of data is required? . Where can the required data to be found? 6. What will be the sample design? 7. Technique of data collection? COMPANY PROFILE INDIAN RAILWAY Indias first train runs between Mumbai  and  Thane. The Indian railways are Asia’s largest railways system and the world’s second largest railways system. Indian railways are owned and managed by th e central government. Indian Railways  (IR) is an iconic Indian organisation, owned and operated by the  Government of India through the  Ministry of Railways which is responsible for the maintenance and operation of the entire rail network in India and it enjoys total monopoly. Railway† means a railway or any portion of a railway for the public carriage of passengers, animals or goods. Railways were first introduced to India in 1853. By 1947, the year of  Indias independence, there were forty-two rail systems. In 1951 the systems were nationalized as one unit, the Indian Railways, becoming one of the largest networks in the world. It has the worlds fourth largest railway network after those of the United States,  Russia  and  China. Rail transport is the conveyance of passengers and goods by means of wheeled vehicles running along railways or railroads. Rail transport is part of the logistics chain, which facilitates international trade and economic growth. INDIAN RAILWAY STRUCTURE Indian Railways is divided into several zones, which are further sub-divided into  divisions. The number of zones in Indian Railways increased from six to eight in 1951, nine in 1952 to sixteen in 2003 then to seventeen in 2010. Each zonal railway is made up of a certain number of divisions, each having a divisional headquarters. There are a total of sixty-eight divisions. Each of the seventeen zones is headed by a General Manager (GM) who reports directly to the Railway Board. The zones are further divided into divisions under the control of Divisional Railway Managers (DRM). Sr. No. | Name| Abbr. | Date Established| Headquarters| Divisions| 1. | Central| CR| 1951-11-05| Mumbai| Mumbai,  Bhusawal,  Pune,  Solapur,  Nagpur| 2. | East| ECR| 2002-10-01| Hajipur| Danapur,  Dhanbad,  Mughalsarai,Samastipur,  Sonpur| 3. | East Coast| ECoR| 2003-04-01| Bhubaneswar| Khurda Road,  Sambalpur,  Visakhapatnam| 4. | Eastern| ER| 1952-04| Kolkata| Howrah,  Sealdah,  Asansol,  Malda| 5. | North Central| NCR| 2003-04-01| Allahabad| Allahabad,  Agra,  Jhansi| 6. North Eastern| NER| 1952| Gorakhpur| Izzatnagar,  Lucknow,  Varanasi| 7. | North Western| NWR| 2002-10-01| Jaipur| Jaipur,  Ajmer,  Bikaner,  Jodhpur| 8. | Northeast Frontier| NFR| 1958-01-15| Guwahati| Alipurduar,  Katihar,  Rangia,  Lumding,Tinsukia| 9. | Northern| NR| 1952-04-14| Delhi| Delhi,  Ambala,  Firozpur,  Lucknow,Moradabad| 10. | South Central| SCR| 1966 -10-02| Secunderabad| Secunderabad,  Hyderabad,  Guntakal,Guntur,  Nanded,  Vijayawada| 11. | South East Central| SECR| 2003-04-01| Bilaspur| Bilaspur,  Raipur,  Nagpur| 12. | South Eastern| SER| 1955| Kolkata| Adra,  Chakradharpur,  Kharagpur,  Ranchi| 13. South Western| SWR| 2003-04-01| Hubli| Hubli,  Bangalore,  Mysore| 14. | Southern| SR| 1951-04-14| Chennai| Chennai,  Trichy,  Madurai,  Palakkad,  Salem,Trivandrum  | 15. | West Central| WCR| 2003-04-01| Jabalpur| Jabalpur,  Bhopal,  Kota| 16. | Western| WR| 1951-11-05| Mumbai| Mumbai Central,  Ratlam, Rajkot,  Ahmedabad ,  Bhavnagar,  Vadodara| Production Units Six production units are headed by a General Manager, who also reports directly to the Railway Board. The six Production Units are:- Sl. No| Name| Abbr. | Year Established| Location| Main products| 1. Golden Rock Locomotive Workshops| GOC| 1928| Trichy| Diesel-electric Locomotives| 2. | Chittaranjan Locomotive Works| CLW| 1947| Chittaranjan  ,Asansol| Electric Locomotives| 3. | Diesel Locomotive Works| DLW| 1961| Varanasi| Diesel Locomotives| 4. | Diesel-Loco Modernisation Works| DMW| 1981| Patiala| Diesel-electric Locomotives| 5. | Integral Coach Factory| ICF| 1952| Chennai| Passenger coaches| 6. | Rail Coach Factory| RCF| 1986| Kapurthala| Passenger coaches| 7. | Rail Wheel Factory| RWF| 1984| Bangalore| Railway wheels and axles| 8. | Rail Wheel Factory| RWF| 2011| Chhapra| Railway wheels and axles| Diesel Locomotive Works  (DLW) The  Diesel Locomotive Works  (DLW) in  Varanasi,  India, is a production unit owned by  Railways, that manufactures diesel-electric  locomotives  and its spare parts. It is the largest diesel-electric locomotive manufacturer in India. Healthy growth of railways is essential for India’s social, regional, economic, industrial and agricultural development. The main vision of Diesel Locomotive Works To be a world class manufacturer of Diesel electric locomotives.    Organizational Structure Of DLW General Manager (GM) CMO CME COS FA amp; CAO CMEPCMD Depty CPO/HQ Depty CPO/General SPO APO/HQ APO/Staff | Nature of workThe role changes depending on where an officer is placed in the organization – in the division (operational level), the zone (tactical level), or the railway board (strategic level). The following are the different roles played in railways:  Ã¢â‚¬ ¢ The commercial division: This division handles all commercial responsibilities like ticket checking, catering, administration and management of stations, reservation, announcements on the platforms, etc. †¢ The operations division: This division deals with controlling movement of trains. Keeping a check on incoming and outgoing trains, detachment or attachment of wagons, etc. , are the responsibilities of this division. †¢ India Railway Accounts Service: This branch of the Railway Services is engaged in handling the accounting and finance operations of the Indian Railways. At this post, the officer carries the overall responsibility for accounts for the whole zone. †¢ Indian Railway Personnel Service: As the name indicates, officers in this division handle all matters related to the personnel section like selection, promotions, training, welfare activities, transfers, increments, disciplinary actions and the like. Railway Protection Service/ Railway Protection Force: This branch of the Indian Railway Services is entrusted with the task of maintenance of law and order on trains and on premises owned and used by the Indian Railways. †¢ Railway Engineering Services: This is the technical side of the Railway Services and is engaged in activities like const ruction and planning of railway tracks, bridges and buildings. There are branches in this division like the Indian Railway Service of Electrical Engineers and the Indian Railway Service of Mechanical Engineers. Benefits To The EmployeesGroup A, B C and D title will be issued to those railway servants. There are both gazetted and non gazetted officers in these groups. Different railway passes are allowed to the employees according to the group and positions given to them. Some of them are Special passes, residential passes, widow passes, post retirement complimentary pass, school pass, pass on privilege account, duty pass etc. Staff Welfare| DLW undertakes a Varity of welfare activities for its over 6000 personnel. Important among these are:Education Facilities: DLW administration runs 4 schools providing Primary and Secondary Education to more than 2600 students. DLW Women’s Welfare Organization also runs a primary school Bal Niketan. DLW township also possesses 1 Post Graduate Girl’s College, 2 Central Schools, and 1 Senior Secondary School. Medical Facilities:105 bedded well-equipped Railway Hospital, a Health Unit and a First-Aid post in workshop provide comprehensive health care to around 20,000 Railway family members. A Homeopathic and an Ayurvedic dispensary are also available. Railway Quarters:A total of 3641 staff quarters are provided to the DLW employees. The Railway colony is well maintained and green, providing excellent pollution free environment. Compassionate Appointments:Families of deceased employees are helped by the way of compassionate appointment to the wards. Institute/Community Centre etc. :For various social needs of the staff 1 Community Hall, 2 Institutes, 2 Barat Ghars, 1 Kalyan Kendra, 1 Rangshala and 1 Officers Club are functioning on the premises. Cinema Club:For recreation of staff a Cinema Hall of around 700 capacities is functioning since 1967 in DLW. Sports amp; Game:All kinds of facilities for various games like Cricket, Hockey, Basketball, Badminton, Volley-ball, Football, Table Tennis, Gymnasium, Athletics, Swimming, Golf, and Rifle Shooting have been provided for the staff. | REVIEW OF LITERATURE Human Resource plays a crucial role in the development process of the modern. Human resource management is the management of employee’s skill, knowledge abilities, talent, aptitude, creativity, ability etc. different terms are used for denoting Human Resource Management. RECRUITMENT AND SELECTION Recruitment and selection are two of the most important functions of personnel management. Recruitment precedes selection and helps in selecting a right candidate. RECRUITMENT Recruitment is â€Å"hiring† of employees from outside. Recruitment has been regarded as the most important function of the HR department. ‘Right person for the right job’ is the basic principle in recruitment and selection. Every business organisation/unit needs manpower for carrying different business activities smoothly and efficiently and for this recruitment and selection of suitable candidates is essential. Need For Recruitment: The need for recruitment may be due to the following reasons / situation: 1. Vacancies due to promotions, transfer, retirement, termination, permanent disability, death and labour turnover. 2. Creation of new vacancies due to the growth, expansion and diversification of business activities of an enterprise. In addition, new vacancies are possible due to job specification. Purpose And Importance Of Recruitment: 1. Determine the present and future requirements of the organization with its personnel-planning and job analysis activities. . Increase organizational and individual effectiveness in the short term and long term. 3. Evaluate the effectiveness of various recruiting techniques and sources for all types of job applicants. Recruitment represents the first contact that a company makes with potential employees. It is through recruitment that many individuals will come to know a company, and eventually decided whether they wish to work for it. Sources Of Recruit ment The sources of recruitment in Diesel Locomotive Work can be broadly categorized into internal and external sources- I. Internal Recruitment – Internal recruitment seeks applicants for positions from within the company. The various internal sources include 1) Promotion. 2) Transfers. 3) Compassionate Ground. 4) Sports Quota. 5) Cultural Quota. 6) Physical Handicapped Quota. II. External Recruitment – External recruitment seeks applicants for positions from sources outside the company. The various external sources include 1) Government Placement Agencies: a) UPSC(Union Public Service Commission) b) RRB/RRC(Railway Recruitment Board/Railway Recruitment Control) SELECTION Selection is basically picking an applicant from (a pool of applicants) who has the appropriate qualification and competency to do the job. It is a negative process and involves the elimination of candidates who do not have the required skills and qualification for the job proposed. The objective of selection decision is to choose the individual who can most successfully perform the job from the pool of qualified candidates. It is the system of function and device adopted in a given company to ascertain whether the candidate’s specifications are matched with the job specifications and recruitment or not. The difference between recruitment and selection: * Recruitment is identifying n encouraging prospective employees to apply for a job and Selection is selecting the right candidate from the pool of applicants. * Recruitment is the positive function in which interested candidates are encouraged to submit application and Selection is a negative function in which unsuitable candidates are eliminated and the best one is selected. Selection Test: Different types of tests may be administered, depending on the job and the company. Generally, tests are used to determine the applicant’s ability, aptitude, intelligence, general knowledge, and medical test. .Selection Decision: The final decision has to be made the pool of individuals who pass the tests, interviews and reference checks. The view of the line manager will be generally considered in the final selection because it is he/she who is responsible for the performance of the new employee. The HR manager plays a crucial role in the final selection. Physical Examination: After the selection decision and before the job offer is made, the candidate is required to undergo a physical fitness test. A job offer is, often, contingent upon the candidate being declared fit after the physical examination. The results of the medical fitness test are recorded in a statement and are preserved in the personnel records. There are several objectives behind a physical test: 1. Physical test is to detect if the individual carries any infectious disease. 2. The test assists in determining whether an applicant is physically fit to perform the work. 3. The physical examination information can be used to determine if there are certain physical capabilities, which differentiate successful and less successful employees. . Medical check-up protects applicants with health defects from undertaking work that could be detrimental to them or might otherwise endanger the employer’s property. 5. An examination will protect the employer from workers compensation claims that are not valid because the injuries or illness were present when the employee was hired. Job Offer: After the physical examinat ion the selection process is job offer to those applicants who have crossed all the previous hurdles. Job offer is made through a letter of appointed. Such a letter generally contains a date by which the appointee must report on duty. The appointee must be given reasonable time for reporting. Again, a new job may require movement to another city, which means considerable preparation, and movement of property. The company may also want the individual to delay the date of reporting on duty. If the new employee’s first job upon joining the company is to go on company until perhaps a week before such training begins. Naturally, this practice cannot be abused, especially if the individual is unemployed and does not have sufficient finances. Their applicants may be preserved for future use, if any. It needs no emphasis that the applications of selected candidates must also be preserved for the future references. Contract Of Employment: After the job offer has bee made and candidates accept the offer, certain documents need to be executed by the employer and the candidate. One such document is the attestation form. This form contains vital details about the candidate, which are authenticated and attested by him/her. Attestation form will be a valid record for the future reference. There is also a need for reparing a contract of employment. The basic information that should be included in a written contract of employment will vary according to the level of the job, but the following checklist sets out the typical headings: 1. Job title. 2. Duties, including a parse such as â€Å"The employee will perform such duties and will be responsible to such a person, as the company may from time to time direct†. 3. Date when continuous employment starts and the basis for calculating service. 4. Rate of pay, allowance, overtime and shift rates, method of payments. 5. Hours of work including lunch break and overtime and shift arrangements. 6. Holiday arrangements: a) Paid holidays per year. b) Calculation of holiday pay. c) Qualifying period. d) Accrual of holidays and holiday pay. e) Details of holiday year. f) Dates when holidays can be taken. g) Maximum holiday that can be take at any one time. h) Carry over of holiday entitlement. i) Public holidays. 7. Length of notice due to and from employee. 8. Grievances procedure (or reference to it). 9. Disciplinary procedure (or any reference to it). 10. Work rules (or any reference to them). Employer’s right to vary terms of the contract subject to proper notification being given. Alternatively called employment agreements or simply bonds, contracts of employment serve many useful purposes. The drawback with the contracts is that it is almost to enforce them. A determined employee is bound to leave the organisation, contract or no contract. Recruitment And Selection In Diesel Locomotive Work (DLW) Indian railway is considered as the biggest job provider in world. The Indian railway network is divided into 17 different zones geographically. Here I am giving you detailed information about division of railway jobs, and which job profile will be given in which departments through which exam. Staff are classified into gazetted (Group A and B) and non-gazetted (Group C and D) employees. The recruitment of Group A gazetted employees is carried out by the  Union Public Service Commission through exams conducted by it. The recruitment to Group C and D employees on the Indian Railways is done through 19 Railway Recruitment Boards which are controlled by the Railway Recruitment Control Board (RRC). Vacancies in Indian Railways are filled either by recruitment by Recruitment agencies like UPSC or RRB or by promotion from serving candidates. The railway recruitment board divides all the jobs into four major categories as given below: 1. Group A: Group A recruitments are filled by UPSC by All India Competitive examinations. 2. Group B: Group B posts are normally filled by promotion from serving Group C candidates. 3. Group C: Group C recruitment are made by Railway Recruitment Board (RRB). 4. Group D: Group D posts are filled at the divisional level. The employees who are selected under group A and group B are Gazette officers. General Conditions for Recruitment The recruitment rules may provide for- 1. Qualifications, age and the scales of pay applicable for the various posts in the service and important conditions of service, like leave, pension, non-contributory Provident Fund benefits, etc  . 2. No male candidate who has more than one wife living or no female candidate who has married a person having already a wife living shall be eligible for appointment to a railway service, unless the competent authority exempts the candidate from the operation of this rule. . Proportion of vacancies to be filled by direct recruitment and promotion of railway servants from subordinate services. 4. In the case of probationers, consequences of failure to pass prescribed departmental examinations, if any, e. g. loss of appointment, stoppage of increments etc. 5. Passing obligatory language examination whenever prescribed in the recruitment regulations for each service in Group ‘A’. Recruitment of Group A services Recruitment of Group A Officers are made through: 1. Open competitive examination held by UPSC. . Promotion of Officers from Group B. 3. Appointment of Special Class Apprentices by UPSC. 1) Through UPSC recruits the candidate can be selected in railways by clearing one of the following three exams. a) Civil Services Examination: This exam is recruiting candidates for the post of traffic department, accounts departments and protection force department. * Indian Railway Traffic Service (IRTS). * Indian Railway Personnel Service (IRPS). * Indian Railway Accounts Service (IRAS). * Railway Protection Force ) Enginnering Services Examination for: This exam select candidate for the post of mechanical engineers, store engineers, signal engineers and electrical engineers. * Indian Railway Service of Engineers (IRSE). * Indian Railway Service of Mechanical Engineers (IRSME). * Indian Railway Service of Ele ctrical Engineers (IRSEE). * Indian Railway Service of Signal Engineers (IRSEE). * Indian Railway Stores Service (IRSS). a) Medical Services Examination for: Through this exam the candidates are selected for medical department of Indian railways. Indian Railway Medical Service (IRMS). 2) Promotion of Officers from Group B’ * Promotion from Group B to Group A (Junior Scale). 1. Appointments to the posts in the junior scale shall be made by selection on merit from amongst Group B officers of the departments concerned with not less than 3 years of non-fortuitous service in the grade. 2. If the quota reserved for Group B Officers for promotion to junior scale is not fully utilised, the remaining vacancies may be filled by Government in accordance with the recruitment rules and in consultation with the UPSC. . The Departmental Promotion Committee for this purpose shall consist of a representative of the Union Public Service Commission as Chairman and two representatives of the Min istry of Railways as Members. * Promotion from junior scale to senior scale. Appointment to the posts in the senior scale shall be made by promotion in the order of seniority, subject to rejection of the unfit, of officers with ordinarily not less than 4 years service in the junior scale. * Promotion from senior scale to higher grade posts. 1. Promotions to the Administrative Grade are dependent on the occurrence of vacancies in the sanctioned establishment and are made wholly by selection; mere seniority does not confer any claim for such promotion. 2. Appointments to the posts in the Junior Administrative Grade shall be made by selection on merit from amongst the officers ordinarily with not less than 5 years service in the senior scale. 3. The departmental Promotion Committee for purposes   of promotion from Senior Scale and above to higher grade posts shall consist of Chairman, Railway Board, Financial Commissioner Railways and three other Members of the Railway Board. ) Special Class Railway Apprentice (SCRA) Exam * Union Public Service Commission (UPSC) conducts every year entrance exam for selecting Special Class Railway Apprentice (SCRA) to Indian Railways. * This program was started in 1927. Training * The selected candidates undergo a four-year rigorous training programme in Mechanical Engineering, Indian Railw ays Institute of Mechanical and Electrical Engineering, Jamalpur. * IRIMEE has signed a Memorandum of Understanding with Birla Institute of Technology, Mesra, Ranchi for the training. Degree Awarded * SCRAs get a Bachelor of Engineering degree in Mechanical Engineering after successful completion of four years of training. This degree is recognised by the All India Council for Technical Education. Career * On successful completion of the course they are posted as Assistant Mechanical Engineer (AME) in Indian Railway Service of Mechanical Engineers. * As they are posted directly as Group A officer they rapidly goes higher up in the ladder to become senior administrators of Indian Railways. Stipend and other Benefits Not only that SCRA Apprentices are trained at Railways expense, they are paid stipend at the following rates along with DA applicable: Year| Existing rate of stipend per month| Stipend per month| First| Rs. 4000| Rs. 9100| Second| Rs. 4000| Rs. 9100| Third| Rs. 4200| Rs. 9400| Fourth [First six months]| Rs. 4200| Rs. 9400| [Last six months]| Rs. 4400| Rs. 9700| * Special Class Apprentice moving from one headquarter to another in connection with their tr aining will be eligible for daily allowance for the period covered by the journey. Leave: Special Class Railway Apprentices may be granted leave on full stipend for a period not exceeding one month in any year of apprenticeship. * Medical facilities: Special Class Apprentices shall be entitled to free medical attendance and treatment at railway hospitals and dispensaries on the same scale as applicable to railway servants. * Travelling facilities: 2 sets of Pass and 6 sets of Privilege Ticket Orders (PTO) are admissible per year valid from anywhere to anywhere on Indian Railways. SCRA Exam * SCRA exam is conducted by UPSC and is one of the toughest exams in the country as each year there are only around 10 vacancies. For Admission to the examination a candidate must have passed in the first or second division, the Intermediate or an equivalent examination of a university or board approved by the Government of India with Mathematics and at least one of the subjects Physics and Chemis try as subjects of the examination. Scheme of Exam Paper| Subject| Time| Maximum   Marks| Part IPaper-I| General Ability Test (English, General Knowledge and Psychological Test)| 2 hours| 200| Paper-II| Physical Sciences (Physics and Chemistry)| 2 hours| 200| Paper-III| Mathematics| 2 hours| 200| Total| 6 hours| 600| Part II| Personality Test carrying a maximum of 200 marks in respect of only those candidates who are declared qualified on the results of written examination. | Selection to Group B Services Selected from serving Group ‘C’ employees by General Manager. Selection Board consists of 4 HODs including CPO and HOD of the department concerned. 70% vacancies are filled through a process of selection primarily based on seniority and 30% through a selection test known as Limited Department Competitive Examination (LDCE). Salient features of LDCE and Selection are given below: | Selection| LDCE| Eligible Grade| GP 4200| GP 4200| Service requirements| Min 3 years in the 4200| Min 5 years in the 4200| Who can appear the selection| Only those who are called as per seniority and vacancy available| All employees in concerned department who fulfill the above condition| Method of selection| Primarily seniority. Written test and viva-voce has to be passed. | Purely on the basis of written test and viva-voce(standard of written exam higher than that for Selection)| SC/ST Reservation| Applicable| Applicable| Seniority| Employees empanelled through selection will rank above those through LDCE| 70% Selection * Number of vacancies existing and anticipated for the next 2 years are taken into consideration. Delayed Selection If a selection procedure is delayed by more than one year then it will be conducted as per the procedure for Delayed selection as follows: * Number of vacancies for each of the selection should be assessed separately. * Field of consideration of eligible employees should be assessed separately starting from earliest selection. * Separate panel for each selection. Test * The test includes both written and viva in which marks for professional ability, record of marks, personality etc. are allotted. The panel is prepared with those getting 80% and above as outstanding and 60% to 79% as others. * In selection/LDCE the total marks secured by all the candidates who had appeared for viva-voce after qualifying in the written examination and the marks secured in written test in the case of remaining candidates may be notified after finalization of Group B Panel. Limited Departmental Competitive Examination (LDCE) To fill up 30% of vacancies in Group ‘B’ vacancies in Civil Engineering, Mechanical Engineering, Electrical Engineering, Signal amp; Telecommunications, Transportation and Commercial Department, Stores and Accounts. * Reservation of SC/ST as per extant orders. * The panel will be valid for the same length of time as the panel of selection. * Employees empanelled through 70% selection will rank above those through LDCE. Scheme of Examination * A written exam of a substantially higher standard than associated with normal selection and a  viva-voce. * Minimum pass marks are 60%. Names will be in order of merit on the basis of total marks. In selection/LDCE the total marks secured by all the candidates who had appeared for viva-voce after qualifying in the written examination and the marks secured in written test in the case of remaining candidates may be notified after finalisation of Group B Panel. Promotion to Railway Services, Group B Promotions to Group B posts shall be made by the General Managers except in the Security Department provided that such promotions are made in the strict order of placement on the panel recommended by the Selection Board; if any supersession of that order is involved, the matter should be referred to the Railway Ministry. The posts of Assistant Accounts Officers shall ordinarily be filled by selection from Group C railway servants who have passed the departmental examination qualifying for promotion as Section Officer (Accounts), Inspector of Stores Accounts/Inspector of Station Accounts or are exempted from passing that examination. Selection of APOs For selection to the post of Assistant Personnel Officers, the Recruitment Board has restricted the field of eligibility to the following staff only: Eligibility * Staff of Hindi Branch are not eligible. * Minimum 3 years in the Grade Pay Rs. 200 in Pay Band PB2 (9300-34800) (including services in the corresponding pre-revised grades). Pre-Selection Training The railways board has decided that pre-selection training should be given to the staff appearing for selection/ L. DC. E. for promotion from Group ‘C’ to Group ‘B’ posts to enable them to improve their performance. It has also been decided that as in case of S. C/S. T. cand idates, pre-selection coaching classes should be arranged for the candidates belonging to general category and this coaching should be treated as mandatory. Medical Fitness: Employees selected for promotion to Group ‘B’ service should be fit in all espects, including physical fitness, for the duties assigned to the particular category of posts to which the promotion is made. The Group ‘C’ employees qualifying in the selection for promotion to Group ‘B’ posts but not passing the prescribed medical standard should not be promoted to Group ‘B’. Recruitment to Group C Services The General Manager of Indian Railways Have full powers to make with regard in Railway servants Group ‘C’ and Group ’D’ under their control, provided they are not inconsistent with any rule made by the President or the Ministry of Railways. The power, do not authorize the General Manager to recruit persons without agency of the Railway Recruitment Boards (RRB) unless the Railway Board have issued special authorization. The recruitment to fill Group ‘C’ posts on Indian Railways shall be made through: 1. Direct recruitment through RRB established at various places on Indian Railways. 2. By promotion of Group ‘D’ service. 3. Direct recruitment of departments of crippled de-categorized or incapacitated employees retired on medical ground. 4. Direct recruitment of children of the employees who died while in service, on compassionate ground. . Direct recruitment through of handicapped persons. 6. Direct recruitment against the quota of sportsmen, cultural, scouts and guides. 7. Recruitment against specified categories such as teachers for Railway Schools and skilled or Artisen staff. Recruitment to Group C Services(By RBBs) * Made through Railway Recruitment Boards (RRB). * Panel formed by RRB after selection is forwarded to the Zonal Railway concerned. * The panel is valid for a year which can be extended by CPO. * Candidates have to pass the prescribed medical examination. * All appointments are made on probation for two year. For trainees/apprentices appointed to a working post after conclusion of their prescribed training. Probation period commences on date of such appointment. * It is obligatory for all trainees to pass a simple test in Hindi. The committee for conducting interviews for recruitment to Group ‘C’ post on the Railways/Production Units/RRBs will have minimum 3 members and must include officers representing SC/ST, minority and OBC Communities. The composition of the committee shall be- 1. Chairman RRB or Member Secretary RRB as chairman of the interview Committee. 2. Serving Railway officer of JA grade, including an officer of Department for which the recruitment is being made in case of difficulty in finding OBC officer in JA Grade a Sr. Scale OBC officer may be nominated in the committee. The officer so nominated will never the less be an equal member of the committee. No member should be direct subordinate to any officer member of the committee. The Candidate selected is placed on selection list in order of merit. The Recruitment Board sends the names of selected candidates along with their original application to the Railway concerned. Based on call letters send by Railways, the candidates on reporting for duty shall have to pass the medical examinations prescribed for each category. Recruitment to Group C Services (Selection) * Staff having 3 years of service can appear for selection test. * Successful candidates shall be placed in the order of merit except those who have obtained more than 80%  Ã‚  of marks. Jurisdiction of Railway recruitment boards (RRB) on various Zones/Divisions/Workshops are as follow:    Contact Details of Railway Recruitment Boards (RRB) 1) RRB Ahmedabad Website:  www. rrbahmedabad. gov. in/ Railway Recruitment Board, Ahmedabad. st Floor, Meter Guage Building, Railway Station, Kalupur,, Ahmedabad, Gujarat Pin: 380 002, Contact:  [emailprotected] in 2) RRB Ajmer Website:  www. rrbajmer. org Railway Recruitment Board, Nehru Marg, Near Ambedkar Circle,Ajmer – 305001 Contact:  [emailprotected] org 3) RRB Allahabad Website:  www. rrbald. nic. in Railway Recruitment Board Op posite to G. M. /NCR Building Near Subedarganj Railway Hospital Subedarganj Allahabad – 211 033. Contact:  [emailprotected] co. in 4) RRB Bangalore Website:  www. rrbbnc. gov. in Railway Recruitment Board Bangalore 18, Millers Road, Bangalore – 560046. Contact:  [emailprotected] om 5) RRB Bilaspur Website:  www. rrbbilaspur. gov. in Railway Recruitment Board, GM/SECR’s Office Complex Bilaspur (C. G) Pin: 495 004 Contact:  [emailprotected] com 6) RRB Bhopal Website:  www. rrbbpl. nic. in Railway Recruitment Board, Bhopal East Railway Colony, Bhopal – 462010 E-mail-  [emailprotected] in 7) RRB Bhubaneswar Website:  www. rrbbbs. gov. in D-79/80, Rail Vihar , B. D. A. Rental Colony, Chandrasekharpur , Bhubaneswar, Pin -751023,Orissa Contact:  [emailprotected] gov. in 8) RRB Chandigarh Website:  www. rrbcdg. org SCO 34, IInd Floor, Madhya Marg, Sector – 7-C Chandigarh Contact:  [emailprotected] o. in 9) RRB Chennai Website:  www. rrbchennai. net 5, Dr. P. V. Cherian Crescent Road, Egmore, Chennai – 600 008 Contact:  [emailprotected] railnet. gov. in 10) RRB Gorakhpur Website:  www. rrbgkp. gov. in Railway Station Road, Gorakhpur – 273012 Contact:  [emailprotected] co. in 11) RRB Guwahati Website:  rrbguwahati. gov. in Station Road, Guwahati Contact:  [emailprotected] in Online application facility is available in RRB Guwahati 12) RRB Jammu Website:  www. rrbjammu. nic. in Railway Colony (West), Jammu-180012 Contact:  [emailprotected] co. in 13) RRB Kolkata Website:  www. rrbkolkata. org Metro Railway A. V. Complex,Chitpur, Opp. To R. G. Kar Medical College amp; Hospital, R. G. Kar Road, Kolkata-700 037 Contact:  [emailprotected] net 14) RRB Malda Website:  www. rrbmalda. gov. in Kalibari Railway Colony, P. O Jhaljhalia,Malda – 732102, (West Bengal) Contact:  [emailprotected] in 15) RRB Mumbai Website:  www. rrbmumbai. gov. in Railway Divisional office compound,Mumbai Central, (E), Mumbai – 400 202, Maharashtra Contact:  [emailprotected] co. in 16) RRB Muzaffarpur Website :  rrbmuzaffarpur. bih. nic. in Lichi  Bagan,  Maripur,Muzaffarpur-842001 [emailprotected] in 17) RRB Patna Website:  www. rrbpatna. gov. in Railway Recruitment Board, Mahendrughat, Patna – 800 004. , Bihar Contact:  [emailprotected] in Online application facility is available. 18) RRB Ranchi Website:  www. rrbranchi. org Railway Offices Complex,Chutia, Ranchi-834027, Jharkhand Contact:  sec[emailprotected] org 19) RRB Secunderabad Website:  www. rrbsec. org Railway Recruitment Board Secunderabad South Lallaguda, Andhra Pradesh– 500017 Contact:  [emailprotected] com 20) RRB  Siliguri Website :  rrbsiliguri. org Subhashpally,Siliguri,District-Darjeeling,PIN-734001,(West Bengal) E-mail:  [emailprotected] org Online application facility is available. 1) RRB Thiruvananthapuram Website:  www. rrbthiruvananthapuram. net Thampanoor, Thiruvananthapuram – 695 001 Contact: [emailprotected] Recruitment to Group ‘D’ Service: Recruitment to all Group D posts will henceforth will be done by zonal railways directly Board guidelines for recruitment to group d posts. Guidelines for recru itment of group D staff by railway administration 1. Recruitment unit Requirement of all divisions/workshops/production units and other organisation falling within the territorial jurisdiction of the zonal railway will be clubbed together for the recruitment. . Periodicity of recruitment * Recruitment shall be done at intervals of one or two years. * Vacancies shall be counted as those existing in 1st January or 1st July of the year of recruitment plus those anticipated over the next one or two year. 3. Eligibility criteria * The educational qualification for recruitment to all posts in group D in the railways shall be class 8th passed. * The age limits for recruitment shall be as per extant instruction, with relaxation for specified categories as admissible under specific orders issued by Ministry of Railway’s from time to time. How to apply Candidate shall apply on plain paper, as per format indicated in the employment notice, directly to the deputy chief personnel officer. Fees may be charged @ Rs. 40 per candidate. However, no fee is to be charged from the candidates belonging to SC/ST categories. In his/her application, the candidate should mention the recruitment unit and posts applied for. Candidates should be asked to give option (maximum three) in order of preference for the division/workshops/production units/other organisation etc.. , within the territorial jurisdiction of the zone. If a combined examination is being held for more than one category of group d post, then the candidate should specify his preference for the posts also. No change of options shall be permitted at any stage subsequently. Written Exam Recruitment boards are conducting Written Exam first. 1. There will be total 150 multiple choice questions in the written exam. 2. The questions will be asked of 10th class level from these topics: * General Knowledge. * General Maths. * General Reasoning. * General Science. 3. After passing in Written Exam candidates have to face Physical Efficiency test, mainly Race of 1500 meter. Selection procedure The selection shall consist of a written test followed by physical efficiency test and medical examination. Medical Examination of Candidates for appointment to Non-Gazetted Railway services * Medical examination includes- (i) General physical examination, and (ii) Vision tests * Non-Gazetted Railway services are divided into different broad groups and classes like Group A(A-1,A-2,A-3), Group B(B-1, B-2), Group C(C-1, C-2). * Spectacles:   No glasses are to be permitted  for categories A-1 and A-2 and for Railway Protection Force staff where their medical category is B-1. Candidates in classes A-1, A-2, A-3 and B-1 on being medically examined shall be tested for color perception with the prescribed apparatus and recommended methods of examination. * For both Candidates and employees contact lenses shall not be permitted in category A and B. * Candidates  of classes A-1, A-2, A-3 and B-1 will be examined with regard to their vision in diminished light. * Cand idates  class A-1 will be examined to ascertain that the fields of  vision are not seriously restricted. * Candidates in Classes A-1, A-2, A-3, B-1 and B-2 will be tested for the presence of  binocular vision, i. . , peripheral fusion, depth perception and stereoscopic vision. * Candidates from A1 to B-1 categories may be examined in glaring light by providing  a 200 Watts Bulb 90 cm. Response to  glare and recovery time should be noted by examining the candidates. Fundus / Full Ophthalmology Examination: Compulsory in the following circumstances, 1. For all candidates in A-1. 2. For categories C-1 and C-2 when the power of lenses exceeds 4 D, the candidate should be  examined by an Ophthalmologist to exclude progressive eye disease. General Physical Examination: Candidate must be in good mental and bodily health and free from any defect likely to interfere with the effective performance of the duties of his appointment. Following are examined: * Measurement of height, weight and chest girth will be recorded. * The condition of heart and lungs. * The condition of teeth and gums (well filled teeth will be considered as sound). * Whether there is any evidence of abdominal disease. * Whether there is any hernia or tendency to hernia. * Whether there is free movement of the joints. Whether hearing in each ear is good and whether there is any disease of the ear. * Whether there is any speech defect. * Whether there is any communicable disease. * Hearing:   In the examination of hearing of the candidate/serving employee, the speaking voice test  will be employed. The use of hearing aid should not be permitted for candidates in categories A and B. * Speech:   Stammering is not to be considered a serious defect dis qualifying a candidate in clerical  duties, especially such of them as do not have to come in direct contact with the public. Head injuries:- Candidates in categories A-1, A-2 and A-3, when they come up for medical examination or re-examination, should give a declaration if they had a head injury earlier and if so, a history of the case, even though fully cured at the time of declaration. In the case of persons with past history of loss of memory, a full neurological examination and a fitness certificate from a neurologist would be required. A candidate who has one of the following will be rejected irrespective of the category of employment: Appeal Normally, candidate has no right of appeal , but if proof is produced as regards to the possibility of error of judgment in the decision of the examining medical authority, a re-examination will be ordered. Such evidence should be submitted within one month of the date of communication. * A medical certificate produced by candidate as e vidence about possibility of error of judgment should contain a note by the medical practitioner concerned that he is aware of the fact that the candidate has already been declared unfit by Railway medical authority. Medical classification of different categories of Railway staff A1| * Loco Pilot/ Asst. Loco Pilot * Motorman| A2| * Guards/Asstt. Guard/Pilot guard * ASM, Station Master, Station Supt. * Traffic Apprentices| A3| * Loco Inspector * JE/SE Camp;W * JE/SE Loco * JE/SE Works * JE/SE Signal amp; Telecommunication * Traffic Inspector * Trolleymen * Gatekeeper * YM/AYM, Trains Clerk * Bridge Inspectors, JE/SE Bridges| B1| * Gang men / Trackman * Permanent way khalasis * ESM/Tech Signal * Train Examination staff * RPF staff| B2| * Ticket checking staff| C1| * Section Controller * Booking Clerk * Station Clerk * Commercial Inspector * Telephone operator| C2| * Others| Standards Description for different Medical classification * A-1  Physically fit in all respects. Visual Standards —Distance Vision: 6/6,6/6 without glasses. Near Vision: Sn: 0. 6,0. 6 without glasses (must clear fogging test) and must pass test for Colour Vision, Binocular Vision, Field of Vision amp; Night Vision. * A-2  Physically fit in all respects. Visual Standards—Distance vision: 6/9,6/9 without glasses. Near Vision: Sn: 0. 6, 0. 6 without glasses and must pass test for Colour Vision, Binocular Vision, Field of Vision amp; Night Vision. * A-3  Physically fit in all respects. Visual Standards—Distance Vision: 6/9,6/9 with or without glasses (power of lenses not to exceed 2D). Near Vision: Sn: 0. 6, 0. 6 with or without glasses and must pass test for Colour Vision, Binocular Vision, Field of Vision amp; Night Vision. * B-1  Physically fit in all respects. Visual Standards — Distance Vision: 6/9,6/12 with or without glasses (power of lenses not to exceed 4D). Near Vision: Sn: 0. 6, 0. 6 with or without glasses when reading or close work is required and must pass test for Colour Vision, Binocular Vision, Field of Vision amp; Night Vision. * B-2  Physically fit in all respects. Visual Standards — Distance Vision: 6/9,6/12 with or without glasses (power not to exceed 4D). Near Vision: Sn: 0. 6, 0. 6 with or without glasses when reading or close work is required and must pass test for Field of Vision. * C-1  Physically fit in all respects. Visual Standards — Distance Vision: 6/12, 6/18 with or without glasses. Near Vision: Sn: 0. 6, 0. 6 with or without glasses when reading or close work is required. * C-2  Physically fit in all respects. Visual Standards — Distance Vision: 6/12, Nil with or without glasses. Near Vision, Sn: 0. 6 combined with or without glasses when reading or close work is required. Verification of Character and antecedents of Railway employees on appointment through RRB: * Before making an  appointment to the Railways it is the responsibility of the appointing authority to satisfy itself about the identity and suitability of the candidate according to the prescribed criteria. * Detailed verification of character and antecedents would be applicable in case of: 1) Group ‘A’ Posts. 2) Group ‘B’ posts. 3) Group ‘C’ and ‘D’ posts of all those offices in which detailed verification is considered particularly necessary in the interest of security by the Administrative Ministry of office. ) Cases in which simple verification cannot be done because of the candidate’s inability to produce a certificate of character. * Attestation form in respect of the categories where detailed investigation is necessary attestation form has to be referred to District Magistrate * Simple verification would be applicable to appo intments to all other posts viz: a) Posts of LDCE and posts of equivalent grade and all Group ‘D’ posts in the Government of India Secretariat and its attached offices. b) Group ‘C’ amp; ‘D’ posts under the Government of India in subordinate offices. Exception can be made to the general procedure and detailed verification may be done for some posts/services/departments. * All appointing authorities should clearly indicate at the top of the attestation forms the type of verification required to be done, i. e. , Detailed Verification, Record Check or Simple Verification. DATA ANALYSIS AND DATA INTERPRETATION Data Interpretation Questionnaire was prepared for the purpose of getting feedback from the employees and APOs regarding â€Å"Recruitment and Selection Procedure† of their company. 5 employees and selected from different department and were distributed the questionnaire from the purpose of the study. Analysis of Data The analysis of t he data is done as per the survey finding. The data is represented by graphically in percentage. The percentage of the people opinion were analyzed and expressed in the form of pie-charts. QUESTION: What are the sources for recruitment and selection? S. NO. | OPINION| NO. OF RESPONDENT| PERCENTAGE (%)| 1. | Internal| 5| 20| 2. | External| 8| 32| 3. | Both| 12| 48| About 48% of the employees said that they prefer both internal as well as external source for recruitment and selection. 20% of the employees said that they prefer internal source for recruitment and selection. 32% of the employees said that they prefer external source for recruitment and selection. QUESTION: Which method do you mostly prefer for recruitment and selection preferred way of recruitment? S. NO. | OPINION| NO. OF RESPONDENT| PERCENTAGE (%)| 1. | Direct| 5| 20| 2. | Indirect| 2| 8| 3. | Third Party| 18| 72| About 20% of the employees said that they prefer direct recruitment and selection. % the employees said that they prefer indirect recruitment and selection. 72% the employees said that they prefer third party recruitment and selection. QUESTION: When do you prefer to go for manpower planning? S. NO. | OPINION| NO. OF RESPONDENT| PERCENTAGE (%)| 1. | Yearly| 15| 60| 2. | Quarterly| 2| 8| 3. | No Fixed Time| 8| 32| Around 60% of the employees said that they prefer yearly manpower planning. 32 % of the employees said that they do not follow any pattern they don’t have any fixed time manpower planning. 8% of the employees said that they prefer quarterly manpower planning. QUESTION: Do you think the present recruitment policy is helpful in achieving the goals of the organisation? S. NO. | OPINION| NO. OF RESPONDENT| PERCENTAGE (%)| 1. | Yes| 10| 40| 2. | No| 7| 28| 3. | To some extend| 8| 32| Around 40% of the employees said that the company’s recruitment policy is helpful in achieving the goals. 28 % employees said that the company’s recruitment policy is not helpful in achieving the goals. 32% employees said that the company’s recruitment policy is helpful to some extend in achieving the goals. QUESTION: Is there any provision for evaluation and control of recruitment and selection process?

Solutions to Mass Media Censorship Essay

Solutions to Mass Media Censorship Essay Solutions to Mass Media Censorship Essay Solutions to Mass Media Censorship Essay Censorship is the repression of information and ideas that flow from society. The Communist Party of China (CPC) is the known body that mandates censorship in the People’s Republic of China (PRC) (Guo Feng, 2012). In this regard, China offers a captivating case study for students, particularly on the relations between political processes, actors, and organizations. Currently, the People’s Republic of China is apprehensive with issues of supremacy, political and economic value, including authority and legitimacy that focus on leadership (King, Pan, Roberts, 2013). Since communication processes affect these matters, it is not surprising that the state devotes considerable attention to the operation of the media. Additionally, the international websites, chat rooms, discussion groups, and newspapers published outside of China provide an immense amount on the need to be pessimistic. According to MacKinnon (2008), there has been a trend in the dismissal the Chinese journalists, beating them, or imprisoning them. This matter follows the forced closure of the newspapers because the media have argued against the philosophical position of the Great Firewall that blocks access to the World Wide Web for the information-starved Chinese. For instance, critics were behind Southern Weekend in 2001 for publishing detrimental reports to the government as such a publication led to the dismissal of the chief editor (Shirk, 2007). Forms of Censorship However, there are implications that the media are prepared to challenge the central censorships over their work following the recent reports that suggest the outbreak of a guerilla war between journalists and the communists. As a result, thirteen veterans of politics and propaganda in China (PPC) responded by publishing a letter (Tai, 2014). In the correspondence, the leaders called for easing of censorship and new laws to protect press freedom. This paper discusses censorship in the mass media sector and the possible solutions for the control, focusing on all the major forms of suppression in the mass media Political Censorship One of the forms of Censorship witnessed in China is political censorship. This type is viewed as an initiative to ensure the continued rule of the Communist Party (Lorentzen, 2014). In addition, it helps to avoid unapproved reformists from organizing their activities and disseminating their ideas. Furthermore, the censorship inhibits the Chinese people from learning more about the past and current problems facing the CP, which is likely to spur anti-government rebellion (Tai, 2014). In the same context, measures such as hindering access to websites of foreign governments may deny the citizens access to substitute governance forms. The Chinese Internet politics follows a different ideology that is beyond historical experiences with the external encroachment of the territories during the century of humiliation (MacKinnon, 2008). Moral Censorship This category of censorship is primarily utilized to avert political conflicts from occurring in the context of China’s social environment (Tai, 2014). In most occasions, the citizens have the freedom to discuss affairs of state on the internet; however, particular websites containing information that criticizes the administration are blocked for access. Moreover, there is some censorship occurring in China that upholds morals such as limitations on pornographic content and violent films (King, Pan, Roberts, 2013). Corporate censorship Guo Feng (2012) define corporate censorship as the process by which editors in corporate channels disrupt the process of publishing the information that portrays business partners negatively. The process also intervenes to avoid alternate offers from reaching civic exposure. In the Chinese mass media, this kind of censorship takes the pre-production stage that outlets segments and information before reaching the public (Shirk, 2007). Cultural Censorship The Chinese authorities adopt the use of this censorship to safeguard the development of the citizens and the whole country. In the course of the Cultural Revolution, overseas artistic works and literature, religious texts, and relics of the antique Chinese art were considered backward-looking; thus, they were slated for destruction (King, Pan, Roberts, 2013). The destruction of foreign cultural artefacts continues in present day China, whereby, although China has improved in terms of cultural freedoms, foreign cartoons are being banned on primetime television. In addition, the country has placed restrictions on foreign films screening. These are manifestations of cultural censorship in China (Guo Feng, 2012). Religious Censorship Religious censorship has influenced the ban of several religious manuscripts, pamphlets and materials containing religious content in the PRC. As a result, foreigners are proscribed from preaching in PRC. Moreover, the availability of information regarding the manner in which some religious groups operate is limited. According to Lorentzen (2014), the spiritual movement is being subdued in China, as it is evident by banning religious materials and information belonging to the group together with the torture and incarceration of its followers. Nevertheless, the printing of Christian Bibles is permitted albeit on a limited scale (Tai, 2014). Economic Censorship This suppression is used for fiscal protection. Furthermore, the formal rejection of most foreign films barely has an impact on the Chinese. Such films can be obtained in copyright illegal downloads, permitting the Chinese to watch such films in an affordable way, while at the same time ensuring that the money remains in their economy. According to Tai (2014), the Chinese prohibition on social media such as Facebook, Twitter, and YouTube took place with an aim of granting the Chinese websites competitive advantage over other rival foreign websites. Similarly, China has been criticized for applying double standards for its ban on Google on grounds of obscene content, while the same content can also be seen in Baidu, which is Google’s competitor in China (Lorentzen, 2014). Preproduction Censorship Preproduction topic approval is also another form of media censorship witnessed in China that involves the government censors segments and information prior to its distribution. Preproduction censorship in China is prevalent in all forms of media, including print, television, and film industry. For instance, scripts for television drama and films must be approved prior to their production (Lorentzen, 2014). Possible Solutions Technological Approach One of the possible solutions that should be considered is coming up with a framework for implementation of due processes for dealing with internet dissidents (MacKinnon, 2008). For that reason, there has to be compliance with the law where the structure must be acknowledged under the Universal Declaration of Human Rights. Therefore, the amendment of the International Telecom Regulation has to occur to reduce media governance. The flow of information changes rapidly because the Chinese state employs more sophisticated controls to curb these barriers (King, Pan, Roberts, 2013). Concerning the subject of discussion, the internet is the newest form of information dissemination that has caused a threat in the view of CCP. Consequently, as the evolution of the information technology is on the rise, the state authorities develop innovative solutions to counter the rapid spread (Tai, 2014). For example, there is the need for a constant state presence through the vigilance of cyber police i n supervising the internet and its chat rooms. On the same note, the introduction of regulations designed to restrict online content can be helpful. Such regulations require website operators that keep content records and user identities. Legal and Institutional Approach to Censorship The state exercises several legal and institutional methods to provide a solution that can lead to effective control of the flow of information and to restrict the independent operation of the media. The constitution of China guarantees various freedoms to the citizens. However, the same law sets the pretext for suspension of the named freedoms through liberal act more so during the violation of the rights (Shirk, 2007). More to say, the state exercises the multitude of criminal and administrative regulations to consolidate its power. The media has to take into consideration that any information can be classified as state secret if the regulatory body determines it to be harmful to the nation’s interest. In fact, journalists have to seek permission from a government related agency prior to publication if the subject concerns the government personnel and institutions (King, Pan, Roberts, 2013). This solution can lead to control and delay of information by the regulatory bodies . Another solution that the government considers in suppressing the media is the use of structure and organization of its media regulatory bodies (Guo Feng, 2012). In this manner, the Central Propaganda Department has the responsibility of promoting the party’s ideologies and legality projects. This organization manages three major media organizations such as the State Press and Publication Administration, the State Administration of Radio, Film, and Television, ant the Ministry of Information Industry (MacKinnon, 2008). The Chinese government owns all these media production companies. Through this ownership, the country has the power over the media market. The department, therefore, requires members of the press to undergo re-education on the role of CPP leadership, socialism, and media regulations. Economic Approach to Censorship The Chinese state employs economic solution over the media to maintain its power. Since the economic changes, the state no longer subsidizes the media. Instead, the country has urged the industry to focus on marketing that may generate profit for the sustenance of the company’s operations (King, Pan, Roberts, 2013). Just like other organizations, the press industry needs to set up the mission, vision, and the aims of the organization. For example, The Party’s Making Media Big and Strong policy of January aims at promoting the creation of powerful and profitable domestic media that are ready for global competition (Shirk, 2007). Moreover, the print media at the city, provincial, and central levels should be reorganized into media groups to strengthen the press industry financially and to consolidate leadership politically. The success of the CPP’s media controls is caused by the fact that freedom of information claims its power and legitimacy. Information is the significant control of the political reforms because it gives the masses the knowledge of their conditions and the evidence of the state’s efforts to interfere with that information. Knowledge can lead to political mobilization and regime change. The party recognizes susceptibility of its position in the face of truth; therefore, it devotes mass energy and resources to control information. In China, the state develops vital censorship mechanisms that aim to regulate freedom of information through legal, political, technological, and economic channels. The state generates a repressive legal environment for the media and constructs an oppressive political habitat for official and self-censorship through ownership of the nation of the media and financial incentives. To conclude, the state increases its reach into cyberspace with an e xplosion of the internet as a medium for information dissemination.

Film Extreme Measures Movie Review Example | Topics and Well Written Essays - 1000 words

Film Extreme Measures - Movie Review Example Taking someone's life into there own hands just to prove a research which benefits only certain type of people and not the whole society is absolutely wrong. Definitely, Luthan does not sympathize with Myrick's viewpoint to support research. He retorts by saying "I don't care if you find a cure for every disease on the planet! You tortured and murdered those men upstairs, and that makes you a disgrace to your profession!". The rule utilitarianism in this movie is that doctors believes that a good doctor is not torturing and murdering people, they took an oath to choose "what's best for their patient and what they didn't choose to be". (Dr Luthan) Guy Luthan who is a young doctor who tries to investigate a case where one of his patients dies with baffling symptoms. His efforts to investigate were not only a failure but the man's body also mysteriously disappears and his colleagues were unhelpful. He discovers that a number of leading doctors, including the eminent neurosurgeon Dr Myrick, are carrying out unethical experiments on homeless people in an attempt to find a cure for spinal injuries. When Dr Luthan is trying to find out the cause of death of the homeless, there were twist and turns of events In this process Dr Luthan becomes involved with the FBI and with Dr Myrick. The main aim of Dr Myrick is to find a cure paralysis. For this purpose he does not even feel guilty of murdering a human life of a homeless person just to remove his healthy nerve and grow them in victim's vertebrae. 3. Identify the ethical premise of the movie. The ethical premise of the movie "Extreme Measures" is in the scene in emergency room when Dr Luthan was given a choice that goes first on being operated. He chooses the wounded policeman over the more serious druggie. When the body of a man who died in the emergency room disappears, Dr. Luthun begins to ask questions that nobody wants to hear. Sacrificing a human life to cure certain number or paralyzed person. 4. Do the following characters follow act or rule utilitarian principles Give examples from the movie to support your answers. a) Dr Luthan: He follows the Rule Utilitarian principles as he denied the request of Dr Myrick in being part of the Triphase. He believes that "Great doctor have to do the right thing" and killing people to gain something is not the right thing to do. b) Dr Myrick: He follows the Act Utilitarian principles as he is only focusing on the end result which is curing the paralyzed and not thinking the immoral and unethical effect to other human life. He is behind name and fame because just being recognized on being the first to cure paralysis and getting the credit is his priority and not the consequences behind the cure. 5.) What is the ethical problem or ethical dilemma of the film In other words, what is it that the characters are doing that might have some ethical problems Dr Myrick's vision in making a paralyze person is giving him hope, a hope that he would be able to walk again and back to old life. But his ethical dilemma is that his vision of finding cure for paralysis is on the basis of sacrificing other human life. The other ethical dilemma is

BX Enviro Legislation Research Paper Example | Topics and Well Written Essays - 1750 words

BX Enviro Legislation - Research Paper Example This act required, mandated that projects that were put forward as proposals by the different government federal agencies were to include statements relating to the projects’ environmental impacts. Apart from this, the law spurred the creation of an office within the Office of the President devoted to the environment, called the Presidential Council on Environment (MNN Holdings).   This office would later be called the Council on Environmental Quality or CEQ (CEQ). The law also broke ground for stipulating in a formal fashion the policies and goals of the federal government relating to the national environment. Where the law recognizes that every American has a stake and a responsibility for being a steward of the environment in each one’s personal capacity, the law also makes a point to include wording that essentially puts the brunt of caring for the environment in the hands of the US federal government.. The idea is that legislation and new programs and projects sh ould be considered for their environmental impacts just as much as for their technical and their financial suitability and viability, and the law puts this principle as a matter of compliance with the law (MNN Holdings; CEQ). a priority concern when considering projects and activities tied to the economy. The goal is the improvement of environmental health metrics which redound to better human health. The Act has been credited with reducing pollution emissions into the air by 41 percent during the first four decades,... The law prompted/spurred the starting of sixteen projects of reclamation precisely in that area targeted by Roosevelt in the southwest United States, for the purposes that he intended (Oracle). The overriding motivation was that the congestion in urban areas necessitated the location of alternative land where farming could take place, and the main technology for the reclamation and transformation of the dry lands in the southwest was irrigation. The bill came before the establishment of the Reclamation Service, later to be renamed as the Bureau of Reclamation, the government agency that was tasked with the work related to the bill (ccrh.org; Bureau of Reclamation). 2. Richard Nixon A. Legislation 1: National Environmental Policy Act of 1969 This act required, mandated that projects that were put forward as proposals by the different government federal agencies were to include statements relating to the projects’ environmental impacts. Apart from this, the law spurred the creat ion of an office within the Office of the President devoted to the environment, called the Presidential Council on Environment (MNN Holdings). This office would later be called the Council on Environmental Quality or CEQ (CEQ). The law also broke ground for stipulating in a formal fashion the policies and goals of the federal government relating to the national environment. Where the law recognizes that every American has a stake and a responsibility for being a steward of the environment in each one’s personal capacity, the law also makes a point to include wording that essentially puts the brunt of caring for the environment in the hands of the US federal government.. The idea is that legislation and new programs and projects

The University of Findlay The Academic Support Center Essay

The University of Findlay The Academic Support Center - Essay Example According to the director of the ASC, the center is ever full of students in search of academic assistance. Although most of the students access the center individually, there are also others that come as a group. According to the director, when one enters the center, one cannot fail to note how busy the place is especially during the day as well as in the afternoon when most of the students are through with the day’s classes.   According to the director, most of the students that visit the center always improve in their academics. However, for these improvements to be achieved, students ought to be dedicated. According to the director, for the students to progress in their academics, they also need to be dedicated and focused in their work. For this to be achieved, the ASC always seeks the assistance of tutors; hence tutors are ever there to offer support to students accessing the facility. Although tutors are ever present in the center to offer educational support, not all tutors are present; hence it is normally advisable for the students to make appointments to know the tutors that will be present on a particular day and time.  According to the director, the oiler success center is a facility that can be used for quite a number of things. First, students can use this center for the purpose of conducting their studies, and this is because the center is calm and has study tables, and hence it is an ideal place for conducting personal studies or taking part in study groups.  

The Not So Wonderful World of Eurodisney

The Not So Wonderful World of Eurodisney Euro Disney and other Disney are subsidiaries to Walt Disney Company. This is a case study based on Euro Disney to critically analyse and answer question of the Not So Wonderful World of EuroDisney- Things are Better Now at Paris Disneyland. EuroDisney first year of operation was faced with several factors in which hindered their financial growth and success in the first year of operation. The case study will analyse and answer several questions relating to the Not so Wonderful world of EuroDisney. The questions are broken down in to five which are: 1) Why was Euro Disney performing poorly during its first year of operation? Recommend and propose strategies and suggestions to improve the situation? 2) To what degree do you consider that these factors were a) foreseeable and b) controllable by either Euro Disney or the parent company Disney? Evaluate the cross-cultural marketing skills of Disney! 3) Do you think the new theme park would have encountered the same problems if a location in Spain had been selected? 4) If you were the business development manager, what would be the major consideration you would go through before selecting a location for the next Disneyworld? 5) From your discussion select a location you think will be the next Disneyland site. By the end of the analysis, a clear understanding it to be derive on what lead to the not so wonderful world of EuroDisney, and shading light on mistakes made by the parent company. CHAPTER 1 INTRODUCTION The Walt Disney Company is the parent company of Euro Disney and other Disney company in various countries making it a network of international family entertainment network in all house hold around the world with four business diversification which are media networks, parks and resorts, studio entertainment and consumer products. Disneyland, Disney world and all places Disney have been known as the happiest place on earth, the goal of Walt Disney is opening Disneyland was not to just be a theme park, but to be a theme park that the entire family could enjoy. Although the Walt Disney Company was founded in 1938, it was not until 1952 that the theme park, Disneyland, was opened to the public. When Walt Disney opened an amusement park in the middle of Southern California orange groves in 1955, he changed the way that Americans, and the world, viewed such entertainment. Once the domain of carnival hucksters, amusement parks underwent a significant makeover at the hands of the head of the Disney Studios Walter Elias Disney is a pioneer, innovator and possessor of one of the most fertile imaginations in the world. He was an American film producer, director, screenwriter, voice actor, animator, entrepreneur, entertainer, international icon and philanthropist. Disney is famous for his influence in the field of entertainment during the twentieth century. As the co-founder (with his brother Roy O. Disney) of Walt Disney Productions, Disney became one of the best-known motion picture producers in the world. The corporation he co-founded, now known as The Walt Disney Company, today has annual revenues of approximately U.S. $35 billion. Disney is particularly noted for being a film producer and a popular showman, as well as an innovator in animation and theme park design. He and his staff created a number of the worlds most famous fictional characters including Mickey Mouse, a character for which Disney himself was the original voice. He received fifty-nine Academy Award nominations and won twenty-six Oscars, including a record four in one year, giving him more awards and nominations than any other individual. He also won seven Emmy Awards. He is the namesake for Disneyland and Walt Disney World Resort theme parks in the United States, Japan, France, and China. In April 1992, The Walt Disney Company and Affiliated Companies opened a new park for European visitors. It was located by the river Marne some 20 miles east of Paris and was designed to be the biggest and most lavish theme park that Walt Disney Company had built as compared to other sister companies (Cateora, Graham, p.615). Nevertheless, the development of big theme park in Paris instead arise Euro Disneys start up problems because the management has done some mistakes on project plan. They could not arrange a proper plan. Since the management not able to purposely consider certain outcomes, there was a something wrong in planning Euro Disney. The Disney management also did not have ample assumption about the European market as well as they did for their parent mark. CHAPTER 2 2.0 CASE STUDY The not-So-Wonderful World of Euro Disney Things Are Better Now at Paris Disneyland. 2.1 The questions of case study to be answered: Question 1 Why was Euro Disney performing poorly during its first year of operation? Recommend and propose strategies and suggestions to improve the situation? Question 2 To what degree do you consider that these factors were a) foreseeable and b) controllable by either Euro Disney or the parent company Disney? Question 3 Evaluate the cross-cultural marketing skills of Disney! Question 4 Do you think the new theme park would have encountered the same problems if a location in Spain had been selected? Discuss! Question 5 If you were the business development manager, what would be the major consideration you would go through before selecting a location for the next Disneyworld? From your discussion select a location you think will be the next Disneyland site. CHAPTER 3 3.0 ANSWERS TO CASE STUDY 3.1 Question 1 Factors that contributed to Euro Disneys poor performance during its first year of operation. Euro Disneys factors of poor performance marketing mistakes were present throughout the whole inception of Euro Disney. Euro Disney were faced with several affecting factors which contributed to the failure or poor performance of the company, the factors came along with location, price, and lack of research in exchange rate, as well as the style of the theme park all played roles in the lack of success experienced by Euro Disney. The factors that played into the unsuccessful first year could have been foreseen and somewhat easily by Euro Disney or the parent company, the same goes for their being able to control them. Hostility among the French had risen even as the plans were being set as it was stated earlier, that they did not want American imperialism invading their country and culture. Cateora Graham, p.614 reports, Paris theatre director Mnouchhkin descried Euro Disney as a cultural Chernobyl. In fall 1989, during a visit to Paris, French columnist pelted Michael Eisner with e ggs. The joke going around at the time was, for Euro Disney to adapt properly to France, all seven of snow whites dwarfs should be named Grumpy Location Many factors contributed to Euro Disney poor performance during the first year of operation and many of these factors could have been alleviated if the proper factors would have been looked at previously. The first problem was the demographics and subsidies, and because the French government made Disney an offer it could not refuse, they located Euro Disney 20miles outside of Paris, a location that was thought to be very convenient. It played a negative role in the success in the success for Disney. How many people go to Paris to get glimpses of American theme parks? Most of the tourist going to Paris would spend time travelling the city and its wonders. About 17 million lives less than two hour drive from Paris and another 310 million can fly there at the same tie or less. The French government offered the company more than $1billion in various incentives; all in the expectation that project would create 30,000 French jobs. The land came at rock bottom prices, cheap loans were made available, and a dedicated high speed TGV and suburban railway link was also offered by the French. France gave Disney an offer they could not refuse, overlooking the over value franc, bad weather, French people not being known for their hospitality and occasional anti-American demonstration by angry farmers because French agricultural subsidies had been cut, Paris was still chosen to be home of Euro Disney. The climate in Paris was also unsuitable and off-season attendance was way below expectation. Many landmarks events were competition to Euro Disneys opening year, such event was the one held in Spain. Spain held the world fair in Seville and Barcelona was home to the 1992 Olympics which took tourists to area other than Paris. All in all, 1992 was not looking good for Euro Disney in terms of success. Foreign uncontrollable and Exchange rate. In Paris in regards to economic forces, legal forces, competition, and culture can be held accountable for Euro Disney misfortune. In opening in the summer of 1992, Europe was entering into recession and this caused income from catering, merchandise, including souvenirs and foods, hotels to be way below that was expected. High interest rates also caused many currencies to devaluate against Franc leading to more financial difficulties for Euro Disney. In negotiation with France, lawyers were used excessively. The rigid legal approach was offensive to the French, who, like most Europeans consider depending on lawyers to reach a conclusion to be last resort. Despite the foreign market uncontrollable hindering the park from the beginning, when Euro Disney opened in the summer of 1992 many marketing and operational errors factored into the parks unsuccessful opening. Advertisement made by Euro Disney Another controllable factor was the advert made by Euro Disney, which factored the poor the poor performing by the Euro Disney in Paris. Euro Disney advertising had emphasised Disney image as an alluring bit of American rather than an explaining to potential customers what they can actually do for the park. France (2004) reports, every surface that could possibly have an advert placed on it clothing, buses, taxis, myriad walls and billboards, even the snow you sky on now hawks something. According to Wikipedia encyclopaedia, ÂÂ ´Advertising is the promotion of goods and services, companies and ideas, usually performed by an identified sponsor. Company are bombarding us with thousand of advert with only one intention, to persuade us to buy their product. Euro Disneys image marketing did not explain to Europeans that the theme park was or what attractions it had to offer the European consumer. The company advertising focused on the size of the park and the glamour behind it that t his poor marketing strategy hurt over all business. No one in France cared that Euro Disney had cost over $4 billion and that its 4,800 acres include five separate recreation areas, six hotels with room for 5,200 people in all, an entertainment centre, a 27 hole golf course and a wooded campground. The marketing strategy in America was used in France and it backfired when the French visitors stayed away from the park. Yes advertising bombards us everywhere, but it is not without control and regulation by the government, businesses, and citizens. This opens one of the major issues in advertising, the question of law and ethics. The sensitivity perceived by the French in relation to the advert was that, it did not tell them what the citizens will benefit from the EuroDisney, and also the French were not happy with how the Americans use their own advertising style. Poor Management operation The management of Euro Disney had difficulties due to cultural and lack of understanding of the French culture. Operational errors that easily could have been avoided accounted for more troubles than were expected in the Euro Disney. In regards to employees, alcohol, admission and hotel prices, and breakfast in the hotel, staffing problems, and regulations regarding pets, many problems cause the Euro Disney misfortune in the first year. The employees dressed code enforced on employees prohibited facial hair and limited the use of makeup and jewellery. The lack of understanding by the parent country in regards to the dress culture of the French affected customer patronage. The French did not think dress standards like that existed outside the west military academy. Also the ban on alcohol caused astonishment in a country where glass of wine is normally given for launch and it is necessary as a fork for eating. However banning the alcohol in this theme park could have ever been a consi deration is unbelievable and since it was a major issue, this policy of not serving alcohol in the park was also a hindering factor at Euro Disney. Another factor that leads to poor operation was the price system. Prices involve around Euro Disney were also the cause of it not performing well and not generating profit. consultant who studied the park say that its high admission price 30 percent more that Disney Orlando makes visitors keen to take as many rides as possible, so they spend less time shopping for Mickey Mouse ears and such. Prices at the Disney hotel were high compared to other hotels in Paris, the hotels in Paris ranges from $180 to $380 in the Paris metropolis. Staffing problem One of the major factors in the customer relationship in the international marketing, even at the domestic market is the customer- staff relationship. At Euro Disney, there were staffing approach problems too. The company had tried using the same team work model it did use either in America or Japan, which did not work in France. Within the first nine weeks of Euro Disneys operation, roughly 1,000 employees, 10 percent of the employee left. People were leaving because they felt they were not being understood and they were not being treated in an appropriate manner that was satisfactory to them. The company actually taught that Monday would be a les busy day, while Friday a hectic busy time, but the reverse was the case, Monday turned out to be very busy at the Euro Disney. Unforeseen issues Factors that really could not be seen by managers included the approach to European recession, the Golf war in 1991, and increased interest rates. External factors that affected business were also the devaluation of the Franc currency in the international market, which lead to competitors to draw the attention of customers to the various sites. These competitors were the worlds fare in Seville and the 199 Olympics, which was held in Barcelona. (Cateora, Graham, p.615) Ethnocentrism The managers of Disney and Euro Disney used their way of doing business, their cultural belief and ethics, and what they know and are used to in order to try and get another country to do the same. Cateora Graham describes in more detail, A brainstorming, kick the door down attitude seemed to reign amongst the U.S. decision makers. The authors referred to one former managers comment, We were arrogant, it was like, we were building the Taj Mahal and people will come on our terms. Ethnocentrism is usually referred to as tunnel vision. This view says that one certain ethnic group beliefs about morals is the right one and better than any group. The French saw the American managers as bullies, arrogant, and workaholics. A search for the topic, Business culture Vs French (n.d) refers to Laura Hampton, French ministry of Education as she explains the views that the French have about American business and culture: The French have a love or hate relationship with the U.S. We are deeply admired for many things (entertainment industry, our political system, our optimism as a people) but they are also very critical of the role the U.S has played in globalisation which they see threatening their own identity, culture, and language (Regarding management practices) the French are less direct about theory expectation and you have to pay closer attention to the subtle cues given to you., Disregarding the French culture of being the worlds biggest consumers of wine, the management of Disney still hung on their we know best conviction. Male employees had to keep well groomed as the American managers wanted in this way. Their insensitivity to the French culture led to a very bad start even though they did relent in some areas such as allowing females employees to wear brightly coloured nails polish and allowing kennels for the quest pets. The French would never dream of leaving their pets when going on vacation. (Cateora Graham, p 615) CONCLUSION: the major factor that contributed to their poor performance, during their first year of operation can be narrowed down to marketing surveysm, which lead to ethnocentrism and self reference criterion. 3.1.2 RECOMMENDATION, PROPOSE STRATEGY AND SUGGESTION TO IMPROVE THE SITUATION AT EURO DISNEY. There are several means in which the controllable factors could be avoided in other to present Euro Disney the success it needed at the first year of business. This means are suggest and proposed as follows: The deliverance of advertising to the customers, not on the physical composition of just the area alone, but on the resources and service that a customer will get from patronising the resort. Advertising should be careful controlled. Society needs to make sure that people are not taken in by misleading advertisement. There is a set of principles that all advertisers must follow (Roman Mss, 2003, p.200): Tell the truth, show the truth- the product should look exactly the same way as the consumers will purchase it Make the general impression truthful- Advertising is judged not by what it says, but what consumers thinks it says. (p.201) Ban weasels and dangling companions- All sentences must be clear. Substantiate product claims- must provide evidenced that the claim is true. Back testimonials with research. It is crucial that cross cultural communication, cooperative decision-making and collaborative problem solving be implemented in multinational corporation management like Disney. It is important that the management of a multinational corporation work together to overcome boundaries and differences and to be able to communicate, and collaborate in order to effectively work together, communicate, make decision, and solve problems as a single entity as globalisation does simple that. This brings the world together. The EuroDisney could use the help of the Disney in Turkey in other to be able to handle the cultural difference in French. By understanding the French culture, EuroDisney will be able to bring polices that will be accepted by the French customers. The French cherish their culture that it is important for EuroDisney to able to adapt the culture and avoid cultural self criterion, rather try to understand the culture of the French. Make use of their number one asset which is human resource in order to apply the best approaches and method and focus on both macro and micro economics of the global business. The management from the head quarters branch(in this case, management from the United State) cannot do this alone but will achieve success if he learns from those in the various parts of the world and learns from those who are experts in the various locations and cultures in which they live and work. They will next, approaches communication, sales, customers services, find solutions, developing innovative tactics, and so on. The best way in managing a diverse sales team is to incorporate the sales management from each area and empowering them and learning from them, this system will help the Euro Disney to overcome the cultural differences and policies that are not suitable for the French workers. Generally as management, it is important to have a general knowledge of domestic activities and policies, and to understand the various cultures and operations of the sales force outside of the United States. This can only be accomplish by using human resource from which are familiar with the culture of French, company, and cultures, how business is handled in different parts of the world, varying company policies and operations (although the company is an entity, policies and routines vary slightly, if not extremely, in order to accommodate the differences), language and cultural differences, various sales methods, training, customer service, account management, follow up procedures, key account management, and so on. Can only be handled by working with the various sales teams and using their expertise. CONCLUSION: The above mentioned proposed recommendation will tackle the poor performance at Euro Disney. The first recommendation should be the market research and survey, which will tackle the staffing problem, cultural issues and drafting and delivering of effective promotion, 3.2 Question 2 3.2.1 The factors that could have been foreseeable and controlled by Euro Disney or the parent company. Taking a look at the above mentioned factors that lead to the poor performance of Euro Disney in their first year of operation, some of the factors were possibly foreseeable, while some were not foreseeable and uncontrollable. A company reputation and size of Disney is allowed no room for mistakes. The stakes involved are billions of dollars. Complementary businesses like that of the hotel industry are reliant upon the success on the success of this team park in Paris. Generous funds received from the government and private institutions would have to be made well of. Disney should be able to foreseen the unforeseen. When Euro Disney was established the consideration taking into account is the geographical area and culture as well. However Disney established the Euro Disney based on the nature or American thinking, they expected the Europeans to act as Americans and thrive over newly designed theme park. They forgot that they were producing a massive theme park bigger than any other theme park in Europe for the American mentality. They could have calculated the exchange rate, and did not calculate the European culture. They could have foreseen the problems mentioned in the above poor performance factors listed. Factors such as those mentioned above are not categorized as the unforeseen; rather they are being classified as the expected factors, which Euro Disney or the parent company Disney should have detected. Economics, politics, culture complemented and associated with in depth analysis of the 4Ps follow the basic principles of marketing. Disney should have foreseen the changing economic scene in France with the forthcoming European recession in 1991. The relationship with the French government should have been handled with greater care and delicacy, because of the size of the investment involved and ultimately, the number of jobs dependant on the success of the Euro Disney. Looking at culture, the parent company can force itself on another people, looking at the cultural profile of the French, which in this case was the European continent. Disney promoted its product, the theme park similar to that of Tokyo Disneyland in Japan believing Europeans wanted their piece of Americana. In inte rnational marketing, the needs and wants of the consumer are being indentified, the package presented by Disney to their customer meet neither their needs nor wants. Disney true success lies in adapting to the surrounding culture of the French and Europe as a whole, being marketing oriented in finding success in customer satisfaction. Disney failed in both aspects. Culture is wide and change occurs when resistance slowly yields to acceptance, so the basis of resistance becomes unimportant or forgotten, which means that on the part of the European community, we are certain to see compromise, but over a period of time. Disney too has to reconcile with the environment it has settled in. we read in the case that Disney does ultimately mend it ways. Making room for continuous change is the best way to go about its business. CONCLUSION: most of the factors that lead to the poor performance of EuroDisney in their first year of operation were foreseeable which are the staffing problem, advert problem, and cultural differences and so on, where some factors were not, such as the economic recession at that time in Europe. 3.3 Question 3 The cross-cultural marketing skills of Disney The problem was that in the beginning, cross cultural marketing skills were not used and employed. Taking for example, Disney executives were told that French did not take breakfast in the morning, which lead to downsize but surprisingly, the French do eat breakfast. Cross cultural marketing would have let the managers know that the Europeans were more energetic and covered more of the Euro Disney theme park and rides than those in the western hemisphere. Therefore, instead of the normally three days stay at the Disney American theme park, the stays were normally shortened to two days stay. The European vacation customs were not being examined so the theme park did not see profits and success as hoped. Americans take short breaks but they take the more often. However, Europeans take one month for holiday. The American managers thought that the Europeans would change their one month tradition and adopt the Americans shorter yet more frequent time off but did not happen. The French schedule remains the same and they would close the office and factory during the entire month of August, which was contrary to what the American do. These factors should have been considered. Cross cultural marketing would have been extremely useful but the parent compan y executives were being quite ethnocentric and it cost a great price. (ibid, p.615) needed to say, their cultural marketing skills were unsatisfactory, in fact, nonexistent. Had they had any skills of this sort, the beginning would have been a success and not such a failure at the start. Therefore, we can say that the skills of Euro Disney cross cultural marketing skill was poor, they did not have skills of cross cultural marketing skills which is the main key in dealings in international trade like Euro Disney. They put an American theme park in the middle of Europe with American mentality, American food, and this did not heed to the cultural values of the Europeans. However, the new CEO in 1993, the park understood their problem and made the changes. They then started their new marketing plan, which included skills of cross cultural values, understanding. They started to include French and European favourites like Zoro and Mary Poppins. They advertising campaign include famous European characters with the magic kingdom. Within a year, they took off deals boosted. CONCLUSION: after the recognition of the problem facing Euro Disney which was the cross cultural marketing skill, which was bad. After some time park understood the pending problem and provided a solution, which was the use of French in their advertising campaign and so on. 3.4 Question 4 3.4.1 New theme park in Spain Spain is a country that accept and receive foreign cultures compared to France, the southerners receive foreign culture with greater warmth compared to the central and east Europeans, in which if Euro Disney would have launched in Spain, Disney would have met less criticism. But we should bear in mind that, Euro Disney is actually built to serve the entire Europe as a whole not just Spain. Therefore, criticism will likely come from other part of Europe, even if Spain receives Americans with warmth. Cultural profile is formed as the bases of international marketing relationship, how a product is being marketed in the international market, in a foreign country is based on the cultural variable present in the country. In other for Disney success in marketing the theme park internationally, it will force them never over emphasise the importance of understanding the culture of a foreign culture. A theme park in any part in Europe generally, Spain not excluded will face a varying percentage of regal restraints, political risk, culture conflict, and economic disruption as well. Therefore, if Disney places a theme park in Spain, it is believed that the cultural difference will lay a huge role in its success, as suggested earlier. Disney would have to adapt to the customers culture and the culture of Spain generally, and incorporate them into the development, implementation, and operation of a new theme park. The workaholic habits of the Americans is opposite of not just Spains focus of life and family first, but generally Europe as a continent. In the United States, people focus more on themselves and individuality is the focus not group (Hofstede cultural dimension). CONCLUSION: international marketing is the function associated with culture, what one is able to do in marketing to a particular foreign product is shaped by the cultural variables of the country. A theme park is Spain as in another part of Europe would face a varying proportion of, legal restraints, political risk, culture conflict, and economic disruption. 3.5 Question 5 3.5.1 The major considerations for the next Disneyworld The consideration for the next Disneyworld should be in Dubai. Dubai should be considers as the next Disneyworld location priority. Dubai (UAE) is the major commercial business hub of the Arab world. Business horizons expand from the west coast of the United States to the eastern Philippine archipelago. Business communities around Europe have created a stronghold here as a gateway to most of Northern Africa, the Middle East and to a limited extent the Asian Subcontinent. Dubai seems to be a good strategic location for the Next Disney world to be established. Dubai is seen as the portal not only to the minority communities from Europe, Asia and Americas but specifically to the Muslim world of over one billion. Then underlying opportunities are immense. The parent company Disney is already a recognise figure in households of the respective location UAE. The relaxed social and cultural atmosphere Dubai possesses over Muslim states should not pose a threat to the continuity of business a t Disney in Dubai, which will be called Disney Arabia. Dubai reports a GDP (gross domestic product) per head of US$15,000 to $18,000, one of the highest figures in Asia. The trade balance remains a surplus with over US$500 million. The infrastructure boasts access to telecommunication facilities and transport by land, air and water as state of the art. The diverse ethnic communities level communication barriers between the Arabs and expatriates. All in all, Dubai posses the qualities and the right backdrop to promote the new Disney Arabia to a wider scope of people, both the conservative and the more liberal, foreign and local. Thus, lunching the new Disney subsidiary is obviously not an overnight or one day project, meticulous planning will be needed in defining the eight Ps as pertinent to the Arab world. CONCLUSION: it is important to learn from the mistakes that were made when EuroDisnay was started. Having offices and managers from the country will be detrimental. Incorporating Dubai culture and examining the tourist activities, practices and trends will be crucial to the making of breaking of a Disney in Dubai. CHAPTER 4 4.0 CONCLUSION Euro Disney faces poor performance during their first year of operation, which makes it important to learn from mistakes that were made when Euro Disney was started. Having offices and managers from th