Economic Final project paper and Power point Essay

Monetary Final task paper and Power point - Essay Example Through the diverse analyst considers, it has been demonstrated that the car business keeps on ascending in charge of the world economy. It has even been seen that nations, for example, Korea and Japan are among the quickest developing nations today because of the way that they are among the ones having incredible control in the car business. For what reason is this specific actuality pertinent to the general public today and how is this essential thought full of feeling in the process by which the world countenances overall financial disturbance at present? Transportation is the notable factor that achieves the opportunity of each country to advance. Whenever seen cautiously, analysts authenticate the way that the nations having the most exceptional transportation framework are those that are extremely ready to confront the various difficulties of present day improvements towards national advancement. For what reason is this so? Transportation is regularly viewed as the most significant fuel to national turn of events. A nation that has the most dynamic feeling of transportation are the ones that can interface every last trace of the nation towards progression. The streets and the open vehicle frameworks effectively get individuals to and from work making it a lot simpler for them to help the national economy through having the option to perform well for the financial progression of the nation. Clearly, every country, large or little is typically characterized by its arrangement of transportation. Each arrangement of transportation is energized by the cutting edge progressions in portable creation. This reality has been perceived and comprehended as the years progressed. Thus, therefore, the new imaginative plans of cars are fairly made to fit the requirements of the advanced society. Credibly, the cutting edge society invites new plan that would best accommodate their interest for the best sort of transport and travel that they realize they merit. Subsequently, this is the place the social job of the car business comes in. Alongside the businesses giving the fundamental

Valedictorian Speech free essay sample

Employees, educators, family, companions and individual alumni great morning, today is a day to be grateful and to be enlivened. As I check out I see such a large number of natural countenances and I might want to thank every one of you for being here with us on this Joyous event. Remaining here before the entirety of my cohorts, the main thing I can see is the potential inside all of them. Some may become specialists, legal counselors, instructors, and entrepreneurs.Just recollect the long street e have ventured out together to where we are today. Truly, It was long and I know some of the time we didnt think It was ever going to end. Yet, It was an astounding Journey. Presently this day we have been walling for Is at last here and our Journey together Is finished. In any case, there Is another experience Just around the bend. It will be hard from the outset however all of us has the ability of making It throughout everyday life. We will compose a custom article test on Valedictorian Speech or on the other hand any comparable theme explicitly for you Don't WasteYour Time Recruit WRITER Just 13.90/page On your new experience, you don't need to be distant from everyone else. Our loved ones will consistently be there for us simply like they have consistently been. On the off chance that it was not for a portion of the guardians that are here today we undoubtedly would not be here either. Being a parent is difficult, presently realizing when to release them, letting us assume liability. Be that as it may, I might want to thank every one of you for being there to assist us with succeeding and never letting us abandon ourselves. You folks were there to see us through everything regardless of whether we werent your kids. I welcome that. Ideally, we can satisfy all the fantasies that you have for us. We will even now require your help in accomplishing our fantasies. Our class has a great deal of potential, you can ask anybody and they will reveal to you that. I might likewise want to perceive our educators at placer national secondary school. Since without the energy that they have I dont accept that I could have made it this far. The educators at this school cause you to accept that you are somebody and that the sky is the limit. It isn't just the educators, yet the staff and understudy body cause you to feel like youre at home and you can confide in every one of them. I love this school with my entire existence and all that it stands for.If I had dodo it once more, I would instantly. Our years at placer national secondary school have been loaded up with extraordinary recollections and groundbreaking occasions. As we go out to begin our new experiences, I trust that despite the fact that we will gain new experiences that we will always remember the recollections that we made together at placer national secondary school. L trust that whatever way you take might be splendid and loaded up with affection and experience. I additionally trust all of you the best throughout everyday life and I love all of you. Would you be able to trust It folks, WE DID IT!!Thanks again to everybody for being here to impart this Joyous event to us. Valedictorian Speech By reemergence with us on this Joyous event. Remaining here before the entirety of my cohorts, the main we have gone together to where we are today. Indeed, it was long and I know now and again we didnt think it was ever going to end. However, it was a stunning Journey. Presently this day we have been sitting tight for is at long last here and our Journey together is finished. Be that as it may, there is another experience Just around the bend. It will be hard from the start yet all of us has the ability of making it in life.On your new experience, you do Our loved ones will consistently be there for us Just like they have consistently been. In the event that it my essence and all that it represents. On the off chance that I needed to do it once more, I would instantly. Our years at placer national secondary school have been loaded up with extraordinary that we made together at placer national secondary school. trust that whatever way you take might be splendid and loaded up with affection and experience. I additionally trust all of you the best throughout everyday life and I love all of you. Would you be able to trust it folks,

Treating Sexual Obsession in OCD

Treating Sexual Obsession in OCD OCD Living With OCD Print Sexual Obsessions in OCD By Owen Kelly, PhD Medically reviewed by a board-certified physician Updated on September 10, 2019 Claudia Burlotti / Getty Images More in OCD Living With OCD Causes Symptoms and Diagnosis Treatment Types Related Conditions Obsessive-compulsive disorder (OCD) is characterized by compulsions (an uncontrollable impulse to perform an act, often repetitively) and obsessions (the inability to stop thinking about a certain topic or image without anxiety). Within the realm of obsessions, a person with OCD may become fixated on thoughts of violence, aggression, contamination, or even religion?? Among the most troubling, however, are sexual obsessions. Sexual Obsessions and OCD Although a person may experience a wide range of sexual obsessions, common themes involve those that may be considered forbidden, such as: HomosexualitySexual abuse or violenceSexual thoughts about friendsIncestInfidelitySexual sadism or masochismSexual enslavementBeastialityUnderage sexSex and religion as a form of blasphemy The thoughts can occur with or without compulsions, and having such thoughts doesnt mean a person will act upon them. It has been estimated that between six percent and 24 percent of people with OCD will experience some form of sexual obsession. The number may be even higher given that most people are reluctant to share such thoughts. While people tend to identify sexual obsession as a primarily male characteristic, research suggests that men and women with OCD will experience them at more or less at the same rate.?? Sexual obsessions can interfere with intimate relationships, particularly if they co-exist with thoughts of violence, suspicion, or doubt. In some cases, the person with OCD may have obsessive doubts about an intimate partner and become fixated on thoughts or mental images about infidelity. When this happens, rather than looking for the good in a partner, the person with OCD will look for flaws and shortcomings. Sexual Obsessions Are Not Sexual Fantasies Sexual obsessions are not the same thing as sexual fantasies. Whereas sexual fantasies are typically related to pleasure or desire, attainable or not, sexual obsessions are unwanted and distressing thoughts that are typically associated with shame or self-loathing.?? People with OCD will often worry that a forbidden or illegal sexual obsession may one day lead them to act upon those desires, whether it be about pedophilia, rape, or sexual violence. The key psychological difference is that a person with OCD will find the obsession immoral and feel repelled at the thought of acting upon it. This is not necessarily the case with persons who perpetrate rape or pedophilia who, despite knowing the behavior is wrong, typically act upon such thoughts as a pathological form of self-gratification. Sexual obsession in OCD tends not to be delusional (founded untrue thoughts). Rather, it is characterized by contradictions by which a person may experience arousal and self-loathing at the same time and actively avoid situations that are connected to those thoughts, such as:?? Avoiding gyms, public restrooms, or situations that elicit homosexual thoughtsAvoiding schools or playgrounds where children gatherAvoiding hugging or close contact with an object of desire If accompanied by sexual compulsion, a person with OCD may become abnormally preoccupied with pornography and/or masturbation as outlets for unwanted thoughts. How to Treat Sexual Obsessions Mental health professionals trained in OCD will recognize sexual obsession as a symptom of the disorder and, in the absence of any risk factors (such as a conviction for a sexual crime), will help the person understand the nature of the obsession and minimize any fears as to what the thoughts say about the person and/or his or her possible actions.?? If you are experiencing obsessive and unwanted thoughts about sex, it is important to disclose the full nature of the experience, however distressing or embarrassing they may seem. It requires you to trust your mental health provider and understand that the thoughts you share will not only be held in the strictest confidence but be met with an open, non-judgmental attitude. Within the construct of OCD, sexual obsessions are treated in exactly the same way as any other obsession. The treatment may involve a combination of medications to alleviate anxiety and/or depression alongside on-going psychotherapy, typically in the form of cognitive-behavioral therapy (CBT) or exposure and response prevention (ERP) therapy.?? With ERP, exercises may involve the recounting of your sexual obsession on audiotape after which you would listen to the tape over and over until the obsession no longer generates anxiety. A variety of other exposure exercises can be developed depending on the nature of sexual obsession.

The Death Of The Red Death By Edgar Allan Poe - 1351 Words

Death is inescapable; status does not give someone the opportunity to escape death. Prospero and his friends thought that since they hid in a castle, they wouldn’t have to face death, but that wasn’t the case. In â€Å"Masque of the Red Death,† Edgar Allan Poe establishes the struggle of power through the conflict between Prince Prospero and the narrator, death himself, to illustrate that death befalls all. Prince Prospero spends most of his time hiding in his castle, trying to escape death. Most of the population has died from the Red Death, a mysterious plague that kills victims immediately. Prospero, not wanting the same fate, settles for staying in his castle, away from the disease and away from death. Poe creates a paradox by allowing death to enter the prince’s castle; the very thing he has tried escaping is the same thing he lets in. The theme that death befalls all is again brought up by Poe because Prospero ends up dying anyways. . Power is the ability to accomplish your goal in the face of opposition. Death held the true power in the story. Prospero thought that he could run from death, but death ends up proving that you can’t hide from it. When everyone in the castle dies, Poe illustrates what happens to the party after everyone dies by saying, â€Å"And the life of the ebony clock went out with that of the last of the gay. And the flames of the tripods expired. And Darkness and Decay and the Red Death held illimitable dominion over all.† Prospero and his friendsShow MoreRelatedThe Death Of The Red Death By Edgar Allan Poe1633 Words   |  7 Pages Prince Prospero in Masque of the Red Death written by Edgar Allan Poe is a Prince of his kingdom who escapes and eludes the Red Death sweeping throughout his kingdom killing all it comes into contact with. Prospero s fight or flight reaction, a built in mechanism inside all humans and his reaction to fear of his own death ultimately lead to his downfall and instead of keeping him alive prove unable to beat the elutable and all mighty red death. Picture a scenario where you are put to the testRead MoreDeath in Masque of the Red Death by Edgar Allan Poe984 Words   |  4 PagesMasque of the Red Death by Edgar Allan Poe In the short story â€Å"Masque of the Red Death† By: Edgar Allen Poe he delivers the theme of age old inevitability of death and futility of trying to escape death, the setting of his story is based during a time when the bubonic â€Å"black† plague took over Europe. The black plague was a bacterium that survived in rats and rodents, human beings became infected when they got bitten by the fleas that lived on these rodents and rats; you knew you had gottenRead MoreThe Masque Of The Red Death By Edgar Allan Poe1769 Words   |  8 Pagesis used, most people think of it as an action performed in solitude. It brings to mind an empty space in which one person resides, far from all others. However, isolation does not always occur in a singular sense. In â€Å"The Masque of the Red Death† by Edgar Allan Poe, isolation is used by a large population as a means of safety. In â€Å"The Thing Around Your Neck† by Chimananda Ngozi Adichie, isolation occurs amon g crowds of people and even in the company of someone close to one’s heart. In both aspectsRead MoreSymbolism Of The Red Death By Edgar Allan Poe1500 Words   |  6 PagesIn â€Å"Mask of the Red Death†, Edgar Allan Poe uses setting and symbolism to deliver the theme that no one escapes death. The story follows the naà ¯ve and pompous Prince Prospero, and his feeble attempt to escape dying from the Black Plague. As the plague spread through his kingdom, the prince called one thousand of his closest friends to reside within the safety of the castle in order to seclude themselves from the horror and death going on outside. During the last months of their seclusion, the princeRead MoreThe Masque Of The Red Death By Edgar Allan Poe Essay1712 Words   |  7 PagesEdgar Allan Poe is a well known profound writer because of his great works of fiction through short stories and poetry. Often times inciting fear and suspense into readers by the use of tone and subject in a var ious literature ways. Evidently in stories such as The Masque of the Red Death, The Tale-Tell Heart, and The Raven being that they are all well known. Poe an unforgettable writer, because of his horror stories and writing style has created stories and poems that are classical and often spokenRead MoreThe Masque Of The Red Death By Edgar Allan Poe2034 Words   |  9 Pagesexudes a dream-like quality, which calls into question if the events are simply a product of one’s imagination. This situation is comparable to that of â€Å"The Masque of the Red Death† by Edgar Allan Poe. Originally published in 1842, this narrative tells the story of a wealthy noble, Prince Prospero. An extremely deadly plague, the Red Death, has devastated the land, and Prince Prospero invited a group of a thousand friends to one of his abbeys to hide away from the disease. Everything about the party sceneRead MoreEdgar Allan Poe s The Masque Of The Red Death1300 Words   |  6 Pagesmovement too k action during the mid-eighteen hundreds in which Poe wrote his short story, Masque of the Red Death According to Edgar Allan Poe in his short story, â€Å"The Masque of the Red Death† â€Å"No pestilence had ever been so fatal, or so hideous.† Even though plagues had been common throughout the years, none of them had been as hideous as society was during the Movement. In his short story â€Å"The Masque of the Red Death†, Edgar Allan Poe demonstrates that people are naturally born evil, during the Anti-TranscendentalismRead MoreAnalysis Of Edgar Allan Poe s The Red Death 1868 Words   |  8 PagesEdgar Allan Poe the Effects of His Life to His Work One is molded and sculpted into the person we are today. From our experiences and our background. Who we are and who we become does not depend on us. We are driven by the world around us. Everyone goes through tragic events in their life. Ones might be small, others might be great, however they still have a significant impact in your life. These events may be wonderful, full of happiness and joy, or a tragic event full of misery. UnfortunatelyRead MoreEdgar Allan Poe s The Masque Of The Red Death1225 Words   |  5 Pagesstories of tribes, to colonial poems, to the twisted mind of Edgar Allan Poe, there is a connection. Poe’s â€Å"The Masque of the Red Death† may not seem to portray the ideas of religion but through close examination, the association will become less cloudy. Poe’s use of symbolism, narrator, word choice, helps readers unmask the idea of religion. Poe’s use of symbolism is very evident throughout the story of â€Å"The Masque of the Red Death†. Much has been made about the meaning of the rooms that fillRead MoreEdgar Allan Poe s The Red Death And Cask Of Amontillado1595 Words   |  7 Pages American author and poet, Edgar Allan Poe, was born January 19th, 1809, and died at the age of 40 on October 7th, 1849. Poe had a horrendous childhood. As a child, he was abandoned by his father, David Poe Jr., and later, his foster father, John Allan. His mother, Eliza Poe, died of tuberculosis, along with his foster mother, Frances Allan and Virginia Clemm, Poe’s wife. After the death of his wife, Poe attempted suicide out of grief. The traumatic events of his life affected Poe’s writing style

The Financial Crisis Of 2007-08 - 1894 Words

The definitive event of the early twenty-first century was The Financial Crisis of 2007-08. Since that event, scholars have tried to identify what the causes and the effects of the crisis. The causes and effects of the collapse are varied and many scholars show a consensus about what these causes and effects are. Scholars who researched The Financial Crisis of 2007-08 agree that bank deregulation starting in the early 1970’s a major contributor. The deregulation allowed for banks to increase in size by absorbing subsidiaries and allowed for banks to take more risks. Matthew Sherman dictates, â€Å"Many argued that consolidation in banking was an inevitable evolution and championed it as financial ‘modernization,’ but the changes posed†¦show more content†¦K. Sabeel Rahman contends â€Å"As a substantive policy, the Glass-Steagall Act’s separation of commercial and investment banking was seen as crucial to preventing abuse by financial firms in se lling securities†. (Rahman 627). The idea behind stopping commercial and investment bank mergers was to avoid conflicts of interests that could cause harm to the consumer and potentially wreak the financial system. Rahman continues, â€Å"Thus the primary arguments in favor of Glass-Steagall revolved around the need to curb conflicts of interest† (Rahman 629). Glass-Steagall was successful as it stopped banks from taking depositor money and using that money to buy securities and other financial instruments and then turning around and marketing those assets to consumers as well as their own depositors. Other scholars, like Janice McClendon, point out that investment banks would create securities that were based of other basic assets that originated at the commercial bank. Two such securities that were core to the crisis were mortgage-backed securities (MBSs) and collateralized debt obligations (CDOs). Janice McClendon contends, â€Å"The underpinnings of the global financial crisis can be traced back to the development of primary and secondary residential housing mortgage markets and the securitization of these mortgages into investment-grade mortgage-backed securities (‘MBS’ or ‘MBSs’)† (McClendon

Refining the Hr Policy Framework to Support the Vision Free Essays

string(76) " retain high quality staff to replace staff lost through natural attrition\." [pic] Growing Esteem: Refining the HR Policy Framework to Support the Vision December 2010 Table of Contents 1Introduction3 2Background3 2. 1The environment we will be working in3 2. 1. We will write a custom essay sample on Refining the Hr Policy Framework to Support the Vision or any similar topic only for you Order Now 1External factors3 2. 1. 2Internal decisions and factors4 2. 1. 3The HR policy imperatives5 2. 2Where we are now5 2. 2. 1Our current staffing profile5 2. 2. 2Current performance7 2. 3The future8 2. 3. 1The goals of Growing Esteem 20108 2. 3. 2Supporting this vision through a refined HR Strategy9 3The refined HR policy framework9 3. 1Consultation and Feedback10 Priority areas for reform10 4. 1Improvement of the performance development framework11 4. 2Clarifying performance expectations12 4. 3Align work activity to ‘work focus categories’ and link these to performance expectations13 4. 4Supporting early career staff15 4. 5Classification issues – broad banding of professional staff classifications16 5Other policy issues17 5. 1Building flexibility – Classification issues17 5. 2Attracting and retaining highest quality staff17 5. 3Aligning performance – Probation and confirmation17 5. Investing in staff – Leadership and management development18 6Ne xt Steps18 6. 1Governance of the implementation project18 6. 2Plan for areas of further work19 Appendix 1: Schematic diagram of the refined strategic HR Policy Framework20 Introduction We are all part of an institution with a proud record of scholarship and achievement. The University of Melbourne has a well deserved international reputation for research excellence and quality of student outcomes and we have demonstrated our capacity to innovate and lead higher education nationally. Melbourne’s international standing and research prominence has enabled us to attract fine students and staff. We seek to lead through research, to educate for excellence and to connect and contribute through engagement. Substantial progress has been made towards achievement of our vision to be one of the world’s finest universities and we will need to continue to adapt and improve in pursuit of this vision. The University’s strategy document Growing Esteem 2010, states: â€Å"For the University to realise the ambitions of a refined Growing Esteem strategy it needs people who share the vision and can achieve the actions required. â€Å" Over the coming years we need to ensure that our research and teaching reputation remain among the best in the world in the face of increasing competition; to adapt our approach, to both teaching and our general interactions with students to support a greater proportion of graduate students; and to diversify our sources of revenue to support our endeavour. It is in this context that we seek to articulate our HR strategies and refine our HR Policy Framework so that we can support and develop our staff to achieve the excellence in performance that provides individual satisfaction and collectively will maintain and grow Melbourne’s standing. This paper identifies the major strategic and policy issues which need to be addressed to position us for the future through a refinement of the current HR management framework over the next three years. This paper provides a blueprint for action to guide HR policy development over the next three years. From this framework, detailed policies and procedures will be specified, and there will be opportunity for staff and other stakeholders to provide further input to these as they are progressively developed. These policies will be implemented at the local level within the University and therefore the support that will be provided to our supervisors and managers who are responsible for the day to day interactions with our staff will be vital to their success in bringing about the required changes. Background 1 The environment we will be working in The environment we will operate in over the next 5-10 years will change significantly and both external factors and the internal decisions made in our plans will impact on the staff profile we will need to prosper in the new environment and the HR policies and procedures that we need to support our staff. 1 External factors Changes in the external environment provide us with challenges and opportunities. Increased globalisation of the higher education sector will lead to stronger competition for the best students and staff. This competition for staff will include professional staff, particularly specialists, who will also be sought after in the wider economy. Strategies will need to be implemented to attract, develop and retain the best academic and professional staff who can plan, deliver and support an excellent learning experience for students, and also demonstrate innovation and a capacity to thrive in a changing environment. Technological change will also open new avenues for both education and research and the way in which work is performed in general and aids networking. The increasing pace of knowledge acquisition will require review of the range of information taught in courses and in the way it is delivered. On the research side, funding models and the interest of governments in finding solutions to major societal problems drives greater collaboration – both in the development of cross functional teams within the University and also in increased engagement with other universities, other research bodies and industry. The national higher education policy environment is placing more emphasis on nation-building through growth in graduate outputs, job readiness of graduates, social inclusion, funding for performance, and international standardisation of award nomenclature and content. There is also greater emphasis on engagement of universities with their broader communities. All of these factors and the funding regimes which support the national policy decisions are focussed on growth, which is at odds with our chosen direction to limit growth in student numbers. The local policy framework is also influenced by continuing fluctuation in the global financial environment. The international education company IDP Education is now predicting a considerable decline in international student numbers coming to Australia in the medium term which will impact on the University’s capacity to replace lost local revenue from this source. The ageing academic and professional staff profile across the sector and within the University more specifically means that we will have to attract, develop and retain high quality staff to replace staff lost through natural attrition. You read "Refining the Hr Policy Framework to Support the Vision" in category "Essay examples" Internal decisions and factors Melbourne has taken the decision to limit growth and to eventually reduce student numbers to a more stable and manageable size in order to provide the highest quality education to our students. Consequently we will need to build other revenue streams and to find ways of doing things more efficiently. We will need to be both flexible and entrepreneurial and be able to engage well with the external community. Over this time we will also significantly change our student profile, from the current ratio of 70:30 undergraduate to postgraduate students to achieve a 50:50 balance. It will be challenging to attract high quality postgraduate students in these numbers. This more mature student population will be more demanding and will have high expectations of teaching and support and of their interactions with our administrative staff. Their assessment of the quality of the teaching they receive, their overall satisfaction with their experience and their capacity to get good jobs will impact on our rankings both nationally and internationally against our competitors. The HR policy imperatives This likely future environment highlights the need to consider how together we can increase the focus on performance and productivity and ensure that each staff member achieves their goals and contributes to the University in the way best suited to their strengths and expertise. This will require a strong alignment between individual goals and performance and the University’s objectives and a different approach to developing and managing performance. These changes must be introduced in ways which protect and preserve the fundamental values of the institution, such as meritocracy, collegiality and academic freedom. 2 Where we are now 1 Our current staffing profile Melbourne’s permanent staff number in excess of seven thousand, divided almost evenly between academic and professional staff and is supported by over two and a half thousand additional casual staff. Our academic and professional staff include many talented, committed and long-serving people. It is our staff, their interactions with each other, with students and with local, national and international communities that establish and define our reputation and position in the global higher education sector. Staff are employed in positions classified according to the current academic and professional staff classification structures, specified in the University’s Collective Agreement. In addition to our paid staff, a large number of honorary and visiting academic staff contribute to the life and scholarship of the University. Our current staffing profile has the following characteristics: †¢ We have a large number of early career academics, with approximately 60% of the University’s academic staff employed at Levels A and B; †¢ These early career academics are predominantly employed on fixed term contracts. This position changes with seniority, with the majority of academic staff at Level C and above employed on a continuing basis; †¢ In contrast, most professional staff are employed on a continuing basis, with 55% of professional staff employed at HEW Levels 5 to 7; Figure 1 : Current distribution of Academic Staff by Classification (headcount, excluding casuals) |[pic] |% Staff Fixed term | | | | | | | |Figure 2 : Distribution of Fixed term and Continuing Professional Staff by |Level A. | |Classification (headcount) |96. | |[pic] | | | |Level B. | | |71. 8 | | | | | |Level C. | | |42. | | | | | |Level D. | | |25. 3 | | | | | |Level E. | |27. 9 | | | | | | | †¢ The growth in the University’s staff numbers from 2005 to 2008 has largely been the result of an increase in casual staff numbers. †¢ Over 10 % of the University’s academic work was performed by casual staff in 2009. Casual tutors are responsible for a significant portion of teaching into new generation degrees. †¢ The ratio of professional to academic staff has remained relatively steady since 2007 and is below the average for Australian universities and the Group of Eight. This is largely because of the way the University classifies Level A and B research support staff as academic rather than professional staff unlike many other universities. †¢ Approximately a third of both professional staff and academic staff are over 50 years of age; Figure 3: Age distribution of academic and professional staff pic] Academic Staff by level [pic] Professional Staff by level †¢ Approximately 55% of Melbourne academics are male; †¢ Women make up the majority of academic staff at Level A, but by senior levels the position is reversed. Although Melbourne performs better than the sector average in terms of the percentage of women at Levels D and E and at HEW10, women remain underrepresented at PVC and DVC levels as well as amongst membership of the Senior Executive more generally. The appropriate consideration of â€Å"performance relative to opportunity† for staff with significant external responsibilities, non-traditional career paths, or less than full-time working hours remains an ongoing challenge; †¢ A higher proportion of our female staff is employed on a part-time basis than the sector average; †¢ In 2008 and 2009 over half of all professional staff positions have also been filled internally while 56% of self-initiated departures from the University in 2009 from this group were from staff with less than 3 years service. The corresponding percentage for academic staff for self-initiated early departure is 51%. This suggests a turnover of newer staff to the University and is a concern if these staff are of high quality and being attracted by better offers from other employers. Level A academic staff and professional staff at HEW levels 3-5 are over-represented in these departure statistics suggesting a need to provide better opportunities and support for good early career academics and professional staff; and †¢ Staffing costs per FTE are increasing at a faster rate than student load. Until recently this has been compensated for by revenue growth but as the environmental scan above shows, this may not be possible in the future. 2 Current performance Melbourne is well ranked in international rankings and we improved our position in the most recent round of the Shanghai Jiao Tong and Times Higher Education Rankings. In the Jiao Tong rankings Melbourne was ranked 62nd in the world, the second Australian institution after ANU at 59th. This ranking system uses weighted scores associated with alumni, awards, citations, and publications. Melbourne scores better than ANU in the alumni and awards categories but has lower scores in each of the research categories. In the Times Higher Education rankings Melbourne is ranked first of the Australian institutions, at 36th in the world listing. A new methodology was used in 2010 for this ranking based on teaching (the learning environment), international mix (staff and student ratios), industry income, research volume, income and reputation, and citation impact. The quality of teaching within the University is vital to our students’ educational outcomes. While the Times Higher Education teaching scores for Melbourne are higher than our national competitors we have some way to go to reach the level of our international benchmarking partners. The CEQ good teaching scale also indicates room for improvement. While these rankings vary and are not absolute indicators of teaching performance, it is clear that teaching performance has a significant impact on the level of satisfaction of our students. Improvement in our overall teaching performance will contribute to a more positive learning environment for our students. Nationally in 2008 and 2009 Melbourne was ranked first in the country for research income and publications however, if these measures were viewed per capita (across the total number of research and teaching and research staff), then our leading position would not be maintained. We also performed well in nearly all discipline categories in the first trial ERA outcomes gaining scores of 4 or 5 in nearly all discipline categories. Our research performance has a significant impact on our rankings and on our ability to attract research income and quality staff and students. While we should be justifiably proud of that performance it will be more difficult to maintain this position in the future due to likely improvements in the performance of our competitors. We could raise our position in the international rankings and maintain our premier position nationally if there was improved average performance in winning grants and publishing across a broader spectrum of the academic staff complement. 3 The future 1 The goals of Growing Esteem 2010 Melbourne has articulated the outcomes we wish to achieve by 2015 in Growing Esteem 2010, including that: †¢ Melbourne will have an academic workforce sustainable in number and quality and outstanding in its achievement; †¢ Melbourne will be top ranked in all key national indicators of research excellence and impact; †¢ Melbourne will be top ranked in relation to research higher degree recruitment and outcomes; †¢ Through key partnerships we will have maximised the global impact of our research; †¢ Melbourne will be ranked in the top five against all national learning and teaching and student satisfaction indicators; †¢ Melbourne will be providing the best graduate experience in the country according to appropriate national indicators; †¢ Staff will feel able to contribute broadly to our vision of interaction with wider society through knowledge partnership, advancement and international activities; and †¢ Melbourne will have talented, diverse staff who share a common vision and whose skills and knowledge equip them to achieve the University’s goal of being one of the best international universities in the world. As has been shown Melbourne is currently well placed in relation to some of these measures of performance, but given the increasingly competitive and global higher education environment, to maintain or improve this position will require improvements in leadership and management and to performance management and development, recognition of the diversity of professional and academic roles, greater recognition of the efforts of our staff and innovative approaches to retaining, and nurturing the best teachers and researchers and flexible and innovative professional staff. Specifically, amongst other things, we need to: †¢ Emphasise research excellence not just research activity and improve he overall consistency of research performance and the number of high citation researchers who count among the world’s top 250 in their fields; †¢ Understand, reward and promote research excellence and creativity, provide career development opportunities and mentoring and develop a res earch recruitment and retention strategy; †¢ Improve the consistency of the quality of teaching and the student experience across the University while allowing for increased specialisation of academic staff in this area; and, †¢ Promote engagement activities as an equal partner to research and learning and teaching. 2 Supporting this vision through a refined HR Strategy To flourish in this environment and achieve these ambitious outcomes we will need to more actively manage our staff profile over the next five years through a refined HR Strategy. Our HR strategy must enable us to achieve the level of performance necessary if we are to be one of the world’s finest universities. We will need to: †¢ Develop our existing staff; †¢ Commit resources to attract and retain staff of the highest quality; †¢ Put in place appropriate succession planning; Provide classification structures which recognise diverse career paths and allow specialisation by both academ ic and professional staff; †¢ Nurture early career academic and professional staff and provide them with clear career paths in the university; †¢ Address the issues relating to the casualisation of our staff complement and the increasing proportion of fixed term staff, while retaining flexible working arrangements; †¢ Recognise and develop the partnership between academic and professional staff and build the ability of staff to work seamlessly with colleagues from other disciplines and institutions; †¢ Develop and recruit change-adept and flexible academic and professional staff; †¢ Enhance the support provided for the core activities of the University by improving performance of the central enabling divisions through professional development and performance review; †¢ Develop and improve systems which reward and recognise excellent performance in learning and teaching, research, engagement and leadership and in professionals disciplines; and †¢ Continue to encourage diversity and address issues relating to the participation of women, particularly at higher levels of the University. These actions will need to occur in the context of managing staffing and non-salary costs. The current HR Policy Framework needs to be refined to align with this revised HR Strategy to allow greater flexibility in the way work is organised and to support the development and performance of high achieving staff. The refined HR policy framework The refined HR Policy Framework which addresses this strategy links the following components (and is shown schematically in Appendix 1): †¢ The strategy presented in section 2. 3. 2; The necessary organisational and individual capabilities to underpin the achievement of this strategy –a commitment to excellence; flexibility and a willingness to collaborate and cooperate with internal and external partners (these capabilities were well supported by staff during consultation) ; †¢ Broad HR focu s areas– these are the areas where our HR actions will be focussed to assist in building performance and include building flexibility; attracting and retaining the highest quality staff; aligning performance with the University’s objectives; and investing in staff; †¢ The specific high priority HR practices which will have most impact on the achievement of the University’s strategy and the development of the people required for the future; and †¢ Enablers that will support reform. The enablers to support reform include improved HR support, including the provision of accurate, timely and high level advice for our managers and supervisors, to assist them in working with our staff to continue to build capability and best direct efforts towards our goal of being one of the world’s finest universities. 1 Consultation and Feedback A range of stakeholders were consulted about the refinement of the current HR Policy Framework through a number of forums, including: †¢ the 2010 Heads and Deans Conference; †¢ Senior Executive; individual and group consultations with Deans, Deputy Vice-Chancellors, Pro Vice-Chancellors, senior administrative staff and members of the HR Professional Practice Area; †¢ Academic Board; †¢ the 2010 Planning and Budget Conference (PBC); †¢ facilitated focus groups of staff randomly selected from across the University; and, †¢ a four week consultation period during which staff and unions could review the proposed Framework and provide anonymous feedback. Approximately 200 staff provided feedback via an online survey, which included the capacity to make free text comment. Approximately 60% of responses received were from Professional staff. Respondents represented all levels of the University, all budget divisions and included continuing, fixed term and casual staff. Staff were generally supportive of the HR framework. While there were some differences of opinion expressed, on the whole there was sound endorsement of the priorities that are set out in the following section. Priority areas for reform A number of priority areas for reform are outlined in the following sections. Although they form an integrated set of actions, the first are those considered by stakeholders to be of highest initial priority in contributing to individual and collective performance. The immediate focus of reform will be: 1. improvement of the performance development framework; 2. larification of performance expectations; 3. alignment of academic work activity to ‘work focus categories’ and linking these to performance expectations; 4. support for early career staff; and, 5. professional staff classification structures. As these a reas are the highest initial priorities for reform, this paper canvasses them in more detail. Other policy issues, including leadership and management strategy, which will also be integral to the refined HR Policy Framework are identified later in this paper. As specific policies are developed relating to each of these proposals there will be additional opportunity for consultation with staff. This consultation will be undertaken in accordance with: †¢ standard processes for consulting with staff and unions over changes to HR policy; and/or, †¢ the specific requirements of Schedule 6 of the Agreement which contemplates reviews of the i. Performance Development Framework; and, ii. the academic and professional staff classification structures. The consultation required under Schedule 6 of the Agreement will be conducted by a Working Group comprised of four representatives of each of the University and the NTEU in accordance with agreed processes for consultation and negotiation. The review process and outcomes will be implemented no later than 30 June 2011. The priority areas that received most support from staff during consultation were: †¢ support for early career staff †¢ leadership and management development †¢ clarifying individual performance expectations, and †¢ improved HR support. Unless otherwise identified, the proposals discussed are relevant to both professional and academic staff members, though some have specific relevance to one or other category of staff. 1 Improvement of the performance development framework The current PDF system is similar to those used in many other universities. Its application across the University is widespread and the incidence of participation is monitored. Effective performance management of staff allows the University to set clear objectives against which to develop and reward good performers and to identify, support and manage under-performing staff. Sound performance management of both academic and professional staff is central to the University being able to achieve the objectives and the ranking targets it has set in Growing Esteem 2010 as documented in section 2. 3. 1. Sound performance management has particular benefit for staff where it enables development needs to be clearly identified and addressed. Key policy issues relating to staff performance management in the University include: †¢ the nature of the performance management system; and, †¢ its effective application and use as a development tool. To improve the performance development framework we will: align performance, confirmation and promotion outcomes for academic staff so that they represent stages in a performance continuum rather than isolated events; â⠂¬ ¢ align position descriptions, probationary criteria and objectives specified through the PDF for professional staff; †¢ develop a streamlined and simpler performance management system; †¢ set performance objectives and requirements which are tailored to the work required of the staff member and include consideration of performance relative to opportunity issues; †¢ rate performance against the different aspects of a staff member’s job rather than just one general rating; †¢ replace current performance assessment rating descriptors to reflect the relative achievement of performance expectations (e. g. he â€Å"satisfactory† rating would become â€Å"has met performance objectives†); †¢ better align the PDF with business plans and with departmental and University goals; †¢ develop more objective performance measures and greater capacity to distinguish between levels of performance; †¢ provide a higher level of HR support to p rovide managers and supervisors with the skills to develop staff and address performance issues; †¢ ensure that we take a fair, firm, timely and more consistent approach to treatment of underperformance; †¢ consider requiring Budget Divisions to establish a panel to benchmark and moderate for consistency and fairness of performance management across the Division[1]; and, †¢ provide a framework in which faculties and other budget divisions can develop performance management schemes specific to their area. Additionally, for academic staff we will: recognise individual strengths of academic staff in the core areas of teaching, research and engagement and rewarding staff for excellence in those areas; †¢ introduce appropriate descriptors for academic staff work functions or focus areas; and †¢ align staff actual effort with these work functions. Aspects of this reform will be undertaken in accordance with the review process outlined at Schedule 6 of the Universi ty of Melbourne Collective Agreement 2010. Other aspects will be subject to the standard processes for consulting with staff and unions over changes to HR policy. 2 Clarifying performance expectations Clear performance expectations are essential to guide staff effort and allow staff to understand how their work contributes to the strategies and goals of the University. They also support the quality, consistency and improvement of performance and allow for self-monitoring which contributes to job satisfaction. To clarify performance expectations we will: †¢ Develop general performance expectations for academic and professional staff (e. g. The Melbourne Academic, The Melbourne Professional). These statements will specify in general terms the University’s expectations of each group and its staff as a whole (including broad behavioural expectations); †¢ Remove the University-wide definition of research activity and replacing this with faculty or discipline specific definitions; †¢ Set clear and measurable performance standards for teaching, research, ngagement and leadership on a Faculty basis to guide performance against which individuals can be assessed; †¢ Over time establish common performance standards for professional job families (eg finance, IT, marketing, HR, administration etc) and †¢ Align individual objectiv es with specific goals for the relevant budget division. This reform will be undertaken in accordance with the standard processes for consulting with staff and unions over changes to HR policy. 3 Align work activity to ‘work focus categories’ and link these to performance expectations Academic work at the University is varied, has diversified and will continue to do so. While the majority of staff combine teaching with research and an engagement component, there are staff who focus solely on research and others who predominantly teach. The academic staff complement includes clinicians and specialist curriculum developers, others who focus on engagement with the wider community or on the provision of specialist services and others who have management roles. Despite the general expectation for Melbourne academics, some of these roles may not have a requirement or an expectation for a research component. There is recognition of the diverse nature of academic work in both our promotion criteria and the Minimum Standards for Academic Levels (MSALs)[2] which provide for academics to contribute to research and/or scholarship and/or teaching (that is to focus on one or more aspects of an academic career). Nonetheless, our research focus, although central to the University, may not allow sufficient recognition of academics with strengths outside this area. An alternative approach is to recognise that not all academics for various reasons are equally involved with teaching and research or are required to produce similar research outputs and that it can be difficult for academics to manage the competing priorities of teaching, research, community engagement and administrative duties. While recognising that most will continue to combine teaching with research and will meet expectations in both areas, within a single academic classification, staff with a primary focus on teaching or -activities other than research should be appropriately recognised in terms of this primary focus and associated outputs. The University has recognised in its objectives and targets that the quality of teaching is vital to our aspiration to offer an outstanding educational experience. This can partly be achieved by providing a strong career path for those staff who have an excellent record in teaching, or who have demonstrated the capacity to develop this and who are less focused on a research career. Teaching specialist roles have already been created at a number of leading Australian universities to recognise excellence in teaching. The teaching specialist roles require the staff members appointed to them to make a substantial contribution to learning and teaching, educational design and delivery, and educational leadership. Such roles reflect high performance in teaching and are not created to support and manage staff who are not performing at an appropriate level. During consultation, it was proposed that academic staff within the University should have the capacity to be appointed to positions with a focus on teaching or academic support/leadership based on the excellence of their performance in these areas. This proposition received broad support. Staff who are, or who have demonstrated the capacity to become excellent teachers and who have made a practice of innovation and scholarship in teaching in their discipline could accept an offer to take up a teaching-focused role. Other staff who have academic roles, with no specific requirement for research, could accept an offer to take up an ‘other specialist’ role. For example, staff who undertake management roles outside a particular faculty and who are employed to pursue a particular mission for the University (such as the DVC and PVC positions) would be considered part of this focus area. Academic staff within the University will therefore be identified as belonging to one of the following work focus categories based on the requirements of their role and subject to meeting any relevant requirements for the focus category: †¢ Research-focussed †¢ Teaching and Research †¢ Teaching specialist †¢ Other specialist. Appropriately for a research led institution such as Melbourne, the majority of academic staff would remain within their current teaching and research or research focused categories, with performance expectations appropriate to the relevant category and faculty or discipline. Such reform allows for the retention of a single academic classification structure, along with its ranks, levels and salaries, but provides greater recognition of the diversity of work undertaken by individuals within that classification structure. The capacity to move between work focus categories over the course of an academic career is provided for, to allow for broad and flexible careers. Movement between the groups will take into account individual performance and development needs as determined through the performance development system. Teaching and other specialist roles may be offered after joint consideration of the interests, qualifications and capacity of the staff member and the specific needs of the Department, School or Faculty. At present the University has a number of staff classified as Level A and B academic staff who are categorised as Research Only staff but who are supporting the research endeavour rather than undertaking original research. In most other universities this group is generally classified as professional staff rather than academic. A change in classification for a number of these staff will ensure more consistent reporting between the University of Melbourne and its competitors. As previously discussed, work will also be considered at a later date around further development of the job family categories for professional staff, with appropriate expectations being developed by level and job family. To better recognise the diversity of academic work we will: introduce a new academic work focus category of Teaching Specialist to complement the existing categories of Teaching Research, Research Focussed and Other specialists; †¢ identify academic staff within the University by work focus category; †¢ develop and apply performance expectations appropriate to the relevant category and faculty and discipline; We will also: †¢ further develop the job family categories for professional staff. This reform will be subject to the standard processes for consulting with staff and unions over changes to HR policy. 4 Supporting early career staff We need to support the development of our early career professional and academic staff, to provide a positive employment experience and assist them in becoming productive members of staff. Graduate entry level for professional staff is most commonly at HEW5 level, and mentoring and other professional development is important at this stage. We need to be able to provide career paths for the development of specialist expertise. This emphasises the need for a sound performance development program which clarifies objectives and identifies career needs. While, when taken together, growth in fixed term and continuing academic and professional staff in recent years has been relatively modest, the percentage growth in casual staff from 2007 to 2009 is more than double this figure. The key issues for casual early career academic staff are the difficulty in establishing an academic career when there is limited certainty of employment and the concentration of casual staff at lower levels of the academic classification structures and into particular areas, notably teaching into New Generation Degrees. The New Generation Degrees will account for approximately half our coursework student load and their success will be critically important to the future success of the Growing Esteem strategy. The quality of the teaching of undergraduate students is important to, student engagement and outcomes. Improved certainty of employment for excellent staff teaching into the New Generation Degrees should be considered. Pathways for research higher degree students into an academic career also need to be improved, particularly given the need for renewal of the academic workforce. We need to recognise that casual and sessional staff, as well as research students, make a significant contribution to University teaching effort and that early career academics in general require support. To better support early career staff we will: address the barriers to employing early career staff on more secure forms of employment; †¢ improve access to and quality of professional development and mentoring pro grams for early career staff, particularly in relation to supporting early career staff develop capabilities in relation to teaching (where relevant); †¢ employ research students as a preference for casual and sessional roles; †¢ seek agreement to create a new form of employment which provides greater employment security for early career staff; and, †¢ support budget divisions to increase the number of Early Career Development Fellowships. [3] The introduction of the proposed academic work focus categories will also provide clearer career paths for early career academics. A teaching-specialist academic category would better facilitate the appointment of teaching-specialists as course coordinators (on other than on a casual basis) to support the teaching of large New Generation Degree subjects. This reform will be subject to the standard processes for consulting with staff and unions over changes to HR policy. Classification issues – broad banding of professiona l staff classifications Broad banding professional staff classification categories will improve career pathways, provide greater flexibility in staffing and aid retention of good staff. There are currently 10 classification levels for professional staff. Staff can progress to a higher classification by applying for another job which is graded at the higher level or by applying for reclassification where higher level duties are required by the work area. These options may not be available within all work areas and so high performing professional staff may seek employment elsewhere, including outside the University. In order to rationalise the large number of classification categories for professional staff and to provide better career pathways it is proposed that a new professional staff classification structure be introduced consisting of four broad bands reflecting the level of responsibility and specialisation of professional positions in the University. |New Broad Band |Former Classification |Number of Pay Points within the band | |4 |HEW Level 10 A – 10E |3 | |3 |HEW Level 8 – Level 10 Base |9 | |2 |HEW Level 5 – 7 |9 | |1 |HEW Level 1 – 4 |9 | In order to improve the classification structure for professional staff we will: †¢ reform the structure to provide for a number of broad bands within which movement would be based on performance; †¢ reduce the number of pay points within each band in most cases with the effect of increasing the salary differential between each pay point and make movement between pay points more meaningful; †¢ develop clear performance standards for each broad band; †¢ align position descriptions with each level of the system; †¢ require movement between bands to be based on assessment of an application for a position in the higher band; and †¢ introduce soft barriers within the bands that staff would have to satisfy in order to progress. This reform will be undertaken in accordance with the review process outlined at Schedule 6 of the University of Melbourne Collective Agreement 2010. Other policy issues There are also other policy issues which will be included in the revised HR Policy Framework and are important to assist our current staff to achieve their potential and to help the University remain attractive to prospective staff. They will be the subject of further consultation and development through appropriate working groups. The issues identified below are grouped into the key focus areas of the Policy Framework shown in Appendix 1. 1 Building flexibility – Classification issues Policy action |Timing | |Introduce additional performance based salary points at the top of current academic and professional classification levels|2011 | |Aid attraction and retention and strengthen the link between reward and performance for level E staff, possibly by |2011 | |providing additional salary steps at this level | | |Explore introduction of a single salary spine for academic and professional staff |2012 | |Revise academic nomenclature |2012 | 2 Attracting and retaining highest quality staff Policy action |Timing | |Review and determine new reward and recognition policies , including implementing a reward for performance structure to |2011 | |recognise, reward and retain high performing staff | | |Review and revise the staff equity and diversity strategies and action plans |2011 | |Improve Workforce Planning and develop succession plans |2011 | |Review and determine new recruitment procedures to attract good staff |2011 | |Talent management program |2011 | 3 Aligning performance – Probation and confirmation |Policy action |Timing | |Improve linkages between promotion, confirmation/probation and the PDF process |2011 | 4 Investing in staff – Leadership and management development Effective leadership has a strong impact on staff satisfaction and is vitally important to the achievement of our goals. To ensure that we have effective leadership and management from our senior staff, we need to: †¢ clarify expectations of our leaders and managers; †¢ develop a broader skill set amongst staff to manage complex people matters; †¢ provide a business skills set to our managers including business planning and budgeting; †¢ incorporate greater levels of mentoring and coaching by peers; †¢ foster an open culture that embraces and supports change and diversity; †¢ provide more specialised development for professional roles; and †¢ deliver development programs differently so that skills more easily translate into the workplace. Future policy issues for consideration are listed below. Policy action |Timing | |Develop a Leadership and Management Development Strategy |2011 | |Involving: | | |A clear statement of the nature of leadership and management capabilities; | | |Formal coaching and mentoring; | | |Processes for identification of high potential talen t and accelerated development plans for high performers; | | |Quality standards for development program design and delivery; and, | | |Dedicated resourcing and funding to address any identified skills gap. | |Develop and gain agreement to a behavioural competency statement |2011 | Next Steps 1 Governance of the implementation project The further refinement of the revised HR Policy Framework will be overseen by a Steering Committee jointly chaired by the Provost and the Senior Vice-Principal. There will also be a number of related work streams each led by a project owner within HR Chancellery and coordinated by a project director, reporting to the Executive Director, HR. These work streams will draw on expertise across the University from faculties and professional practice areas. Specific reference groups mentioned above have also been established to rovide a forum for the further development and testing of policy and procedural initiatives and implementation plans. The Academic Re ference group will specifically inform work around the introduction of academic work focus categories within the academic classification system, associated changes to the Performance Development Framework and measures to support early career academics. A Professional Staff Reference Group will similarly inform work on broad-banding the professional staff classification structure as well as the associated changes to the Performance Development Framework and other key matters for professional staff. 2 Plan for areas of further work The following is a broad action plan for the refined HR Policy Framework. Timing |Policy initiatives to be completed | |By June 2011 |Leadership and Management strategy and revised program development | | |Negotiation completed with NTEU and staff about proposed changes to PDF and classification structures | | |canvassed above | | |Additional support in place for managers in managing performance | |By Dec 2011 |Establishment of links between promotion, co nfirmation/probation and the PDF process | | |Leadership and Management strategy and programs finalised | | |Behavioural competency statement developed (with initial emphasis on Leadership and Management | | |competencies) | | |Broad banding of professional staff classification structure (subject to negotiation with NTEU) | | |Improved Workforce Planning and succession plans in place | |Career paths: | | |Program for support of early career academics (including casuals) developed | | |Review of transfer and secondment policies | | |Career paths identified within professional staff job families | | |Review of reward and recognition policies complete | | |Talent management program developed | |2012 |Review of recruitment practices complete | | |Competencies incorporated into HR processes such as performance management, recruitment and selection and | | |learning pathways | | |Consultation on possible changes to academic classification structure (for example, varying number of | | |increment points; overlapping bands) prior to negotiation of the next Collective Agreement | | |Consultation on possible revision of academic nomenclature | | |Employer brand developed to promote employment with the University | | |Revision of Staff Equity and Diversity strategy completed | Appendix 1: Schematic diagram of the refined strategic HR Policy Framework [pic] ———————– [1] The supervisor is responsible for performance management practices, however, it is envisaged that the panel is responsible for the higher level consistent implementation of performance management. Some faculties have moved to implement such practices already. [2] MSALs form part of the University’s Collective Agreement [3] Early Career Development Fellowships are a new category of fixed-term employment introduced through the new Collective Agreement. The University must advertise at least 28 such Fellowships before 30 June 2012. Early Career Development Fellowships were designed to provide a more secure form of employment for Level A and B staff who are predominantly employed on a casual or fixed-term basis. These Fellowships will include a structured development program providing training, supervision and appropriate career and professional development opportunities to enable early career academics to establish an academic career. How to cite Refining the Hr Policy Framework to Support the Vision, Essay examples

Hypertensive Heart Disease free essay sample

Patient Information: The patient, Fred Jones, living in Florida, the USA, has suffered hypertensive heart disease during seven years and died at the age of 64.The hypertensive heart disease represents the pathology of the cardiovascular apparatus, which is developed as a result of the dysfunction of the other body essential systems (â€Å"Hypertensive Heart Disease,† 2016). The cause is the increased blood pressure that appears on a regular basis. This chronic condition may be provoked by the disorders in higher vascular regulation centers, renal functions, or neurohumoral mechanisms. These dysfunctions lead to critical changes in the cardiovascular system, nervous system, and kidneys. In the patients case, the disease has developed over the last seven years. Being at the age belonging to the risk group, the patient experienced frequent cases of elevated blood pressure, which was caused by the chronic kidney dysfunction. Kidneys failed to filter fluid that led to hypertension. Besides that, the improper following of the prescribed diet can also be the cause that contributed to the rapid and fatal development of the disease. We will write a custom essay sample on Hypertensive Heart Disease or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page It is suggested that the early period of the disease took place without any symptoms, and the first signs appeared at the age of 57 when the patient started experiencing headaches and dyspnea. Then, after several months, the patient visited a doctor, who measured blood pressure by a sphygmomanometer. It displayed 127 mmHg of systolic blood pressure and 79 mmHg of diastolic blood pressure. The usual patient’s measurements were 115-120 mmHg (systolic blood pressure) and 65-75 mmHg (diastolic blood pressure). Thus, the first increased measurement showed elevated blood pressure. After that, the patient was observed by his doctor during the next two years, and the elevated blood pressure became his chronic condition showing the increased numbers of blood pressure. Along with that, the patient suffered from regular headaches, dyspnea, and chest pain. During the next three years, the patients pressure raised to 140/90 mmHg. During the last two years, the disease developed rapidly to the second stage and then to the third stage, when the patients blood pressure grew to 185/121 mmHg, and then to 210/127 mmHg correspondingly. At the second stage, the analysis showed the increase in creatine in blood plasma and augmentation of the left ventricle. During the last stage, the patient experienced severe visual impairment and several times overcame the hypertension crises. The last case occurred to be the fatal one.The patient was diagnosed with hypertensive blood disease caused by renal hypertension. The increased blood pressure was provoked by chronic kidney dysfunction and, as a result, the disruption of the circulatory function (â€Å"High Blood Pressure ; Kidney Disease,† 2014). The diagnosis was made by the control of the blood pressure and its regular measurements along with the analysis for creatine and urea for the control of kidney functions.As the primary cause of the increased blood pressure was kidney failure, the main treatment was aimed at regulating the function of kidneys and following the special diet, which is essential when a patient experiences kidney dysfunction. The diet included less intake of salt, alcohol, eating less animal fat and consuming more fresh vegetables and fruits. It was also recommended to have moderate-sized potions of food. The patient was also directed to have a regular annual course in the specialized sanatorium. However, the latter recommendation was ignored by the patient. Also, the drugs, namely loop diuretics, were prescribed to regulate the renal function. For the normalization of blood pressure, thiazide diuretics and adrenoblockers were assigned.At the early stages of the disease, it was prognosed that the patients state is not likely to become worse if he follows the diet and the prescribed treatment regularly. However, after the first two years of the disease, when it progressed quickly and irreversibly, the main objectives of the treatment was to support the patients life at the appropriate level and improve his quality of life. Surgical intervention was possible; however, the patient refused to make any operations.

The claim that some areas of knowledge free essay sample

Theory of knowledge Topic no. 9 Discuss the claim that some areas of knowledge are discovered and others are invented. Knowledge can be defined as something which is achieved through experience. Knowledge can be segregated into different areas like art, mathematics, human sciences, etc. All areas of knowledge are based on knowledge claims. Every area of knowledge is different from the other. Some of them are discovered while some are invented. Art is an area of knowledge which is invented. We can say that art is invented as artists paint whatever comes to their mind. A reflection of their thoughts s shown in the paintings that they make. Every piece of art has some hidden meaning behind it which is perceived differently by different individuals. Art also depicts various emotions like anger, love, peace, sorrow, etc. Hence, art is an invention of the mind and not a discovery. When it comes to a subject like mathematics, it is invented as it is one subject which involves the mind. We will write a custom essay sample on The claim that some areas of knowledge or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Mathematics as a whole does not really exist or make a difference in our daily lives. For example, we have nothing to do with calculus or theorems as we cannot relate it to our day to day activities. Mathematics requires the usage of the mind more than anything else. When it comes to solving a problem, one will solve it the way his mind wants to. Therefore a problem in mathematics is not only limited to one solution but has various solutions. Thus, I think that mathematics is an area of knowledge which is invented rather than being discovered. Human sciences can be defined as anything to do with human life and human activities. One major topic under human sciences is biology. Biology is the study of the human body and its various functions. This area of knowledge is discovered and not invented. Scientists have not invented the parts f the body and its related functions but have discovered them. Various problems and diseases of the human body are also a discovery and not an invention. Nowadays technology has advanced to such an extent that scientists are discovering things in the body which were not known. But, still there are parts and places in the body which are still a mystery to all. I would like to conclude by saying that the claim Some areas ot knowledge are discovered and others are invented is true. It is no necessary that all the areas of knowledge are invented or all are discovered. Each of them is different in its own way.

Free Essays on A Seperate Peace- Genes Growing Discontent With Finny

Genes Growing Discontent with Finny Gene comes to the Devon School 15 years after he attended it and tells us the story when he was sixteen. In chapters 1-3 of John Knowles’ A Separate Peace, the characters Gene and Finny appear to be the best of friends. However, the names that Gene calls Finny, Gene’s resentment at feeling forced to engage in activities of Finny’s devising, and Genes responses when he thinks Finny is getting in trouble reveal his growing discontent. The names that Gene calls Finny reveal his growing discontent with their relationship. As a response to Finny when they were talking about the jumping of the tree, Gene calls Finny â€Å"goofy.†(10) Gene retaliates against Finny because he was trying to shame him. Finny decides to wear a pink shirt as a symbol of him supporting an allied bombing in Europe, Gene see’s this and calls him a â€Å"fairy.†(17) Gene does not like Finny’s shirt because it is out of the ordinary so he says it makes him look like a fairy. While playing a game called blitzball Gene seriously states â€Å"are you crazy† (30) when Finny tells him to knock down the person he passed the ball to. This shows that Gene is basically calling Finny stupid by calling him crazy. All of the names that Gene calls Finny show the growing discontent that Gene has with Finny in their relationship. Gene’s resentment at feeling forced to engage in activities of Finny’s devising shows his growing discontent with their relationship. One activity Gene resents is being forced to jump off the tree. Finny gets Gene to get on the tree and tells him to jump, Gene being afraid of jumping off thinks â€Å"Why did I let Finny talk me into stupid things like this?†(9) Gene thinking about his discontent toward Finny implies that he was talked into or forced into jumping off the tree. Finny saves Genes life when Gene turns to look at Finny on the tree and loses his balance, he was about to fall when Finny put ... Free Essays on A Seperate Peace- Genes Growing Discontent With Finny Free Essays on A Seperate Peace- Genes Growing Discontent With Finny Genes Growing Discontent with Finny Gene comes to the Devon School 15 years after he attended it and tells us the story when he was sixteen. In chapters 1-3 of John Knowles’ A Separate Peace, the characters Gene and Finny appear to be the best of friends. However, the names that Gene calls Finny, Gene’s resentment at feeling forced to engage in activities of Finny’s devising, and Genes responses when he thinks Finny is getting in trouble reveal his growing discontent. The names that Gene calls Finny reveal his growing discontent with their relationship. As a response to Finny when they were talking about the jumping of the tree, Gene calls Finny â€Å"goofy.†(10) Gene retaliates against Finny because he was trying to shame him. Finny decides to wear a pink shirt as a symbol of him supporting an allied bombing in Europe, Gene see’s this and calls him a â€Å"fairy.†(17) Gene does not like Finny’s shirt because it is out of the ordinary so he says it makes him look like a fairy. While playing a game called blitzball Gene seriously states â€Å"are you crazy† (30) when Finny tells him to knock down the person he passed the ball to. This shows that Gene is basically calling Finny stupid by calling him crazy. All of the names that Gene calls Finny show the growing discontent that Gene has with Finny in their relationship. Gene’s resentment at feeling forced to engage in activities of Finny’s devising shows his growing discontent with their relationship. One activity Gene resents is being forced to jump off the tree. Finny gets Gene to get on the tree and tells him to jump, Gene being afraid of jumping off thinks â€Å"Why did I let Finny talk me into stupid things like this?†(9) Gene thinking about his discontent toward Finny implies that he was talked into or forced into jumping off the tree. Finny saves Genes life when Gene turns to look at Finny on the tree and loses his balance, he was about to fall when Finny put ...

This I Believe essay Example | Topics and Well Written Essays - 500 words

This I Believe - Essay Example He should also learn how to respect other people instead of fight them, and to temper his desires and focus on his education instead of having a girlfriend at a young age. I was always the butt of jokes every time my friends would know that I did not have a girlfriend yet or that I have not tried any beer yet. I wonder why they would not mind how many books I have read at this point in my life. I really wonder why they would consider having dated a girl more important than anything else instead. What is also more annoying is that no matter how many times I explained to these people how important studying is more than having a girlfriend or drinking beer, they simply did not agree nor did they listen. What is even worse is that they would sometimes either label me as a nerd or a sissy or gay. I have nothing against nerds, sissies and gays but it is not good to call someone this if it is not true anyway. I believe that older people in the community should also try to help foster the value of good education and should at least help minimize the ridicule that young people like me get from those who constantly criticize every effort of mine to be an excellent student at school. It even seems to me that the society I was in would praise me more and make me more welcome if I were a dropout and if I got myself tattoos of snakes and women all over my arms and the rest of my body. The problem with this society is that the older people tolerate such beliefs because they are the same and they believe in the same thing about being a man. I remember arguing with my father on the subject of having to conform to society, and my father insisted on following what people say in order to avoid being ridiculed. Although I got my father’s point and although I knew that he was just protecting my interests and that he just did not want me to get into trouble, I believe there is always a point at which an individual has to stop conforming to what

The Responsible Leader and Manager Essay Example | Topics and Well Written Essays - 1500 words - 1

The Responsible Leader and Manager - Essay Example This research will begin with the statement that Debenhams, headquartered in London, is an international retailer of men’s, women’s and children’s clothing, gifts, electrical goods and furniture. The company operates more than 240 stores both directly and under franchise. Its management team is made up of managers located in different stores. They include Helen Tully, who manages the operations, commerce and customer focused retail business in London, Chris Halstead, the stores development and projects manager in London, Soleta Oliver, the commercial and stores services manager in London, Andrew Parnell, the operations and visual merchandising manager in Redhill and Shahin Rahnama, who is a store manager in Iran As a team, the managers coordinate the company’s operations with a focus on satisfying customers and the community and maximising profits. The manner in which stakeholders are treated and managed is a crucial component in the revenue generation and success of a corporate outfit. It is the managers’ duty to ensure that stakeholders’ interests are met for the sake of creating beneficial relationships for business continuity. Some of the stakeholders of Debenhams are the customers, employees and corporate shareholders. Customers form the core purpose of any business’ existence. Employees bridge the gap between the company’s operations, products and services, and the customers. Schroder PLC, in its corporate shareholding capacity, has 202.9 million shares, representing a 16 percent shareholding. The managers integrate their personal values with corporate values to lay strategies to manage the unique needs and interests of each group of stakeholder. The managers at Debenhams understand that their customer base, running into millions, works hard to earn and afford their purchases. They know that quality products alone, without personal attention and appreciation, do not represent full value for customers ’ money. They are motivated by the virtue of customer satisfaction to improve their services. They aim to be responsible and active participants in their communities of operation, which are basically made up of their customers. As a corporate entity, the company supports both national and local charities towards the well being of their customers.

Tourism Impact On Bali

Tourism Impact On Bali Tourism has long being considered as one of the biggest incomes for Indonesia. Rich cultural diversity and the natural beauty of the lands is the main tourism attraction. The country realize their potential and try to promote it internationally, especially to neighboring countries such as; Malaysia, Singapore and Australia. Other than the natural and cultural attraction, Indonesia is considered have a strategic location for business development. With millions of natural resources available in the country. Indonesia can attract business tourists to come and visit the country. However the Bali bombing in 2002 makes the international tourist to be alerted and therefore damaging to the Indonesia tourist industry. Since then, the trauma of the Bali bombing continues to haunt the visitors. The heavy drugs laws and death penalty as the worst punishment will also frighten and deter the visitors that come to Indonesia. The report below will explain the impact of Bali tourism on Indonesia econ omic and demographic factors. Furthermore it will analyze how the Bali bombing and harsh law will affect tourist decision when visiting Indonesia. Historical account of Tourism and Bali Rich local culture, great food, shopping, arts and craft and pulsating nightlife is some of the factor that makes Bali an interesting destination for Australian tourist (Bayes, 2007). Other than several reasons mentioned above, great surfing spot also have a significant role in luring the tourist to come to Bali. In addition; cheap prices of accommodation and services in Indonesia also supporting the tourist decision when visiting the island. Large amount of tourist that arrives in Bali will increase the economic growth in the island even before they arrive in Bali; by paying the tax. The development of tourism sector will also affect the development of the infrastructure in Bali. The tourism and hospitality facility will absorb numerous workforces and will create a number of available jobs in Bali. Furthermore, Bali GDP has increased by 10% from 2010 to 2011 and its recorded as 6.49% growth in regional GDP. Amongst the increase; service, trading, hotel and restaurant is up by 18.62% (Balivillaholydays, 2012). Statistical information Total foreign tourist arrivals to Bali in May 2012 hit 215,868 indicating a farther rise than May 2011 (204,489). On a cumulative basis, Bali foreign tourist arrivals for January through May 2012 1,131,462 demonstrating growth of 9.71% over the same period last year with 1,031,316 foreign tourists. http://www.balidiscovery.com/images/827/graff1.jpg www.balidiscovery.com Now five months into the year, Bali can now project more than 3 million foreign tourists for all of 2012. Bali should maintains its current year-to-date of growth at 9.71% through to the end of the year. The performance from major source markets that arrived in Bali on January-May 2008-2012 showed the biggest amount of tourists is from Australia. Australian tourists continue to visit Bali with month-on-month arrivals up 9.3% at 61,266 for the month of May 2012. While this is a respectable growth, Australias ability to generate double digit improvement in arrivals month after month maybe ending. From 2011 to 2012, Australian arrivals for the first five month of the year changed by 10.37%. If the rate of growth is sustained, the numbers of Australian tourist will stay up for the entire year. http://www.balidiscovery.com/images/827/graff2.jpg www.balidiscovery.com There are two big issue in Bali that affected Australian people greatly; The Bali bombing and Schapelle Corby cases. The Bali bombing happened on 12th October 2002 and its categorized as an international incident; as the death toll is effected many nationalities. The incident destroyed 400 buildings and injured 300 people, the final death toll was 202 bodies and most of them from Australia (Henderson, 2003). deaths by nation http://maximosweb.com/2011/12/04/terrorism-and-poverty/ Moreover, the incident leave deep trauma to any tourist at the time, and greatly reduces the quantity of tourist coming to Bali. bali numbers http://maximosweb.com/2011/12/04/terrorism-and-poverty/ The graph shows the demand of tourists arrivals to Bali slumped dramatically following Bali bombing. In September 2002 the foreign arrivals to Bali stood at 15,747. In November, it dropped down to 31,498 arrivals. Indonesias Center Statistics Agency spokesperson, Sudarti Surbakti observed that The decline is a continued impact of various shock of occurring in late 2002 and early-to-mid 2003 (Russell Darnley, 2011). Schapelle Corby is an Australian citizen that has been convicted and imprisoned for 20 years because of drug smuggling. The case is biased because Corby claimed that she knows nothing about the drugs that were kept in her possession. The effect of Corby being in custody; include the sentiment of the Australian to Bali, which lead to a boycott threat. The boycott has labeled Indonesian Justice as corrupt and it will leave a bad impression any visitors to Bali or any other destination in Indonesia (Lindstrom, 2005). Account of the current situation Even terrorism death penalty or Australians imprisoned make the images of Bali turn negative. Australians still spend money to visit this island and the amount of tourist year by year are still growing, giving a clear understanding of the question why Bali remains a good choice of Australians holiday destination in this current time. Firstly, the landscape of natural scenery and uniqueness of culture still attract Australian tourists and also give plenty of activities for them to do on their holiday such as swimming, surfing and snorkeling are the most preferred actions in Bali. Enjoying nature and tropical climate are the next preferred attractions. Interestingly, religious ceremonies sites and Balinese villages are also considered attractive by Australian tourists than before. Secondly, Bali Island offers affordable and acceptable prices to foreign tourists all over the world including Australians of all ages. The good value for money becomes a second reason for tourists to decide to travel in Bali. This also maybe because of a big difference of exchange currency rate of Australian dollars to Rupiah makes Bali an affordable and cheap holiday destination for Australians. On the other hand, the fear of terrorism is the biggest factor that makes Australians feel insecure and avoid visiting Bali. This also may become an important consideration for Australians before making a decision to travel to Bali. Anyway, the rate of Australians travelling to Bali increase year by year and this fact was supported by the graph above (Bali major source markets January-May 2012). Conclusion As the result, Bali is the most attractive destination for tourists and especially for Australian tourists. The main attractions; including natural beauty, traditional culture and affordable prices emphasize the reason why Bali is the most popular destination in the world. Even though the terrorism has affected the image of Bali in a negative way, the tourists still interested in travelling to Bali as the positive out way the negative reason. Dr. Hill said Tourism is one of the fastest growing sectors globally and Bali has already established itself on the map (Dr. Hal Hill, 2012). This fact has confirmed the status of Bali which continues to grow in relation to a perfect destination.

Manila Zoo Background Essay

The Manila Zoological and Botanical Garden or Manila Zoo emerged from the ashes of World War II, a proud monument of man’s innate love of nature and its multitude of creatures. This showcase of then Mayor Arsenio H. Lacson’s vision was born on May 18, 1959 by virtue of City Ordinance No. 4135 and inaugurated on July 25, 1959. Mayor Antonio Z. Villegas’ Executive Order No. 10, dated February 1, 1967, integrated into one office the Division of Recreational Services of the Social Welfare Bureau and the Division of Parks and Playgrounds of the Department of Engineering and Public Works with the Manila Zoological and Botanical Garden. The new office was known as the Manila Zoo and Public Recreations Bureau. On June 15, 1969 the Congress of the Philippines enacted R.A. 5264 creating what now is known as the Public Recreations Bureau (PRB). The Manila Zoo is a 5.5-hectare (14-acre) zoo located in Manila, Philippines that opened it’s doors to the public on July 25, 1959. It receives millions of visitors every year, and is especially popular with visitors on weekends. It serves as one of the educational centers in the country where the viewing public can observe, discover and learn interesting facts about the beauty of Philippine fauna and flora. There are 106 species of animals, among which are 30 different kinds of mammals, 63 reptile species and 13 types of birds. In addition to popular zoo occupants such as elephant, tigers, lions and the hippos, Manila Zoo also houses several endemic and indigenous species of animals like the bearcat, long-tailed macaques and crocodiles. There is also a Kinder Zoo inside the Manila Zoo where anyone can roam around freely and interact with the animals inside. Children can play with tamed animals at the same time learn about them and their environment. The Kinder Zoo features different attractions and animals from all over the world like Butterfly Dome, Exotic Birds Aviary, Koi Pond, Philippine Mouse Deer House, Petting Zoo, Turtle Pond, Party Barn, Playground, Hanging Bridge and Flamingo Pond. Animals inside include exotic birds, pot belly pigs, miniature animals, Cayman crocodiles, peacocks and peahen ducks, chickens from around the world, rabbits, snakes, ostriches, and Sulcata tortoises. At the center of the zoo is a small lagoon or pond where visitors can experience boat riding. There  is a small island at the center of the lagoon. Boat riders paddle their way around this island. There are also many restaurants, canteens and souvenir shops inside the zoo. The zoo also has several playgrounds for the children and tables and benches where families may have picnics. With a good mix of education and entertainment purposes, the Manila Zoo does its best to appeal to everyone. ANIMALS The Manila Zoological and Botanical Garden is home to more than 800 animals from nearly 100 species as of 2007. The zoo’s most popular resident is Mali, an Asian elephant who arrived at the zoo as an orphaned calf donated from Sri Lanka. List of Animals: Multicolored Stork Blue-crowned Heron Purple Heron Rufous Night Heron Indian Blue Peafowl Leucistic Indian Peafowl Bengal tiger Philippine Monkey Silver Fox Palawan Bearcat Stump-tailed Macaque Philippine Crocodile Estuarine Crocodile Domestic Horse Wild Boar Miniature Brahman Green Iguana Sailfin Lizard Elongated Tortoise Philippine Cobra Burmese Python Reticulated Python Tarictic Hornbill Rufous Hornbill Catalina Macaw Hybrid Macaw Umbrella Cockatoo Moluccan Cockatoo Sulfur-crested Cockatoo Rufous-bellied Eagle Eastern Grass-owl Large-billed Crow Philippine Eagle-owl Philippine Scops-owl Banded Rail Bittern Blue-naped Parrot Brown Booby Crested Myna Egret Gallinule Mallard Palawan Peacock-pheasant Pond Heron Purple Swamphen Spotted Dove Ring-necked Parakeet Turtle Dove Water Hen White Ibis Nicobar Pigeon Fruit Bat Luzon Bleeding-heart Hanging parrot Malayan Civet Palawan Bearcat Monitor lizard Soft-shelled Turtle Goose Rhea Cassowary Ostrich Hippopotamus Zebra Llama Coati Japanese Macaque Cloud Rat Orangutan Goat Guinea Pig Rabbit BOTANICAL GARDEN The Manila Zoological and Botanical Garden is home to many plant collections, from the botanically rich and diverse Philippine Islands and South Pacific region. An estimated 500 species of plants including impressive mature shade trees thrive within the enclave. Aside from being a botanical garden, it is also considered as an arboretum.

Mcb Internship Report

[pic] INTERNSHIP REPORT ON MUSLIM COMMERCIAL BANK Instructed by: Mr. Naveed Ahmed Lecturer Comsats Institute of Information Technology Presented by: Muhammad Hussain MBA-A Roll No. 65 Semester 3 DEDICATION I dedicate whole of my education along with my life to my beloved parents and respected teachers, who were always kind to me. May God Bless Them (Aamin). Muhammad Hussain TABLE OF CONTENTS 1. Preface 2. Introduction Of Bank 3. Types of Bank 4. Executive Summary of MCB 5. History of MCB 6. Vision & Mission Statement of MCB 7. Commercial Bank 8. Branches & ATMs 19 9. Product & Services21 10. Department in MCB25 11. Management Hierarchy28 12. Investment Banking 13. Know Your Customer 14. Remittance Department 15. Financial Statements 16. SWOT analysis 17. Work Performed By Me 18. Findings 19. Recommandations PREFACE Banking sector owes a pivotal importance in the economy of any country through its variant functions. This basic motivator that stressed me to join any bank for Internship Training. Moreover, the experience and practice learned during this tenure also prove very helpful and facilitating in the forthcoming professional life. This report is the result of two months Internship will, Muslim Commercial bank, Kot Fareed, Sahiwal. The motive behind selecting this bank is that it is one of the Top 10 Asia, Bank‘s. The fact remains that Muslim Commercial bank, posses an excel/cut and historical importance being the most senior and leading in terms fluids and services to Pakistan at all ages of life. I had with the strong belief that this report will guide and facilitate the readers to understand the functioning of banking system and more importantly have good knowledge about Muslim Commercial bank. My utmost efforts to elaborate this report wit, material read, listened and observed. Yet, I feel that this period was not long enough to learn and understand the complex and widespread functioning of banking sector. I am really thankful to the entire staff members of the aforesaid branch for the friendly and cooperative behavior during my internship. Muhammad Hussain MBA-A Roll No. 65 w ell-developed banking setup plays very significant role in the economic development of a country. Banking sector is precondition for the development of any country. The banking sector helps in proper utilization of resources of the country by financing the less developed sector. It also helps to keep cumulative demand in proper balance with the supply of those resources, which are responsive to monetary demand. DEFINITION OF BANK. â€Å"A bank is an institution, which deals in money. † I BROADLY SPEAKING â€Å"Banks draw surplus money from the people who are not using it at that time, and lend to those who are in a position to use it for productive purposes. † 2 IN OTHER WORDS â€Å"Bank also accepts the deposits from public repayable on demand or otherwise and withdrawal by cheques. Drafts order and include any post office saving bank. † BANK. The word bank is said to have been derived from the Italian words â€Å"Bancus† or â€Å"Banque†. The History of banking is transacted to be as early as 200 B. C. PEGETS DEFINITION: no one anybody. Corporate or otherwise can be a banker who does not: I Open current account 2 Pay cheques drawn on him 3 Collect cheques for his customers. HARTS DEFINITION. â€Å"A hanker is one who is in the ordinary course of his business, honors cheques drawn upon his by persons from and for whom he receives money on current account. † ACCORDING TO THE BANKING COMPANIES ORDINANC, 1962: SECTION 5(B): â€Å"Banker means a person transacting the business of accepting, for the purpose of lending or investment, of deposits from the public, and withdrawal by cheques, drafts, order of otherwise, and inclined any post office saving banks. † IMPORTANCE OF BANKING. Banks play very important role in the economic life of a nation. The growth of the economy is dependent upon the soundness of its banking system. Although banks so not create new wealth but borrow, exchange and consume. These make generation of wealth. In this way. They become most effective partners in the development of that country. To encourage the habit of saving and to mobilize these savings is its basic purpose. Banks deposit surplus from the public and then advances the surpluses in the form of loans to the industrialists, agriculturists, businessmen and unemployed people under different schemes so that they setup their own business. Thus banks help in capital formation if there are no banks, and then there would be concentration of wealth in few hands great portion of wealth of a country would be idle. In the fewer developing countries rate of saving is very low and due to this rate of investment and rate of growth is very low. We can take hank just like a heart in the economic structure and capital provided by it is like blood in it. As long as the blood is in circulation, the organs will remain sound and healthy. If the blood is not provided to any organ then the organ would become useless. So if the finance is not provided to agriculture sector or to industrial sector, it wills he destroyed. Loan facility provided by bank works as an incentive to the producer to increase production. Banks provide transfer of payment facility, which is cheaper, quicker and safe. Many difficulties in the international payment have been overcome and volume of transactions has been increased. These facilities are very much helpful for the development of trade and commerce. EVOLUTION OF BANKING IN INDO PAK SUB-CONTINENT: The Indian society was quite familiar with the banking, right for the beginning. There is also sufficient evidence to show that during 51h century people were accustomed to use 1-lounds as a credit investment. Loans were given to the people against personal and other Securities such as ornaments, goods and other immovable properties. TYPES OF BANK: Following is the list of various types of banks: Central Bank Commercial Bank Exchange Bank Industrial Bank Agriculture Bank I. COMMERCIAL BANK: The banks in any country speeded over with an objective to get the excessive money Form the public in the form of deposits and providing finance to the investors. These Banks are in the ground for profit earning motive and in competition with each other. These banks are providing the basic services to the customers in the form of deposits, Advances, remittances and others. Commercial Banking Scenario In Pakistan: At the time of Independence in 1947. ther were 38 scheduled banks with 195 offices in Pakistan. But by December 3l†, 1973 there were 14 scheduled Pakistani Commercial Banks with 3233 Branches in Pakistan and 74 Branches in the Foreign Countries Nationalization of banks was done on 1st January 1974 under the Nationalization Ac 1 947 due to certain objectives. But it had negative effects on the efficiency of the banking sector. Afterwards, a Privatization Commission was set upon January 22nd, 1991. The Commission transferred many banks to the private sector, i. e. Muslim commercial Bank and Allied Bank Limited. The Govt. approved and permitted the establishment of 1 0 new private banks in August 1991 Functions of commercial Banks: I borrowing of money from customers in shape of term deposits (PLS Saving Current Deposits and Notice Deposits). 2 Lending of money to borrowers in shape of finances, short-term finances, and long-term finances under various names such as Demand Finance , Small Finance, Cash Finance. 3 Agency services. 4 Remittance of money. 5 Foreign exchange business, foreign currency deposits. LCS, Imports and exports etc. ROLE OF COMMERCIAL BANKS IN THE ECONOMIC DEVELOPMENT OF A COUNTRY: Banks play an important role in the economic development of a country. If the banking system is unorganized and inefficient, it creates market adjustments and impediments in the process of development. In Pakistan, the banking system is organized in well manner. The State Bank of Pakistan since July 1st. 1984 stands at the apex and is responsible of the operation of the banking system. The other bands, which form the banking structure in Pakistan, are playing role in h he economic development of the country. The role of the commercial bank in the growth and development of the economy on sound and steady footings is discussed briefly as follows: Mobilization of Resources: The commercial banks are the most efficient organization of the economy in the mobilization the resources and making a profitable pool of these resources. Taking the Money from the savers and lending it to the investors is the most prominent job of the hank Financing Development Projects: The banks and other financial institutions advance loans for the development projects that enhance the pace of overall development of the country. These advances are made in both public and private sectors for the purpose of achieving a good and strong economic field to catty on the other activities of trade and business. Creating Climate For Capital Formation: Capital formation is done by the act of accepting people’s money and putting into Profitable ventures. This money so accumulated, make possible the availability of the needed capital by the investors. The investors on the other hand are able to get the needed funds that shortfall their requirements. Planned Development: With the help of well-organized banking sector the government is able to make good Implementation of its economic planning and can execute developmental activities for the welfare of the society. Promotion of Saving Habit: There are persons who have money but cannot put them in profitable use. The banks attract these persons by offering a variety of accounts. They provide them not only the safety of the funds but also higher returns on them. The banks, in this way, promote the habit of saving among the people. Effective Implementation of Monetary Policy: With the help of a good banking system in the country the government and the central Banks regulate the monetary supply and demand of the money. A good system helps in the implementation of the policies that are formulated by the government. l through these banks using different techniques of credit control makes credit expansion and contraction. Narrowing Regional Disparity: The banks help in bridging the country. The surplus fund of on Region is sent to the centers of deficit. The less developed areas acquire funds, put them into productive channel and increase production. The banks help in a balanced growth the economy. Executive Summary CORPORATE   PROFILE Mian Mohammad Mansha Chairman S. M. Muneer Vice Chairman Tariq Rafi Shahzad Saleem Sarmad Amin Aftab Ahmad Khan Atif Yaseen Dr. Muhammad Yaqub Mian Raza Mansha Atif Bajwa President / CEO Board Committees : Audit Committee Dr. Muhammad Yaqub Chairman Tariq Rafi Member Mian Raza Mansha Member Atif Yaseen Member HR Committee Mian Muhammad Mansha Chairman Dr. Muhammad Yaqub Member Mian Raza Mansha Member Atif Bajwa Member Risk Management Committee Mr. Tariq Rafi Chairman S. M. Muneer Member Mian Raza Mansha Member Aftab Ahmed Khan Member Committee on Physical Planning, IT System and Contingency Arrangements Sarmad Amin Chairman Atif Yaseen Member Aftab Ahmad Khan Member Atif Bajwa Member Business Strategy & Development Committee Mian Mohammad Mansha Chairman S. M. Muneer Member Tariq Rafi Member Mian Raza Mansha Member Atif Bajwa Member Credit Committee Shahzad Saleem Chairman Sarmad Amin Member Tariq Rafi Member Mian Raza Mansha Member Chief Financial Officer Tahir Hassan Qureshi Company Secretary Abdus S. Sami Auditors KPMG Taseer Hadi & Co Chartered Accountants Riaz Ahmed & Co. Chartered Accountants Legal Advisors Mandviwalla & Zafar Advocates & Legal Consultants History of Muslim Commercial Bank The Muslim Commercial Bank Limited was incorporated on 9th July 1947 in Calcutta in Bengal. After partition, the Registered Office of the bank was hifted to Dhaka where it commenced business from August 1948. The Bank transferred its registered/Head office from Dhaka to Karachi in 1956. In 1999, its registered / Head office was transferred to Islamabad and Karachi office was named as principal office. The government transferred a 26% management stake to a group of leading industrialists, collectively named National Group of which Mian Mohammad Mansha is the Major stakeholder. In 1992 a further 24% was sold to the National Group. The current shareholding structure is 50% Nationa l Group, 25% government and 25% floated on bourses. NATIONALIZATION OF MCB Muslim Commercial Bank Limited was nationalized by the Government of Pakistan in January 1974 under the Banks Nationalization Act, 1974. Subsequent to nationalization the operations of premium Bank Limited were merged with the Muslim Commercial Bank Limited in June 1974. PRIVATIZATION OF MCB The previous Government declared the privatization policy as one of its main objectives and in accordance with its policy, the Government offered Muslim Commercial Bank Limited for privatization. The Bank was the first Public sector bank, which was privatized on 2nd April 1991. The Government of Pakistan transferred management of the bank to Private Industrialists and Entrepreneurs, â€Å"National Group† by selling 26% shares of the Bank at Rs. 56 per share. Present Status Over the years Muslim Commercial bank fostered strong bonds with its customers. MCB understands them; their needs. They feel comfortable with MCB; its their bank; it responds to them; listens to them; partners with them; grows with them. That is why it is one of the leading commercial banks of the country, providing a wide range of modem banking services. At present, the banking network consists of over 1000 branches along with – controlling offices known as Area Head offices and Regional Head offices. These controlling offices are responsible for the smooth operation of the bank on National & international levels. The entire financial and operational objectives are achieved with the Human Resources strength over 12000 employees. The bank is known as the major credit provider, best place of working and paymaster in the financial (money market) of the country. Over the past few years, MCB's profits have been hit by the need to increase provisions coverage and restructuring costs associated with the downsizing of the workforce and branch network, whilst there is some need to boost provisions, these charges (necessary to bring the bank back into shape) are largely over. It has also slowly received permission from the SBP to shut down a number of unprofitable branches. In 1999 EURO MONEY recognized MCB as the best domestic bank in Pakistan. The banking sector has been worst hit by the external account crisis that Engulfed the country following the nuclear tests. Due to the nature of banks as a Medium for debt transactions the country's technical default and subsequent rating downgrade impacted them the most. Those core concerns are still not fully alleviated in the view of the investors. The closest that investors have come to positive expectations regarding external account sustainability and a possible re- rating was back in the fourth quarter of the year 1999, and this led to MCB climbing to Pakistani rupees 56 per share. Resumption of the IMF funding and a possible rescheduling of bilateral debt will positively impact the banking sector and especially MCB. State Bank of Pakistan continued the process of Banking Reforms, which included strengthen of Prudential Regulations and focus on recovery of defaulted loans. In 1999 return on Government Savings Scheme and Treasury Bills was reduced, which led to a lowering of lending rates, resulting in erosion of margins for banks but it is likely to give a boost to economic activity. MCB Rupee travelers Cheques continued to maintain their leadership position in the industry and sales registered a 45% growth over last year. MCB successfully introduced the Rs. 100, 000 denomination cheque countrywide and introduced RTC dialup tele-verification facility from Lahore city as well. Mainly there are three types of Banking in MCB. These are: CORPORATE AND INVESTMENT BANKING Corporate Banking Group of MCB is focusing on top tier local corporate groups and multinationals in a structured and focused manner building relationships leading to increased market share. Branches having Advances of Rs. 100, 000,000 per party relationship and monitoring such advances are called as Corporate Branches. These branches include corporate clients and their requirements are looked after. There are about 20 corporate branches of MCB in Pakistan. OUR VISION & MISSION Vision Statement To be the leading financial services provider, partnering with our customers for a more prosperous and secure future. Mission Statement We are a team of committed professionals, providing innovative and efficient financial solutions to create and nurture long-term relationships with our customers. In doing so, we ensure that our shareholders can invest in us with confidence. COMMERCIAL BANKING The Commercial Banking Group of MCB continues to service the trading Community and middle market, with sustained focus on developing new customer relationships and increasing the asset portfolio. CONSUMER BANKING The Consumer Banking Group focuses on the lower end of the market and micro credit. Individual customer needs are being serviced through the introduction of diverse lifestyle consumer loans and introduction of new products and partnerships with service providers. Customers will continue to use the extensive branch network, which in turn will generate deposits to feed the asset development and liquidity requirements of the Bank through its diversified and stable deposit base. ATM TECHNOLOGY At MCB, technology has a direct relationship with the needs of the customers, it is a mean of creating value and convenience for the customer. Over the last few years MCB has invested heavily into strengthening its technology backbone. Today it is leading the way in banking technology and setting new standards for the banking industry, penetrating into the local market, listening to the needs of the people. MCB’s strength lies in providing technological base at a grass root levels of the society with a challenge to educate and assimilate such systems across vast cultural and economic backgrounds. With over 768 automated branches, 243 online branches, over 151 MCB’s ATMs in 27 cities nationwide and a network of over 16 banks on the MNet ATM switch, MCB continuously innovates new products and services that harness technology for the customer’s benefits. Additionally in order to enhance the utility of the ATM services they successfully linked their ATM network to the MasterCard, Cirrus and Maestro, effectively becoming part of the largest ATM network in the world. MasterCard and Cirrus/Maestro users can now access their ATM's network. Together with the above MCB made a strategic decision to establish an ATM switch and open their ATM network to other banks. The ATM switch has been named MNET. It has following banks in MNET switch: Standard Chartered Citi Bank MCB ATM  SERVICES MCB ATM Card Welcome to a world of convenience with the MCB ATM 24- Hour Smart Card. â€Å"It Works. Anytime in Pakistan and abroad. † With an ever growing number of ATMs operating across the nation, the MCB ATM Network is the largest and most advanced of its kind in the country, and is part of MCB's continuing efforts to provide you with convenience that suits your requirements most. And now the MCB ATM has gone global. MCB's affiliation with Master Card International brings about added facilities for the MCB traveler abroad with the Cirrus and Maestro networks. So go ahead! Use your MCB ATM 24- Hour Cash Card day or night, at home or abroad. MCB ATM Regular Card The MCB ATM Regular Card allows withdrawal of up to Rs. 10,000 per day and a maximum of 3 withdrawals per day per card. BRANCHES & ATMs Mnet MNET enables all the member banks to share their electronic networks. Which means customers of member banks can use MNET as well as 1-Link ATMs Nationwide. MNET member banks ATM machines accept cards issued by MCB Bank Ltd, Citibank, Standard Chartered, HSBC, Saudi Pak Bank Limited, Habib Metropolitan Bank, JS Bank, Deutsche Bank, SME Bank, Arif Habib Rupali Bank and First Women Bank. MNET customers can use over 600,000 ATMs worldwide that carry the logo and shop at over 5 million outlets that carry the logo. M-Net switch has currently 612 ATMs in 50 cities. We plan to have the network grow in faster pace in future as MCB itself will be adding more ATMs by the end of the year. The ATM deployment has been planned in such a manner that a customer will be only a few minutes away from an ATM in major cities. This coupled with geographic coverage provides the largest convenient spread in the country, because of which we are very strongly concentrating on Diverse Coverage & Convenience. M-Net Switch ATMs are present in all the major cities of the country. They are available in the hilliest and northern areas of the country such as Murree, Abbottabad and Swat etc thus providing convenience of accessing 24 hours cash to the customers across the country. M-Net switch also has its Service Centers in the main cities of the country providing support to member banks customers. M-Net Switch ATMs are also present in all 3 main Airports of Pakistan i. e. , Jinnah Terminal (Karachi), Allama Iqbal International Airport (Lahore) & Islamabad International Airport. MEMBER BANKS & their ATM Locations In Pakistan, the ATM facilities can be availed at any of the following locations: MCB Bank Ltd. Standard Chartered CITIBANK Saudi Pak Bank limited HSBC Habib Metropolitin Bank Arif Habib Rupali Bank Deutsche Bank First Women Bank SME Bank CORPORATE IMAGE BUILDING In view of Goals established through mission and vision statement, the first step taken was to change the corporate image of the Bank, which inclined following aspects: In 1991 Bank changed its logo from to current logo which is: Which signifies the growth and prosperity? The change of logo was part of effort to change image of the Bank as a progressive bank in the minds of people of country. A comprehensive electronic media campaign was launched with a logo â€Å"Good Banking getting even better† stressing on the improvement. An on going process of Face Lifting and renovation of MCB branches was started which is still going on. The purpose of it was to ensure the overall outlook of the bank changes and employees get a better environment to work and customers of the bank feel more comfortable. NEW PRODUCTS AND SERVICES SINCE PRIVITIZATION In order to achieve long-term goals of expansion and penetration in the market. Bank introduced various new products for its customers, which cater to the needs of various segments of the society. In order to do so, a constant process of market research, evaluation and development of New products was started which resulted in introduction of various new products which were earlier not introduced by any other Bank in the country. Introduction of these products was indeed a major source of penetration for the bank and turned out to be a differential factor as compared to other banks: Prime Currency Accounts – For foreign currency deposits, (since 1991) Mahana Khushali Scheme – A monthly income plan through deposit of a fixed sum in the account, (since 1991) Hajj Mubarik Scheme – For intending Pilgrims, (since 1991) Capital Growth Certificates – It doubles the deposit of depositor in 5 years. It offers high rate of return and was introduced for fetching long-term deposit, (since 1991) PLS 365 Savings Accounts. – Introduced high earning product with feature of calculation of profit on daily product basis. No restriction on deposit withdrawals and Minimum deposit of Rs. 300,000/- (since 1992) Fund Management Scheme – To generate funds to develop secondary market for Government Securities (from 1991 to 1992) MCB Khushali Bachat Accounts – Savings accounts with added value to customers due to profit application of daily product basis. MCB Dollar Khushali Accounts – For foreign currency deposits, (launched in 1993) FAXPRESS – A fast inter-city Remittance Service, (since 1991) MCB Rupee Travelers Cheques – The most popular product of MCB, introduced Rupee Traveler cheque for the very first time in the country and it immediately fetched high share of the market and MCB share is still growing – (launched in 1993) Consultancy Services For intending buyers of State-owned enterprises being privatized, (since 1991) Self-Financing Scheme – Mark-up free finance from 5000 to 25000. (since 1991) Night Banking Services (since 1991) Utility Bills Collection Centers – Separate utility Bills collection centers were established for collection of utility bills (since 1994) MCB MasterCard – (since 1994) EXPORTMOR – Financing facility for exporter (since 1994) REMITEXPRESS – A fast remittance service between Pakistan and Middle East. (Since 1994) Personal Banking Services- In order to promote Consumer Banking system in the country a proper personal Banking service was started for High Net worth clients of Bank in selected branches (since 1995) MCB Custodian Services – Launched for local and international capital market clients. Online- The largest network of branches in the country and growing. Providing customers with 24Ãâ€"7 real time online facilities. MCB Call Center- Call now for answers to your queries-banking services, ATM services, mobile banking services, RTC services, telebanking services and MCB product information. The state of the art MCB call center is the right choice to keep you in step with your ever hectic schedule by providing you services relating to your account and Smart card at any point in time. Our well-abreast and friendly call center team is available 24 x 7, 365 days a year to ensure that your daily financial obligations are taken care of guaranteeing you a good night’s sleep. Cash Plus-Cash management services for corporate customers help customers substantially reduce their receivable collection time frame, improve cash flow and business management. Islamic banking services through exclusive units/ branches offering a range of liability and asset based sharia compliant products like musharika, murabaha, ijara and istasana. MCB Mobile banking- Banking at your figure tips. Dial in anytime to get information regarding balance and mini statements. At the forefront of technological excellence, MCB proudly introduces MCB MOBILE BANKING. The convenience of accessing your account balance information and mini statements whenever you want or wherever you may need them, with comfort and peace of mind. MCB Mobile Banking service is available to all MCB ATM cardholders, 24 hours – 365 days. Just call our Help Line on 111-000-MCB(622) or any MCB online branch for assistance. Mobile Banking at a Glance MCB Mobile Banking gives you easy and quick access to your account(s) at a time you find convenient, including all holidays. Banking at your Fingertips With MCB Mobile Banking you can: Check your balance View the last 4 transactions of your MCB account(s). A Free Service MCB Mobile Banking is a free service for MCB account holders who have an ATM card. All you pay for is the cost of an SMS message if charged by the service provider. MCB lockers- The best protection for your valuables. Lockers of different capacities are available nationwide. Pyara ghar- Flexible and competitive home financing facility with options of home purchase, construction and renovation. MCB car cash- Car financing and leasing at competitive rates with flexible options. Largest ATM Network- of 100 ATMs connected to worldwide ATM network of about 350,000 ATMs along with Cirrus and Maestro facility enabling MCB ATM card to be used All over the world & anywhere in the country. CUSTOMER SATISFACTION For any organization to succeed, it is extremely vital to ensure Customer Satisfaction. Banks being in service sector, it is highly important that high service standards be maintained and real value to their money is provided to its customers. In order to do so MCB took three revolutionary steps: Provision of comparatively batter service to its customers as compared to other banks through value added features of low cost, quick disposal of work and friendly environment. Modernization, Computerization of most of the branches enabled Bank stay abreast with the technology and provision of better service at the root level to its customers. Bank also started an ongoing process of Branch face lifting creating a better congenial environment for its customers. In order to be more customers' conscious, MCB started a very effective and timely action system on Customer Complaints Departments in MCB Brief functions and responsibilities of departments at MCB are as follows. Human Resources and legal group: ? Recruitment. ? Training. ? Transfer & posting. ? Promotions. ? Disputes. ? Staff loans. Banks operations group: ? Policy. ? Premises. ? Capital & operating expenses processing. ? Return & consolidation. ? Reconciliation. ? Product sales. Relationship co-ordination. ? Service standards. ? Customer complaints. Financial Institution & overseas group: ? Inter-bank exposure. ? Forex licensing. Financial control & Audit group: ? Audit & internal control. ? Budgeting & planning. ? Monitoring of expenses. ? Financial reports. Credit & risk management group: ? Credit proposal evaluation & analysis. ? Project financing. ? Monitoring of credit portfolio of bank. . Corporate banking group: ? Placement of all multi-national & public sector companies. Consumer banking group: ? Penetration in high net-worth customers. ? Earning increase. Customer retention. Commercial banking group: ? Conduction of normal retail operations. Treasury & FX group: ? Funds management. ? Investment management. Assets management group/ Fraud control group: ? Classified portfolio looks after. ? Special assets management. ? Restructuring / Rescheduling. ? Out of court settlements Information technology group: ? ATM / CIRRUS facilities. ? I. T. related franchise management. ? SWIFT system. ? On-line branches network look after. ? Hardware / software support. MCB’s Management Hierarchy Business of MCB MCB is in it’s over 50 years of operation. It has network of over 1,100 branches all over the country with business establishments in Bangladesh, Sri Lanka and Bahrain. The branch break-up province wise is Punjab (57%), Sindh (21%), NWFP (19%) and Baluchistan (3%) respectively. MCB has an edge over other local banks, as it was the first privatized bank. The State Bank of Pakistan has restricted the number of The Consumer Banking of MCB provides customers with innovative saving schemes, products and services. The ATM network of MCB is the largest in Pakistan and the Pak Rupee Travelers Cheques are market leaders. MCB was the first to introduce the Photo Card with the launch of the MCB MasterCard. The Corporate Banking of MCB ensures assistance from a dedicated team of professional financial advisors for underwriting, project finance or corporate advisory services. When it comes to banking practices, the consumer can depend on MCB, because it'd been around for over fifty years. The State Bank of Pakistan has restricted the number of branches that can be opened by foreign banks, an advantage that MCB capitalizes because of its extensive branch network. Eight years after privatization, MCB is now in a consolidation stage designed to lock in the gains made in recent years and prepare the groundwork for future growth. The bank has restructured its asset portfolio and rationalized the cost structure in order to remain a low cost producer. MCB now focuses on three core businesses namely Corporate, Commercial and Consumer Banking. Corporate clientele includes public sector companies as well as large local and multi national concerns. MCB is also catering to the growing middle class by providing new asset and liability products. The Bank provides 24 hour banking convenience with the largest ATM network in Pakistan covering 9 cities with around 100 ATM locations. The Bank's Rupee Traveler Cheques have been market leaders for the past six years. MCB looks with confidence at year 2002 and beyond, making strides towards fulfillment of its mission, â€Å"to become the preferred provider of quality financial services in the country with profitability and responsibility and to be the best place to work†. Corporate Banking MCB's Corporate Banking Team consists of dedicated professionals with the requisite expertise to take care of the banking needs. The Corporate Bank with 20 branches has its presence in all major cities of Pakistan. The Area Offices are located in Karachi, Lahore and Islamabad. Corporate Platforms have been established in the three principal cities where teams of dedicated Relationship Managers have been posted. These Relationship Managers have been entrusted with the complete responsibility for managing the risk of their allocated portfolios, acting as allusion between the customer and the bank, and providing you with the entire range of products/services offered by the bank. The products/services of the Corporate Bank are broadly divided into the following categories: Working Capital Loans: The working capital loan includes Running Finance, Cash Finance, Export Refinance, Pre-shipment and Post-shipment etc. Term Loans: Offer Short to Medium Term Finance to meet capital expenditure of the customer business needs. Trade Finance Services: Trade finances services that include an entire range of import and export activities including issuing Letters of Credit (L/Cs), purchasing export documents, providing guarantees and other support services. Cash Management: The network of about 1100 branches in Pakistan enables the bankers to collect and disburse payments efficiently with the MCB cash management services. This also enables. the bankers to offer the customer’s choice of paper based or electronic fund transfer solutions including collection amounts, rose branch on- line transactions etc. Investment Banking The Investment Banking Team of MCB has emerged as a leading player in Pakistan's investment banking arena. The Team handles advisory, corporate finance and capital markets related transactions. Within these areas, the investment banking team of the MCB has developed expertise in the following areas of the investment: Private Placements Debt/Equity Underwriting Term Finance Certificates Loan Syndication Arrangement of Non- Fund Facilities Mergers and Acquisitions Financial Highlights The results for the year 2001 are reflective of sustaining all-around efforts over the few years, to maintain profitable growth along with prudent and proactive risk management and expansion of product range of customers. Pre-profit for the year 2001 was Rs. 2. 0 billion as against Rs. 1. 32 billion in 2000-a healthy increase of 59%. Growth in profitability is primarily due to fund-based activities through efficient assets and liability management. Fee based income was lower despite increase in volumes due to competitive pricing and discontinuation of charges on PLS accounts. Administrative expenses grew by 3% generally attributed to absorb effect of inflation and enhancement in Govt. levies. Pr agmatic efforts are, however, under way to manage costs in relation to revenues to further improve the revenue/expense ratio. Higher level of provisions was in the line with the Bank’s policy to upfront recognize problem lending. In 2001, the Bank managed to recover Rs. 2. 19 billion as against Rs. 1. 97 billion in 2000. The balance sheet footings have increased to Rs. 187 billion from Rs. 175 billion primarily based on deposit growth. Deposits have registered a substantial increase of 14% and stand at Rs. 154. 5 billion in 2001 as against Rs. 136 billion in 2000. Despite of low PLS deposit rates, branch network has shown a commendable performance by increasing and managing the deposit mix. This has been possible by improvement in customer services and targeted sales of products like ATM cards. Net advances as at December 31, 2001 stood at Rs. 76. 6 billion, a reduction of Rs. 9. 8 billion. Demand for credit from manufacturing and export clients fell considerably, post September 11,2001, which led to a reduction in advances as on the balance sheet date from a higher level during the year. Leadership in Rupee Travelers Cheques: Sales have grown by 26% in the year 2001 and continue to reflect meteoric growth. With the extension of the generic brand, increase in the range of denomination backed by a powerful verification system and over 900 branches involved in this business. Leadership in ATM’s: With around 100 ATMs and 170 online branches, MCB is again an undoubted Indus leader with connectivity extended to 16 cities of Pakistan. In the year 2002 further ATM will be deployed and connectivity increased to other cities. MCB ATMs not only serve 24-hour cash convenience but also improve on the counter services and turn around time at cash counters. The MCB ATM Master Card with Maestro and Cirrus networks has become a global ervice furthering the convenience to our customers. Traveling customers can access their account from a large number of internationally deployed ATMs and point of Sale (POS) units. The MCB ATM Switch – MNET is now operational. IT GROUP of MCB has been able to create the largest network for secure electronic financial transactions in Pakistan. Local branches of six international banks are connecting to this network. This will enable participating banks to use each others' ATMs resulting in an increased convenience to MCB customers and customers of other banks. The IT Group is currently expanding the network capability to provide the customers access to banking through multiple electronic channels. American Express Bank enters into an ATM sharing alliance with Muslim Commercial Bank: Muslim Commercial Bank Limited and American Express Bank Ltd. signed a Memorandum Of Understanding creating a mutually beneficial alliance, which will enable customers of American Express Bank to use ATM facilities offered by Muslim Commercial Bank. Mr. Taufiq A. Hussain, Country Manager, American Express Bank Ltd. , Pakistan in a simple ceremony in Karachi, signed the MOU. MCB has setup an ATM Switch called MNET and American Express Bank is the fourth foreign bank to sign the sharing MOU. Speaking at the ceremony – AEB Country Manager said, â€Å"Customer service quality is the cornerstone of AEB's philosophy and this initiative will significantly enhance our customer service capability for our consumer banking clients†. He added â€Å"After having considered various routes to acquire this capability AEB selected MCB as an ideal partner keeping in view the large network capability and long standing relationship with MCB†. MCB with a network of over 1000 branches in the largest private sector bank of the country. The Bank is a market leader in 24 hour banking convenience with the largest nationwide ATM network covering 11 major cities in all provinces of the country. CITI bank and Muslim Commercial Bank sign ATM sharing agreement: Muslim Commercial Bank and CITI Bank signed an ATM sharing agreement today. By the middle of this year, both Banks’ customers will be able to use the services of either Bank's ATMs. Seen at the signing  ceremony are Mr. Haroon Basheer Sheikh, Head of Consumer Banking and Information Technology – MCB and Mr. Nadeem Hussain, General Manager Global Manager Global Consumer Banking – CITI Bank Pakistan with their respective team members. Standard Chartered Grindlays and Muslim Commercial Bank to launch co-branded credit card: Rated as Pakistan's best banks (‘domestic' and foreign' respectively) by Euro money magazine Muslim Commercial Bank (MCB) and Standard Chartered Grindlays signed a Memorandum of Understanding to launch the first-ever joint servicing co-branded credit card in Pakistan. Under the arrangement the partnering banks will have shared as well as distributed responsibilities to service the customers in line with their respective strength's. The Partnership will derive its strength by combining the large diversified customer base of MCB and the track record of Standard Chartered Grindlays in managing a successful credit card business in Pakistan. MCB, the largest Private Bank in Pakistan, has over four million accounts domiciled in 1100 branches across the country. Standard Chartered Grindlays, the largest foreign bank in Pakistan, has over ninety thousand satisfied card members and is a leading international player in the cards business. With this new initiative the customers product of the two leading banks in Pakistan. This agreement further strengthens the relationship between these two banks; earlier this year Standard Chartered Grindlays signed an agreement to join MCB's switch/ATM network, the largest in the country. FAYSAL BANK LIMITED to sell Muslim Commercial Bank’s Rupee traveler’s cheques: Muslim Commercial Bank Limited and Faysal Bank Limited signed an agreement for the Sale and purchase of MCB Rupee Travelers Cheques at all 11 Faysal Bank branches in Pakistan. Main categories of Account opening form: Type of Account There is a category of â€Å"Type of Account â€Å", the customer can check any option to open a certain account. Following are certain kinds of accounts: Current PLS-Saving MCB Saving-365 Khushali Bachat PLS Term Deposit New Foreign Currency Account (Current/Saving) Currency There is a category of â€Å"Currency† in the form: In this section there are four kinds of currencies are given in which MCB opens account. They are: Pakistani Rupee US dollar Nature of Account There is a category of â€Å"nature of account† i. e. Individual Partnership Sole proprietor Joint stock company Introduction Before opening an account a banker should ascertain weather or not the person desirous of opening the account is a desirable customer. There is Reference section in the form in which the person who wants to open an account must provide a reference of a person who has already an account with MCB. For current account only reference of current account holder is accepted whereas for saving account reference of any whether current or saving is allowed. Preliminary investigation is necessary because of the following reasons: ? To avoid frauds ? Safe guard against unintended overdrafts ? To avoid negligence ? To replay inquiries against clients ? To comply with Prudential Regulations/Laws There is a specimen signature card with the bank on which the signature of account holder is to be taken while opening of his account. And then he is issued with a cheque book. It is advised that one must keep his cheque book under proper care but there are cases that people sometimes lost their cheque books. In that case there is an application form in the name of manager is available and the customer who wants to get a new cheque book fills that form and gives it to the manager then he is provided with a new cheque book. In other case a requisition slip is present in the cheque book and whenever the customer wants a new cheque book he simply fills that requisition slip and presents it to manager and gets a new cheque book. Know your Customer In view of recent heightened global efforts to prevent the possible use of the banking sector for money laundering, terrorist financing, transfer of illegal/ill-gotten monies and as a conduit for white collar crime etc, the importance of â€Å"Know your Customer† has increased. The objective of knowing a customer is to have a fair idea about the identity, financial resources and general information about the customer at the time when the relationship is established. A banker must have following information about the customer: Customer’s Name: Enter complete name as mentioned in original Identity Card/other business documents. Nature of Business/Profession: If the customer is of salaried class then banker will enter his employer’s name. If the customer is a businessman, trader, sole proprietor, then the banker will enter the business name. Also enter the customer’s title/position and address of the employer/business. Addresses with P. O. Box are not acceptable. Similarly remarks like â€Å"Private Service†, â€Å"Business† are not acceptable, rather specify what type of company/business the customer is associated with. In case of individual his attested Photocopy of national identity card or passport is required, in case of salaried person, attested photocopy of his sarvice card. In case of partnership attested photocopy of identity cards of all partners is required and attested photo copy of â€Å"Partner ship Deed† along with a copy of Registration certificate with registrar of firms. In case of Company, Memorandom and Article of association, certificate of incorporation, certificate of commencement of business and attested photocopy of identity cards of all the directors is required. Address: Enter the complete residential/business address. Within the brackets you may also provide prominent address identification marks for ease of physically locating the address. Contact Number: Enter home, official, mobile, fax numbers and e-mail address (if available). Special Instructions: Clear-cut operational instructions must be obtained from the customers. If the customer has not given any special instructions in specified column, the column must be cancelled by drawing a line, as this column must not be left blank under any circumstances. The bankers considered the following points while opening the accounts: Remittances Department The next department I worked in is Remittances department. The incharge of this department, Mr. Khalid told me that there are four kinds of remittances they deal in: ? Telegraphic Transfer ? Mail transfer ? Demand Draft ? Pay order Another task of this department was to issue the traveler cheque and to give the ATM card numbers. Here is a little detail of all of these works: Telegraphic Transfer: It is a facility provided by the bank through which a customer can send or transfer any amount immediately. The procedure for the customer is simple. And more importantly the person who wants to transfer the funds may not have the account in the bank even then he can avail this facility. The procedure is like this, a customer walks in and fills an application form named as â€Å"APPLICATION FOR REMITTANCE† in which he mentions the bank to which he wants to transfer the funds also the name of the payee, his account number, also he has to mention his own address etc. then there are charges for this special facility provided by the bank and the bank receives these from the person who is sending the funds. Further there are two kinds of telegraphic transfers: Ordinary TT TT The ordinary TT reaches to its destination after two days of its dispatchment whereas simple TT reaches to its payee immediately because the payee branch is informed immediately through telephone and fax. For ordinary TT only two vouchers are prepared: Commission Voucher Postage Voucher Whereas for TT three vouchers are prepared: Commission Postage Telephone charges In the application form of TT there are two options available for the person who is sending the funds i. e whether the payees account is credited for the same amount or payee is simply to receive the payment in hand. Documents Prepared: The documents that are prepared for the TT are: TT register Remittances Confirmation of cable sent And afterwards whole of these information are recorded in a big register named as: Branch outward remittance register And after this procedure the respective branch is informed through telephone. Recommendations This whole procedure is quite lengthy and hectic. So the only recommendation that could be given is, it must be computerized Another task of the accounts department is to give the customers the ATM card number. The procedure is like this that when a customer applies for the ATM card, he is given a certain time to collect the card. On due date the customers gets his card from manager and for safety purpose the ATM number remains with the account department and the customer gets his number from there. Traveler cheque In account deptt there are two people working. One’s job is to issue the traveler cheque and the other is suppose to make the payment of TC. This work is separated for the purpose of safety and to prevent the frauds. When RTC is issued it is written in Traveler cheque register and when it is paid it is posted in MBIS. Traveler cheque register is used to maintain the stock of RTC’s. When RTC is issued HO RTC deptt. Is credited and when RTC is purchased it is debited. One of the person has the complete register of staff’s salary he maintains a staff salary register. The remittance facilities of the MCB are according to the need of the customer. Your beneficiary will receive the amount even if he/she does not have an MCB account. The Remit Express facilities the MCB can be avail in the following Bank/Companies: Demand draft Demand Draft can be explained as the instrument which is payable on demand as its name implies the same, the value of which has already been received. This instrument is issued by one branch and payable at other branch of same bank or other bank’s branch e. g. DD issued by MCB payable by ACBL. Procedure of issuance: The customer wants to make the DD fills in the same form or application i. e of remittances in which he mentions the DD, the beneficiary’s name, the place, the mode of payment i. e, whther he wants the payee to receive the cash, cheque or debit his account, signature and his name and address Check the application form. Commission is charged as per bank policy. Also excise duty & withholding tax are recovered as per applicable rates. Entry is then made in DD issued register. In the DD issued register, separate folio is allotted for each drawee branch and a serial control number is applied. The entries made is DD payable account is credited and cash is debited and when the payee receives the cash against DD, DD payable account is debited and cash is credited. Procedure of Cancellation of D. D. On receiving the application for cancellation in writing along with original DD the signature of the applicant is verified This signature should tally with the signature on DD application form. Then cancellation is marked in DD issued register and the drawee branch is Informed about cancellation. Issuance of Duplicate DD In case of Lost/Stop Payment: Application is received and signature is verified, then the drawee branch is informed about the loss of DD and further they are advised to tell the branch the status of DD i. e whether it has been paid or not. Then a duplicate of DD is issued with â€Å"Duplicate in lieu of original DD No____ dated____ reported lost† written on its face. The duplicate DD will have the same control number. PAY ORDERS: Pay order is a kind of instrument issued and paid in the same branch. It is normally issued for payment in the same city. Procedure of Issuance of Pay order: The customer fills the remittances application form and mark check on pay order. On receiving application he is issued with a pay order after receiving charges. All pay orders are crossed i. e â€Å"Payees a/c only† Procedure of Cancellation of Pay order: On receiving application for cancellation of pay order along with the pay order, it is cancelled and cancellation charges are recovered. Duplicate Pay Order: If the payment of pay order has not yet been made a duplicate copy of it can be made on receiving application from the customer. The duplicate charges are recovered from customer. Clearing Department Clearing: Clearing implies a system by which banks exchange cheques and other negotiable instruments drawn on each other within a specified area and thereby secure payment for their clients through the clearing house at specified time in an efficient way. Clearing House: In past State bank was indulged in clearing function i. e for the settlement of mutual obligations of different commercial banks. As all banks have their accounts and keep a certain percentage of the cash deposits as a reserve with Central Bank, it become easy to set up their mutual obligations by off-setting their accounts. The claim of banks against each other is settled by simple transfers from and to their accounts. These methods of settling accounts though the central bank, apart from being convenient is economical as regards the use of cash since account are adjusted through accounts, there is usually no need for cash. At present this function of state bank is performed by NIFT. And now clearing house is a place where NIFT’s representatives of all scheduled banks sit together and interchange their claims against each other with the help of controlling staff of State Bank of Pakistan and where there is no branch of State Bank of Pakistan the designated branch of National Bank of Pakistan acts as controlling member instead of State Bank of Pakistan. Reasons of Cancellation of Membership: When a bank is no longer a scheduled bank. When any bank fails to meet its liabilities. When It is prohibited to receive fresh deposits by State Bank of Pakistan or Central Government. Advantages of Clearing: dAs clearing does not involve any cash etc and all the transaction takes place through book entries, the number of transactions can be unlimited. dNo cash is needed, as such the risks of robbery, embezzlements and pilferage are totally eliminated. dAs major payments are made through clearing, the banks came manage cash payments at the counters with a minimum amount of cash in vaults. dA lot of time, cost and labor are saved. Since it provides an extra service to the customers of banks without any service charges or costs, more and more people are inclined and attracted towards banking. Rules & Regulations of Clearing House: Timing: -Monday through Saturday 1st Clearing 10. 00 A. M. 2nd Clearing 2. 30 P. M. ? Cheques and other negotiable instruments are sent through NIFT’s representative for exchange. ? All the cheques and negotiable instruments must be properly stamped and suitably discharged ? Each and every Cheque must be accompanied by an objection memo when returned unpaid duly initialed. ? Each bank is required to maintain sufficient funds in the principal account with SBP to meet the payment obligations. The State Bank of Pakistan debits the account of each member of the clearinghouse with the proportionate working expenses incurred on the operation of clearing house. These expenses are very nominal. Functioning of Clearing House: All the scheduled banks which are the member of clearing house, must maintain accounts with SBP, by debit and credit to which the clearing settlements are made. If on a particular day, a bank delivers Cheque and other negotia ble instruments worth more than the total amount of Cheque received by it that banks account with State Bank of Pakistan will be credited with the differential amount. If on the other hand the total amount of Cheque and other negotiable instruments drawn on a certain bank by other banks is more than the total amount receivable by it from other banks, then this bank's account will be debited on that day. The Cheque delivered to the other banks through NIFT’s representatives for clearing are called outward clearing; whereas Cheque received from the representatives of other banks for payment are called inward clearing. How settlement is done in NIFT? Presume that MCB got the Cheque, which are drawn on UNION BANK, UBL and ACBL for amounts Rs. 50,000/-, Rs. 30,000/-, Rs. 5,000/- respectively, its total being Rs. 95,000/-. It means that this amount is to be credited to MCB A/c with S. B. P. On the other hand the Cheques drawn on MCB are from UNION BANK, UBL & ACBL of Rs. 15,000/- Rs. 75,000/- and Rs. 30,000/- respectively, its total being Rs. 1,20,000/-. It means that this amount is to be debited from MCB A/c. The difference between Rs. 95. 000/- credit and Rs. 120. 000/- debit is Rs. 25,000/- debit, which means the house, is against MCB for Rs. 25,000/-. If we separately show it then, MCB has to receive Rs. 50,000/- from UNION BANK and to pay Rs. 15,000/- to UNION BANK so difference is Rs. 5,000/- credit. MCB has to receive Rs. 30,000/- from UBL and to pay Rs. 75,000/- to UBL so difference is Rs. 45,000/- debit. MCB has to receive from ACBL Rs. 15,000/- and to pay Rs. 30,000/- to MCB so difference is Rs. 15,000/- debit. GRAND TOTAL: + 35,000, – 45,000, -15,000 = -25,000 i. e. Rs. 25,000/- debit. Hence MCB A/c with State Bank of Pakistan will be debited with Rs. 25,000/- and the contra will be other banks accounts respectively. This is called as â€Å"Debit and Credit Rule†. The amounts and number of instruments received are entered in the House Book from the main schedules of the respective banks. The State Bank of Pakistan maintains two major books for clearing house purpose :- HOUSE REGISTER. This book contains the information about the amounts and number of cheques received and delivered by each bank is noted down. Its columns are just like our clearing house-page. HOUSE BALANCE BOOK: This book contains the amount and number of cheques received and delivered by each bank as well as the amounts which are to be received and paid to respective banks through their accounts by State Bank of Pakistan is written down. This book has the following columns:- |Initials |To Pay Amount |No. f Cheques Received/Delivered |Name of Bank|Received Amount |To Received Amount|Initials | Both sides of this book are balanced. Vouchers are prepared from the slips received from the respective banks and the amounts are compared with this balance book. Summary of Clearing House Working: The working of clearing house may be summarized as under:- ? The instruments are delivered to the respective banks. ? The instruments drawn on our Bank are received from other banks. ? The amount and number of instruments received are entered in the House Book from the main schedules of respective banks. The amount of instruments delivered, received and the difference is written on a Figure slip provided in the clearinghouse and the slip is returned to the supervisor. ? The instruments are arranged branch-wise. ? Schedules are detached and kept safely. OUTWARD CLEARING AT THE BRANCH: The following points are to be taken into consideration white an instrument is accepted at the counter to be presented in Outward Clearing: ? The name of the branch appears on its face where it is drawn on. ? It should not be stale or post dated or without date. ? Amount in words and figures does not differ. Signature of the drawer appears on the face of instrument. ? Instrument is not mutilated. ? There should be no material alteration if so, it should be properly authenticated. ? If order instrument, suitably endo rsed and the last endorsee's account being credited. ? Endorsement is in accordance with the crossings if any. ? The amount of the instrument is same as mentioned on the paying-in-slip and counterfoil. ? The title of account on the paying-in-slip is that of payee or endorsee (with the exception of bearer cheque). If an instrument is in order then our bank's special crossing stamp is affixed across the face of the instrument. Clearing stamp is affixed on the face of the instruments, paying-in-slip and counterfoil (The stamp is affixed in such a manner that half appears on paying-in-slip and half on counterfoil). The instrument is suitably discharged, where a bearer cheque does not require any discharge and also an instrument in favor of a bank need not be discharged. The instrument along with paying-in-slip is retained while the counterfoil is given to the customer duly signed. Then the following steps are to be taken:- ? The particulars of the instruments and the pay-in-slips or credit vouchers are entered in the Outward Clearing Register. Serial number is given to each voucher. ? The register is balanced, the credit vouchers are separated from the instruments and are released to respective departments against acknowledgement in the register. ? The instruments are arranged bank-wise. ? The schedules are prepared in triplicate, two copies of which are attached with the relevant instruments and the third i s kept as office copy. ? The house page is prepared from schedules in triplicate. ? The Officer Incharge with branch stamp signs the schedules and house pages. ? The grand total of the house page is taken and agreed with that of the outward clearing register. The instruments along with duplicate schedules and house-page are sent to the Main Office. ? However the amount is kept in float till final status of various instruments is known from respective paying banks in second dealing. The entry of the instruments returned unpaid is made in Cheques Returned Register. If the instrument is not to be presented again in clearing then a covering memo is prepared. The covering memo along with returned instrument and objection memo is sent to the customer who deposited the same in his account. INWARD CLEARING OF THE BRANCH: The particulars of the instruments are compared with the list. The instruments are detached and sorted out department-wise. ? The entry is made in the Inward Clearing Regis ter (Serial Number, instrument number, Account number and amount of instrument is written). ? The instruments are sent to the respective departments against acknowledgement in the Inward Clearing Register. ? The instruments are scrutinized in each respect before honoring the same. OUTWARD CHEQUES RETURNED UNPAID: These are the cheques returned unpaid by us presented to us in Inward Clearing due to some objections. INWARD CHEQUES RETURNED UNPAID: These are the cheques returned unpaid to us, which were lodged by us in Outward Clearing. RETURN OF CHEQUES AFTER CLEARING HOUSE: Suppose all cheques received in the inward clearing are passed and later on it is found that a cheque should have been returned. In such cases, we contact the collecting branch and request them not to make payment against the proceeds of the cheque which was not returned unpaid by us in due time. The cheque with objection memo along with a covering letter is sent to the collecting branch, making request to issue a payment order in our favor. To balance the cash-cum-day book we may debit Suspense A/c Sundry Debtors with the approval of the manager. When the payment order is received, it is lodged in clearing and the Suspense A/c -Sundry Debtor is adjusted accordingly. SPECIAL CLEARING: In addition to the normal clearing function at Clearing House it is mutually agreed to hold an extra clearing at the Clearing House on a particular day and time, which is known, as â€Å"Special Clearing†. It is arranged due to rush of work arising out of say, m