What Do You Look Forward?

I look forward to getting the best out of this program and come out a better nurse equipped and seasoned with sound knowledge and skills necessary to meet up with challenges in the healthcare system. However my greatest fear is time management Time management is very important in any area of life as success and failures are built upon it. It is my fear here as I have to juggle School, Work, family at the same time and meet up with the demands of each, allotting quality time to each section.Language barrier on the other hand possess a little bit of challenge to me as I have to advance my writings from undergraduate level to graduate level. My plan to overcome this fear is to be organized from day one which entails knowing my schedule, plan and stream line my activities via time table format. Make effort to follow my time table, remove procrastination from it but allow flexible time for any unforeseen circumstances that might come up along the way.Specific educational experience I enco untered was when I started school here in a traditional class room, it was very difficult for me to comprehend what my instructors was teaching and also for them to understand me because of my accent. My fear was how to succeed in my education when I don’t understand the classroom lectures. I am even too afraid to ask questions fearing that they will not understand me or even laugh at me. I am fine studying my textbook at home but it is not enough as major and important points are highlighted in the lecture notes.So my first step in addressing this fear was to meet with my instructors after class and tell them my problem. Second step was to use the learning resources available at the college and attended series of passport classes for international students. This tutoring classes and one on one session with most of my instructors took all my spare and family time but it did pay off at the end of the semester with good grades. These resources helped me to overcome my fear, und erstand my instructors, and ask questions in class, improved on note taking skills and above all good grades. Read also: Time Management – Work File

An Effective Teacher Essay

The qualities that define an effective teacher are very complex in my opinion. Everyone seems to have different ideas as to what the key indicators are. They range from; professionalism, communication, professional development, managing, guiding and strategies. There are even those of the opinion that it doesn’t matter what you do, children will always learn. However I have chosen professionalism as I believe that it is an essential attribute to being an effective teacher. Professionalism is defined by Merriam-Webster’s dictionary as â€Å"Characterised by or conforming to the technical or ethical standard of one’s profession. (Belcher). In order to gain and preserve the respect and trust of students, parents and colleagues alike and to provide students with the best education possible it is important to demonstrate professional conduct and practice. The guidelines for professionalism in the teaching profession are provided by Code of Ethics, National Profession al Standards for Teachers and Duty of Care. These define the â€Å"what†. The key however is being or acting professional, this is the â€Å"how†, the effectiveness of a teacher. This is the true measure of professionalism. Some of the primary demonstrable characteristics or attributes of a professional teacher are communication, morals and ethics and professional development. Communication is an essential aspect in education, the means to send and receive clear messages to and from students, teachers, parents and community members. It establishes positive and effective relationships and connections with the involved parties. Communication can be in many forms namely verbal, non-verbal or written and used by teachers to constantly impart new knowledge or important information. The ability for teachers to apply the characteristics of good and effective communication in all its forms, to a diverse audience with different backgrounds and interests and to minimise the barriers, for example noise, misunderstanding or misinterpretation of the messages are the makings of an effective teacher. In the article by Prozesky, he states that the most effectual way to overcome these barriers is to have two-way communication with regular feedback provided by the receivers. Professional ethics is not achieved by only purely applying the ethical codes of practice nor professional standards which embody the core principles but by also applying professional skills and personal skills (caring and nurturing) and ethical behaviour in the form of attitude, intention, words, acknowledgement, respect (inside and outside of the classroom), fairness and equity with regards to individual circumstances, colour, creed, age, social-economic status, to name a few. Brock (1998) says that when dealing with ethics and professional standards there are two questions to ask; what should one do and what one should not do, what is right and what is wrong and what is appropriate and what is inappropriate. These questions result in a number of ethical dilemmas that face the teacher such as truth versus loyalty, individual versus community and religion versus morals. Early Childhood Australia has published a guide to help teachers deal with every day ethical dilemmas. According to Marsh (2010) ethical decisions have been categorised into five different levels of decision making. Open decision making, limited decision making, decisions made by the teacher, security seeking (delegation) and avoidance. Several ethical relationships exist within the dynamics of a school environment; these include ethical relationship between the teacher and the education system for example, the education system restricts teachers on what they should teach. The teacher and the principal, an example being that the teacher and principal have different values and the principal’s values will over ride those of the teacher. The teacher and the students where the teacher develops emotional bonds with his or her students and there is a mutual respect between teacher and student. The third quality that defines an effective teacher is professional development. In order to be a good teacher you need to be a good learner too. The demands on teachers to find new ideas and forms of teaching are increasing. Teachers need to be innovative and therefore attend professional development days which will help them continuously enhance their competencies and provide their students with problem solving skills and advanced thinking thus elevating them to higher levels of achievement. The desire to expand their knowledge base, stay current and gain a broader exposure to information provides this opportunity. Through numerous examples it is clear how important communication, ethics and professional development are to professionalism. These attributes will help teachers to be more effective in imparting knowledge and wisdom to their students. All of these attributes will allow the students to really focus their energies on learning and engaging with their education. Even though all of the attributes are vital for effective teaching one must never forget that the purpose of effective teaching is â€Å"that teachers make a difference†, (Boyd, 2009).

Leadership and Nib Bank

Report-on-organizational-behavior-of-NIB-Bank. doc LETTER OF TRANSMITTAL May 31, 2008 Mr. Retd. Cdr. Tabassum Teacher, Organizational Behavior Bahria University Karachi. Sir: We herewith present our â€Å"Term Report† authorized by you as a requirement for this course. In this report, we have tried to provide analysis on organizational behavior of NIB Bank. We hope we have covered all that was required for the report. If there be any clarification demanded, we would appreciate a call from you to our group members. Sincerely, Maaz Khalid Muhammad Usman Badar Muhammad ZainACKNOWLEDGEMENT In the name of â€Å"Allah†, the most beneficent and merciful who gave us strength and knowledge to complete this report. This report is a part of our course â€Å"Organizational Behavior†. This has proved to be a great experience. This report is a combine effort of, Maaz Khalid, Muhammad Usman Badar and Muhammad Zain. We would like to express our gratitude to our organizational be havior teacher Mr. Retd. Cdr. Tabassum, who gave us this opportunity to fulfill this report. We would also like to thank our colleagues who participated in a focus group session.They gave us many helpful comments which helped us a lot in preparing our report. 1. 3 Objective The general purpose of this study is to determine the satisfactory level of job among the employees of British American Tobacco Bangladesh. We have selected British American Tobacco because this company has a multinational job environment and ensures the maximum level of efficiency among the employees. 3. Research Methodology A. Pilot survey We did a pilot survey for questionnaire testing (Vogt, 1999; Babbie, 2004) to detect error, validity and scale reliability.We used a 5 point- scale (â€Å"1† for Strongly Disagree to â€Å"5† for Strongly Agree) developed by Likert (1932). The pilot survey was done during in the month of January-February, 2008 with 30 respondents from 6 enterprises. A total numb er of 20 HRM items were used for this study. The sample size was 30 at managerial (mid level) jobs and simple random was used to obtain feedback and the scale validity of the survey. The calculated Chronbach’s alpha (? ) value is 0. 9063, which indicates the high eliability of the instrument. B. In-depth Interviews The second stage of our research method was in-depth interviews with the 12 executives. Semi-structured open-ended questionnaire was used for in-depth interviews. A simple random sampling method was used at this stage. The questionnaire was distributed to the executives to get feedback. C. Full-scale survey Full scale questionnaires were administered in the month of April, May and June 15, 2008 within 53 manufacturing organizations out of 103 (BEPZA statistics, May, 2008) organizations in economic zone, DEPZ.That covers 216 respondents from the total of 512 in the surveyed enterprises with the response rate of 42. 18% (26. 18% of 825 total entire populations). A si mple random sampling method was used for selecting the enterprises. From the pilot survey and in-depth survey finding and suggestion, questionnaire was modified and surveyed for this stage. D. Sample For the survey, a random sampling was chosen for selection enterprises from the A, B and C category of DEPZ organizations. A total number of 53 enterprises were selected from 103 and that covered 216 respondents. HISTORY OF THE DHAKA BANK LIMITED: DHAKA BANK LIMITED was incorporated as a public limited Company on 6th April 1995 under the company act. 1994 and started its commercial operation on June 05, 1995 as a private sector bank. The bank started its journey with an authorized capital of Tk. 1,000. 00 million and paid capital Tk. 100. 00 million. It is now one of the most renowned private banks having multiple branches in the major cities of the country. DBL has started its business with all the features of a corporate bank and the products of both corporate and retail banking syste m to facilitate the daily clientele requirements.Among all of its products Credit card is one of the most important financial-tool of the modern banking sector, Though DHAKA BANK is always trying to improve their services in this field, but in today’s competitive business world, banks need to offer additional concentration to the clients’ requirement in order stay at the top. Therefore, besides dealing with the general attributes of the Credit card, they also have been trying to put more emphasis on the customer benefits and other customer related facilities.The Credit Card Division is a new venture for the bank, so the card is only for the use within the city and therefore it is facing a huge competition against the existing local Credit Cards in the market. Moreover, DHAKA BANK LIMITED has expressed tremendous interest to create a competitive market for their Credit cards. GOAL SETTING THEORY: Goal setting theory was born out of Aristotle’s theory of final cau sality and then researched in greater detail by Edwin A. Locke in the 1960s to understand how goals can influence an individual’s performance.The basic theory behind goal setting is that human behavior is galvanized and governed by goals and ambition. Today, goal setting theory is very important not only for those studying organizational psychology, but for anyone seeking to increase productivity, enhance performance and reach for greater heights of success. Goals are able to motivate and spur you to meet your ambitions because it helps you focus your efforts on that objective. Every objective we have requires a list of tasks to be executed.By setting goals, we’re able to persist with the list of tasks and are compelled to develop strategies in order to reach our objective. The incredible results achieved with the goal setting theory explain why it’s not just colleges, universities and sports institutions that use it to obtain results, but in businesses too wher e survival is based on ensuring positive outcomes. Having objectives is not the issue, but striving to attain them is. Following are the points that help you to achieve goals: †¢ State your goals in specific terms.Understand what your goals are and know why you’re selecting these goals. †¢ Make your goals attainable. There is no point setting goals you believe are unattainable. The best way to do this is to break your goals down into actionable steps. †¢ Measure your goals. Set a timeframe, or a milestone that can put the pressure on you to meet your objectives. ANALYSIS: To what extent you and your colleagues feel that the company sets challenging goals for itself and expects quality performance and outstanding production? Answer Log Table: Low |1 |2 | |standards | | | | | |1 |2 |3 |4 |5 | |1 |Tells group members what they are supposed to do. |- |- |4 |18 |3 | |2 |Acts friendly with members of the group. |- |- |3 |5 |17 | |3 |Sets standards of performance for group members. – |2 |5 |12 |6 | |4 |Helps others feel comfortable in the group. |- |- |4 |8 |13 | |5 |Makes suggestions about how to solve problems. |- |2 |4 |6 |13 | |6 |Responds favorably to suggestions made by others. |- |- |6 |10 |9 | |7 |Makes his/her perspective clear to others. |- |- |2 |16 |7 | |8 |Treats others fairly. |- |- |2 |5 |18 | |9 |Develops a plan of action for the group. |- |1 |14 |7 |3 | |10 |Behaves in a predictable manner toward group members. – |3 |12 |2 |8 | We asked different questions relating to the leadership style from NIB Bank employees to know which leadership style their leader uses and we found that two of the leadership styles that are task oriented and people oriented or relations-Oriented. The results we got from employees of NIB Bank that 53% of the employees feel that their managers are relationship oriented leaders and remaining 47% feels that their managers are task oriented leaders so this shows that the NIB Bank has got the com bination of leaders that are task oriented and relationship oriented.This shows that NIB Bank have the leaders that perform better in all situations and can manage their teams more effective in favorable conditions and also in very unfavorable conditions. PATH GOAL THEORY: House’s PATH GOAL THEORY describes how leaders can motivate their followers to achieve group and organizational goals and the kinds of behaviors they can engage in to accomplish that Path Goal theory suggests that effective leaders follow three guidelines to motivate their followers.The guidelines are based on the expectancy theory of motivation. Effective leaders who follow these guidelines have highly motivated subordinates who are likely to meet their work goals and perform at high levels. Determine what outcomes subordinates are trying to obtain in the workplace. For example, what needs are they trying to satisfy, or what goals are they trying to meet? After gaining this information, the leader must hav e control over those outcomes or over the ability to give or withhold the outcomes to subordinates.Reward subordinates for performing at high levels or achieving their work goals by giving them desired outcomes. Make sure the subordinates believe that they can obtain their work goals and perform at high levels. Leaders can do this by showing subordinates the paths to goal attainment (hence the name path goal theory), by removing any obstacles that might come along the way, and by expressing confidence in their subordinates capabilities. House identified four types of behavior that leaders can engage in to motivate subordinates: Directive behavior (similar to initiating structure) lets subordinates know what tasks need to be performed and how they should be performed. †¢ Supportive behavior (similar to consideration) lets subordinates know their leaders cares about their well-being and is looking out for them. †¢ Participative behavior enables subordinates to be involved in making decisions that affect them. †¢ Achievement-oriented behavior pushes subordinates to do their best.Such behavior includes setting difficult goals for followers, expecting high performance, and expressing confidence in their capabilities. ANALYSIS: We designed a different questionnaire especially for the TOP MANAGEMENT OF NIB Bank and the questions were related to PATH GOAL THEORY as the questionnaire belongs to the top management so we asked four top level managers of NIB Bank to fill this questionnaire list of their names and designation are given below: By studying our questionnaire we found different behaviors of leadership and there contribution in the organization’s behavior.We found different results for each behavior after analyzing the answers of our respondents which are given below: Directive Leaders Behavior: The most contributive behavior in leadership behaviors in NIB Bank having 27% share in leadership behavior was found to be directive behavior whic h is being frequently used in the organization we targeted. The benefit of using directive form of leadership which is characterized by greater control, defining what needs to be done, allocating resources and establishing clear expectations.The directive leadership behavior takes a more pragmatic approach to handling affairs in NIB Bank and is characteristically utilized in corporate turn-around situations. Supportive Leaders Behavior: The second most contributory behavior in leadership behaviors in NIB Bank having 26% share in leadership behaviors was found to be supportive behavior the results obtained shows that supportive behavior used in NIB Bank is almost the same as the use of directive leadership behavior with having difference of only 1% which is not a very big figure. Participative Leaders Behavior:Participative leadership behavior is the least used behavior in NIB’s culture with having 23% this shows that the NIB Bank leaders do consult with their subordinates whi le making a decision but at low frequency as compared to other PATH GOAL leadership behaviors. Achievement Oriented Leaders Behavior: The third most contributory behavior in leadership behaviors in NIB Bank with having percentage of 24 this shows that the leaders of NIB Bank set challenging goals for their subordinates with low frequency but they expect from their employees to perform at their highest level.The results of our analysis shows that there is no such big difference in leadership behaviors used in NIB Bank and this is a very good sign for NIB Bank that their leaders manage their subordinates according to different situations with different leadership behaviors. NORMS: â€Å"Norms are shared group expectations about behavior and how members ought to behave. † Norms provide groups with control and predictability and give members a sense of security and comfort. Norms are also the way we express values, attitudes and beliefs.Norms put boundaries on members that may be narrow or wide. Many norms in organizations originate from management expectation or from work rules and procedures of the formal organization. They develop and operate in informal groups. Many central work group norms revolve around productivity. Norms can put lower and upper limits on productivity. Controlling productivity not only spread the work ought to more people for a longer period, but also prevents management from rising its expectation.Some organizations have norms emphasizing social concern for employees this norm foster taking care of people who needed or other wise contributing to the quality of an employee’s life at work. Management can foster many norms that contribute to organizational success, such as norms effecting work quality, helpfulness or customer relation. A norm of secrecy may be critical to keep competitors from stealing ideas. ANALYSIS: Norms are of four types. The one we quire about is social norm. The reason of selecting social norm is that our culture is based on collectivism so the importance of social norms is very high.The situation of norms in NIB’s culture is fair enough according to the result of our questionnaire most of the employees follows the norms set by the organization and they are satisfied with them, but we found some employees who are willing to improve the conditions i. e. norms the calculated value of there willingness is about 25%. The major factors of social norms are friendliness, trust and mutual support. According to the employees in NIB Bank the conditions of trust and friendliness are pretty good and they are willing to increase mutual support.It is necessary to emphasize on social arrangement norms in country like Pakistan because of its collectivism culture and these norms helps the organization to get the participation of their employee in positive manner to achieve the goals set by the organization these kind of norms also motivates the employees to remain in organization because of f riendly culture in organization social arrangement norms also helps the employees to interacts with each other in more friendly manner which will increase trust among them and with there top management.If these norms are valued by the management then it will positively affect employee satisfaction and productivity and it will also enhance the organization culture CONFORMITY: â€Å"Conformity can be defined as a change in a person’s behavior or opinions as a result of real or imagined pressure from a person or a group of people†. Who does Conformity affect? Conformity can affect people in all different ways, positively and negatively. In task-specific situations, those who are led to believe they do not have the required aptitude, their tendency to conform increases.Individualistic societies are less likely to conform than collectivistic. How does Conformity work? An individual will most likely conform if: ? The majority consists of experts ? The members of the majority are important to the individual ? The individual can relate to the majority on some level–there are similarities between the individual and the group ANALYSIS: Through our questionnaire we analyzed the pattern of answers given by employees and we found many similar answers in regard of questions and it hows greater extend of conformity among employees of NIB Bank as they have almost marked similar options given in each questions of our questionnaire. The level of conformity shows there good relations and understanding with each other which also shows that they will not leave each other in hard times but on the other hand the high level of conformity indicates the danger of employees saying always yes to other’s decision instead of thinking critically about it and there might be a chance of employee saying yes under pressure in the fear of loosing group and may result in loss of any useful idea.After Asch’s study about conformity, in the world the conformity is decreasing as the level of knowledge and awareness are increasing and the result of our questionnaire shows high level of conformity, we can suggest the reason â€Å"collectivism culture of Pakistan† TEAMS: A group whose individual efforts result in a performance that is greater than the sum of the individuals input.Guideline for team leaders set by NIB’s management: |Definition: | |Has a natural authority, generates commitment and builds team cohesiveness by setting a clear vision for the team, reflected in core values. |EFFECTIVE BEHAVIOUR INDICATOR |LESS EFFECTIVE BEHAVIOUR INDICATOR | |MORE OF THIS |LESS OF THIS | | | | |Communicates frequently a realistic picture of future plans so people know |Takes independent decisions and asks the team to follow | |what has to be done and why? instruction without questioning. | | | | |Arrives at decision by consensus, where appropriate, to gain team |Waits for team to ask for information instead of proactively | |commitment. | keeping them informed of the ‘big’ picture. | | | |Is supportive of the team / individuals and helps in overcoming problems to|Exhibits high personal energy when initiating action but does not | |achieve targets. |follow through. | | | | |Leads by example; displays behavior which reflects the desired work norms |Talks about the theory and principles of leadership, yet not | |and values. reflected in behavior. | | | | |Spends time finding out the way individuals want to be managed and work |Uses the abilities of staff for own personal and career gains; | |together; adapts leadership by style to match. does not share benefits and praise but passes on criticisms and | | |blame. | |Maximizes the available resource by constructing well-balanced teams; | | |acknowledges and helps others values the unique contributions of each |Does not seek to identify and discuss the values of the team to | |member. |ensure everyone is working towards a common goal. | | | |Identifies own lea dership style and strengths, adapts these to specific |Avoid admitting own mistakes or limitations. | |situations. | | | | | |Follows up with dissenters or blocker to contain negativity. | Guidelines for reducing conflicts between team members set by NIB’s management: |Definition: | |The ability to pull together individuals or parties in conflict by diffusing emotions, identifying the critical issues and helping got reach a| |compromise; keeps the focus on common objective to meet both needs. |EFFECTIVE BEHAVIOUR INDICATOR |LESS EFFECTIVE BEHAVIOUR INDICATOR | |MORE OF THIS |LESS OF THIS | | | | |Confronts covert conflict; draws out sensitive issues or relationships. Lets conflict escalate before taking any action. | | | | |Uses all-round knowledge to manage interdepartmental and |Seeks to diffuse conflict after listening to only some of the parties | |intra-departmental conflicts. |involved; jumps to conclusions about others based on earlier | | |situations. |Keeps the focus of conflict resolution on the long term overall | | |interests of the organization. |Adopts a singular style or strategy across different contexts. | | | | |Facilitates open discussion between conflicting parties. |Does not identify brewing conflicts from emotional reactions. | | | |Remains impartial when dealing with others; listen to arguments of each|Suggests own solution to conflict without identifying the source. | |party. | | | |Focuses too much on emotional aspects of the conflict rather than the | |Adapts approach to the situation and the culture of the conflicting |solutions. |parties. | | | |Conveys inconsistent messages to conflicting parties, thus resulting | | |in the further confusions. | ANALYSIS:After visited to NIB Bank we discovered that the NIB Bank employees comprised of self-managed works teams according to employees responses they feel greater level of responsibility on their shoulders and they manage the things like planning, scheduling of work, and assigning task to the member of team, control the pace of the work, make decisions through discussion between the team members, take actions to solve the problem and also interact with their customers and we found that the employees called their colleagues relationship officer rather than sales officer.QUALITY MANAGEMENT: CREATIVITY |Definition: | |Is able to conceive original, imaginative and valuable ideas to solve problems and improve processes. |EFFECTIVE BEHAVIOUR INDICATOR |LESS EFFECTIVE BEHAVIOUR INDICATOR | |MORE OF THIS |LESS OF THIS | | | | |Develops ideas and thinks through to an innovative conclusions. Prefers to use tried and tested methods to solve problems rather than| | |think of new and innovative solutions. | |Questions traditional thinking in order to initiate new perspectives. | | | |Sees opportunities as risks; talks about the dangers and risks rather| |Builds on information and ideas provided by others. |than the potential benefits. | | | |Acts quickly to grasp and dev elop novel opportunities. |Actions ideas giving appropriate thought only to short-term benefits | | |and immediate impact. | |Improvises effective solutions when faced with ambiguous and difficult | | |situations. Is overly absorbed in own ideas; hence is not as aware of the | | |environment or important events as required. | |Tests out ideas for practicality and feasibility. | | | |Over relies heavily on past experience; does not think laterally. |Seeks out pools and thinkers and puts them together to generate ideas; | | |uses tools and techniques to simulate others’ creativity. | | CONTINUES LEARNING: |Definition: | |A strong personal commitment to self-development reflected in an underlying curiosity to know more about people, things, issues, stretching | |beyond what is routine or required job knowledge. |EFFECTIVE BEHAVIOUR INDICATOR |LESS EFFECTIVE BEHAVIOUR INDICATOR | |MORE OF THIS |LESS OF THIS | | | | |Identifies skills needed for the future and takes steps to devel op |Over emphasizes the importance of won professional development at the | |self and others. cost of work priorities. | | | | |Actively seeks professional development opportunities, both inside |Relies too heavily on own knowledge does not accept constructive | |and outside the organization. |feedback. | | | |Seeks opportunities to work with the others of diverse backgrounds, |Sticks to own area of expertise rather than broadening one’s focus. | |experience, viewpoints. | | | |Develops oneself for tangible rewards rather than more and grow. |Has personally established on-going systems or habits for information| | |gathering through professional memberships, literature and contacts. |Waits for others to identify own development needs. | | | | |Sets clear personal development targets which focus on behavioral |Considers skills lifelong; continuously resorts to tried and tested | |improvements as much as professional / technical skills. methods. | | | | |Volunteers for assignme nts which contribute to individual learning |Prefers to cover up mistakes rather than seek feedback and learn. | |goals. | | | | | |Accepts and seeks feedback from others; learns from past mistakes. | CONCLUSION: After studying and a analyzing the results of our research on the various issues related to the organizational behavior within the organization that are affecting the performance of its management and particularly its employee, followed by several general and specific list of questions we asked and the interviews we conducted during our visit to the two branches of NIB bank one on â€Å"Tariq Road† and other on â€Å"I.I Chundrigar Road†, we are able to draw out our conclusions about this report. NIB Bank is a global bank which is also operating in Pakistan. The organization behavior regarding goal setting for employees we have concluded that the management of NIB Bank is effective in setting goals according to the competition in the banking sector of Pakistan . As the requirement of growing banking sector it is necessary to set challenging and effective goals so as to become market leaders.Despite of setting challenging goals the employees of NIB Bank are satisfied with these challenging goals and performing well to achieve the goals which were provided to them. The management style in NIB Bank is kind of participative management in which employees are given chance to share their ideas for decision making so the NIB Bank is utilizing its employees by getting different ideas from different employees this provides greater chances for getting better and innovative ideas.Not only this but from this activity employees feel motivated because they think they also have the authority in decision making process and they are also a part of an organization. During the interview of an employee NIB Bank he told us â€Å"All the employees here are given title of relationship officer rather than any other designation and at the beginning of each month the top level management visits every branch and arrange meeting with all the employees of the branch and discuss the problems faced by every employee and immediately tries to resolve the problem and this is the major motivating factor for us†.For motivating their employees management uses different types of motivating tools the innovative ones we found are ESOP (Employees Stock Ownership Plan) and the pay plan for less productive workers. By providing ESOP the employees gains the ownership of an organization and work hard not only for their benefit but also to maximize the profit of the organization. The next thing about the pay plan for less productive workers the company motivate their employees whose performance is not up to the mark by giving them the salaries equivalent to the market value of the any other employee of same rank.As the motivation and reward systems are up to the expectation of the employees so the employees are very much satisfied and don’t want to leave the organization. The leadership styles in NIB Bank are mixture of both the task oriented and relationship oriented but it is little lien towards relationship oriented leadership style. The leader’s behavior consisting of all the leaders’ behavior provided by House’s Path Goal Theory having almost same percentages with very low variation.Overall we concluded NIB Bank inherits strong organizational culture having values for leaders and as well as for employees and the organization behavior is up to the mark for any company being in Pakistan.RECOMMENDATION: 1. NIB Bank should offer training and development sessions for undergraduates; this will help NIB Bank in future while recruiting employees. 2. NIB Bank should reduce conformity by giving rewards to employees for suggesting more effective idea in the benefit of the organization this will not only provide wider range of ideas but also act as a motivational tool for their employees. . NIB Bank should arran ge extra curricular activities like cricket matches on inter bank level to further improve relations between employees as other organizations are organizing (for example ABN Amro, Mobilink, etc. ) 4. NIB should introduce â€Å"Dress-Down† day i. e. employees should be given permission to wear dresses other than formal dresses on certain days so as to make them relaxed while work.

Managing Human Resources Case Study Example | Topics and Well Written Essays - 2750 words

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Discuss and explain situations where OSHA would be able to enter and Assignment

Discuss and explain situations where OSHA would be able to enter and inspect a worksite without obtaining a warrant or the employers express consent - Assignment Example stances where the employer expressly refused inspection would the OSHA, by virtue to â€Å"Section 5(a)(1) of the Act, known as the â€Å"General Duty Clause,† which requires that every working man and woman must be provided with a safe and healthful workplace† (Occupational Safety & Health Administration, 2002, p. 1), obtain a warrant to inspect. Therefore, the instances or situations where OSHA would be able to enter and inspect a worksite without obtaining a warrant or the employer’s express consent include the following: (1) imminent danger situations that required immediate corrective actions (where the definition of imminent danger is explicitly stated as â€Å"any condition where there is reasonable certainty that a danger exists that can be expected to cause death or serious physical harm immediately or before the danger can be eliminated through normal enforcement procedures† (Occupational Safety & Health Administration, 2002, p. 3); (2) accident investigations, especially when more than three employees have been injured, become hospitalized or caused unfortunate deaths; and (3) when there are complaints for unsafe or unhealthy working conditions were apparently received from any member of the organization or its stakeholders (Occupational Safety & Health Administration,

Gender Equity in the Classroom Essay Example | Topics and Well Written Essays - 500 words

Gender Equity in the Classroom - Essay Example The role of an educator in an intercultural classroom is to ensure the each and every student in the classroom is able to communicate and amicably work with people from other cultures with tolerance, understanding and respect. The educator has to not only impart information about his / her subject to the student, but they must do so in such a way that every student, irrespective of cultural background can understand what is being taught and does not feel left out or belittled. One aspect that is often left unnoticed in education is gender inequality, which can definitely leave certain students feeling left out or neglected. Whether they are aware of it or not, there is always some discrimination based on gender in every school and by every teacher. Each person has a stereotypical idea of the behavior that should be exhibited by boys and girls and this idea influences their interaction with their students. Numerous studies have revealed that boys are encouraged to be straightforward a nd unreserved and are praised more often for academic performance than girls. A girl is expected to be good at studies while boys do not have the same level of expectations from their teachers. This assumption of a non-physical distinction in their abilities is exactly the bias that needs to be rooted out of educational institutions. A girl is criticized for speaking loudly, while a boy is excused for doing so.

CONTEXTUAL STUDIES - THE PENGUIN AN THE UTOPIA Essay

CONTEXTUAL STUDIES - THE PENGUIN AN THE UTOPIA - Essay Example The paper analyses the possible connections that exist between the 1934’s Penguin Pool and the modern Utopia. In so doing, the paper explores the relation between architecture and zeitgeist in terms of ideologies and the material production of space. Discussion Life and ideas of Berthold Lubetkin Berthold Lubetkin is considered one of the best architects ever in history. Many of his works have been landmarked in Britain. To add on this, his ideas are still being used in architectural discourse, as well as education worldwide (Allan & Sternberg, 2002). He pioneered design in Britain in the 1930s, with his works including the famous London Zoo penguin pool. According to Fisher (2007), Lubetkin viewed the world as a collection of static facts. These facts, he said, were never to be moved or disturbed. He added that however, that could not be the reality. To him, life was not all about creation or enjoying fixed values but rather humans enjoy processes. The whole is like a burning candle that result into change in one thing or another. To him, people were not built structures that looked as if they just landed there from the sky. As such, he looked at design as being something that could be manipulated to fit onto a given environment, at a given season. Things are not to look so permanent. Thus, dynamism is essential in architecture as it is a transformation process (Sheppard & Lousada, 2010). Using the transformation idea and dynamism, Lubetkin created the London Zoo penguin pool in 1934. He endeavoured to use the building as an opportunity to explore existing possibilities of the reinforced concrete in a creative manner. By 1934, reinforced concrete was a new building material (Perrin, 2002). He studied the behaviour of penguins and utilised the idea in coming up with the idea of the building. He created a penguin enclosure as well as a pool that provided an interesting environment for the penguins. There were also numerous viewing angles specifically for spectators to visit the place. It was a Modernist building that envisaged true clarity and style. Additionally, there was a large elliptical blue pool which provided the birds with a large swimming area. The blue pool, moreover, offers a contrast to the white concrete which was used in most of the design. The design included a shaded area which protects the birds from direct sun. Having gently curved walls is essential as it echoes the penguins’ cries. Through these aspects of design, Lubetkin demonstrates the need for relating architecture to the existing housing conditions. Thus, he showed this through satisfying the needs of the penguins. Furthermore, the structure demonstrates the need for coming up with a solution, which could be different in its appearance, as compared to the natural environment. However, the vital thing is for the solution to function as expected (Shore, 2010). Source: Allan & Sternberg, 2002. Modern architecture in 1920’s and 1930’s Ther e is a misconception that architecture in the 1920’s and 1930’s was old style. However, this period experienced art deco and the emergence of the modern style. The emphasis was on the streamlining of buildings and minimal use of colour. According to Page (2012), in her article titled â€Å"Period Houses: The 1920’s and 1930’s†, she looks examines modern design in 1920’s and 1930’s. Here, she explores the Villa Savoye in Paris which she

Gender Roles Essay Example | Topics and Well Written Essays - 750 words - 3

Gender Roles - Essay Example Necessarily there exists an attempt -on the individual level as it is evident in Troy’s fatherly affection towards his children and in Bonno’s anxiety that he also might repeat his father’s role- to restore order and peace in conjugal life. Though Troy driven by sexual impulses makes contra-social relationship with Alberta, his fatherly affection and sense of responsibility for his wife proves him to be more of a sensible social being than of a member of the egoist patriarchy. Regarding Troy’s responsibility to his family, Storm (n.d.) says, â€Å"He was not in love with Rose, but felt a responsibility to her† (p. 3). But in the opposite manner, not only the roles of the male characters such as Othello, Iago, Cassio etc in the â€Å"Othello† and attitudes towards women and love, but also the passivity of the female characters depict a male dominated society in which a female figure is shaped according to what the male wants to and women’s voice is never paid heed to, as Desdemona’s true claim about her fidelity and loyalty has continuously been ignored by her husband. Referring to Othello’s ideal conception of Desdemona, Guffey (2005) says, â€Å"Othello had a perception of Desdemona that was altered by the machinations of Iago.   Desdemona contributed to that perception by fulfilling a role that she thought was ideal for Othello.   She wanted to be Othello’s perfect woman, so she portrayed herself as pure and virginal to her husband.† (p. 3). In comparison to Shakespeare’s â€Å"Othello†, the male characters of the â€Å"Fences† are less assertive to be the representatives of modern patriarchy. On the surface level Troy appears to be a bully, but he needs her support. He is not completely haughty; rather he pays heed to her and provides financial help to Lyon. At least, Troy does not hold any patriarchal-idealistic view of women’s fidelity. When he finds his father molesting his girlfriend, he beats his father, not the girl. But it

Rhetorical Analysis Essay Example | Topics and Well Written Essays - 500 words - 3

Rhetorical Analysis - Essay Example The advertisement depicts an attractive toddler who is smiling in ecstasy to the adoring grin of a well-groomed mother. The well-placed image of a soda bottle is pointing in the direction of the child, along with specific messages about the inherent benefits of soda products. The most prominent message serves as a banner at the top of the ad, stating â€Å"for a better start in life, start cola earlier!†. As the middle-class homemaker was the primary child caregiver and shopping decision-maker in most households, the ad effectively gained desired market attention. The advertisement utilizes ethos, an appeal that is based on credibility, reputation or expert appeal. There is a block of text below the picture of the two actors that describes tangible laboratory research findings on early-aged soda consumption. The promotional message is attempting to illustrate that the claims being made can be founded on legitimate professional studies, which gives the product more influence in convincing the buyer that soda is a quality choice for early youth consumption. This ad also uses logos in its appeals, which is a petition based on logic and reasoning. One of the messages next to the soda bottle is â€Å"gives body essential sugars!†, which is a logic statement that also makes the potential buyer consider the legitimate benefits of the product. This is likely done in the event that other promotional messages are not necessarily accepted by the target market, thus a statement of the rational benefits of the product serves to support lucid and sensible decision-making. The ad further utilizes ethos in the advertisement, accomplished significantly well. The ad makes the claim that the aforementioned laboratory studies indicated that youths who start drinking cola very early in life gain better social acceptance. Because during this period, teens and pre-teens often frequented soda shops, it was

Ludwig van Beethoven Essay Example | Topics and Well Written Essays - 500 words

Ludwig van Beethoven - Essay Example Additionally, he met with Mozart and he offered him to play piano for him. As a music loving person, Ludwig did not decline his offer and played the piano for Mozart. The level of interest and charm of Ludwig greatly attracted the admiration of the Mozart who once commented that one day you will make a big noise in the world. Beethoven did not pass a prosperous life when he was young and at the same time, his family greatly suffered economic problems soon after his father’s death. As a result, he was assigned to look after his family. Despite so many problems, he successfully managed his family problems. Before his death on March 26, 1827, particularly in his last decade of life Beethoven became deaf. However, he did not give up but successfully continued his musical journey. Beethoven’s Music Beethoven was a great musician and composer of his times. Among his renowned musical works include nine symphonies, 32 piano sonatas, sixteen string quartets, five piano concertos , an opera (Fidelio), the Miss Solemnis, a violin concerto, and other numerous musical work such as incidental music, songs, overtures and chamber music. Additionally, his musical contribution experienced the era when the Classical and Romantic music was experiencing a great change rather a transition between them was taking place.

Theoretical limitations of the CAPM Essay Example | Topics and Well Written Essays - 1750 words

Theoretical limitations of the CAPM - Essay Example d deviation of the returns on security I, E(RM) denotes the expected return on the market portfolio; o (RM) denotes the standard deviation of the returns on the market portfolio; and RF denotes the risk-free rate of return. A) Calculate (beta) for each of the following: i) Security A Beta = 0.1-0.04 0.2- 0.04 = 0.06/0.16 =0.375 ii) Security B Beta = 0.1-0.04 0.7-0.04 =0.0457 b. According to the Capital Asset Pricing model (CAPM), what are the expected returns for securities of A and B? We use the CAPM equation Ki = Krf + bi(Km - Krf) Where: Ki = the required return for the individual security Krf = the risk-free rate of return bi = the beta of the individual security Km = the expected return on the market portfolio (Km - Krf) is called the market risk premium KA = 0.04 + 0.375 (0.3) = 0.1525 For B KB =0.04 + 0.0457 (0.7) = 0.07199 c) Write down an expression for the security market line. Draw a sketch of the security market line, and indicate the positions of securities A and B on th is line. Explain briefly how you would interpret the security market line Ki = Krf + bi(Km - Krf) Ki = 0.004 +0.375 (0.3) Ki = Krf + bi(Km - Krf) Ki = 0.004 +0.375 (0.7) E(Ri) B Undervalued Overvalued RM 0.5A 0 1 The assets above are undervalued because they reflect a high return. d. Write down expressions for the characteristic lines for securities A and B. Draw sketches of the characteristic lines for securities A and B. Explain briefly how you would interpret the characteristic lines. E(Ri) B Undervalued Overvalued RM 0.5A 0 1 3. This question refers to Figure 1. a) In the Capital Asset Pricing Model (CAPM), what are the values of ((betai) for securities A, B and C? A= 0.06 B= 0.08 C= 0.10 b) What are residual variances for securities A, B and C A=0.7 B= 0.6 C= 0.8 c) With reference to... Due to the market portfolio’s nature of diverse investments opportunities, which in some cases are not observable, investors, use stock indexes as a proxy. This leads to inaccurate inferences about the soundness of CAPM. According to, CAPM assumes that, only two dates exists for an investor to undertake transactions such that, no extra time left to re-balance and use portfolios repeatedly. Moreover, it is normal that, diversification cannot remove systematic risk proceeds on all securities attributed to the market portfolio proceeds. This is a pure contrast to the CAPM’s assumption that investors should consider systematic risks because they can be eliminated through diversification. In conclusion, the extent of CAPM model’s limitations are bound on three primary aspects, which include the investors’ preferences on investment portfolios and investment aptitudes in relation to the investment outlay, which influences decision making on the type of investment to be considered. Secondly, the aspect of diversification: Diversification does not remove systematic risk returns on all securities attributed to market portfolio return. This is in contrast with the CAPM’s assumption that investors should consider systematic risks because diversification can purge them.

Modern times Essay Example for Free

Modern times Essay Janie Crawford, a free spirited individual, is the main character in the book â€Å"Their Eye’s Were Watching God† which was written by Zora Neale Hurston. It should also be noted that Hurston was an anthropologist because of the book’s historically accurate perception of the expectations black women lived up to during that time. The story unfolds around Janie’s life and how she fought against the male oppression she endured in her two marriages all the while trying to define herself as her own person. This oppression she endured with her marriages shows the influences and ideas that men had over women during that time period. If someone was to look at this novel in the perspective of an anthropologist you would have to say that it is a fictional novel with historical merit of how life was for women in the South during the 1920’s. The story scenes centers on a town and its citizens that was created as a black community. Not only was there oppression but also exploitation that Janie had to endure. In her first marriage to Killicks this was shown when he intended to put his wife in the field working the plows. Janie is powerless and without free will. â€Å"Ain’t got no particular place. It’s wherever† (31), Killicks claims. Killicks always was able to shut her up when he felt she was trying to assert herself. A good example was when he used derogatory threats against her family when she tried to talk about their marriage while shoveling manure. Then when the scorn wasn’t enough to keep her quiet the threat of physical violence began to be used. â€Å"Don’t you change too many words wid me dis mawnin’, Janie, do Ah’ll take and change ends wid yuh†¦Ah’ll take holt uh dat ax and come in dere and kill yuh! † (31). Joe Starks, her second husband, also exploited Janie by working her in his store. He seemed to silence her voice all too often. There were many times he would point out that she was just a trophy wife of someone in authority. Janie seems to be bothered by the high stool that Joe insists she sit on and when I first read that part I envisioned a child being punished. For this marriage silence is golden, on the part of the wife. The first time Joe quieted her, Janie said it left her feeling cold. When he refused to allow her to speak at his election for mayor she felt that it took, â€Å"the bloom off of things†. At the elections Tony Taylor wanted Janie to speak, â€Å"uh few words uh encouragement from Mrs. Mayor Starks,† that is when Joe takes the floor and says, â€Å"mah wife don’t know nothin’ ‘bout no speech makin’. Ah never married her for nothin’ lak dat. She’s un woman and her place is in de home† (42). A belief that held true for sometime even in today’s world. It was interesting that Stark used verbal cues to make Janie shut up and be obedience using her looks or intelligence as tools for his oppression. If you were to ask any battered woman today they too would say how insults and put downs helped in breaking their self esteem in order for their oppressor to gain control. In Janie’s first marriage violence was always just a threat; in her marriage to Stark it became real. Stark beat her over a poorly cooked dinner once (68) and for insulting his sexual abilities he struck â€Å"Janie with all his might† driving â€Å"her from the store† (77). Killicks on his last day with Janie threatens to kill her, Stark when bedridden and helpless wishes â€Å"thunder and lightnin’ would kill her! † (83). Violence goes hand and hand with oppression and exploitation. The threat of violence physical or verbal has consequences that follow the victim throughout their lives. Janie was basically just property in the eyes of her men. To do whatever their bidding and was often thought of as no better than a mule. There was one part of the book where it talked of a man that did not like to beat his wife because he felt it was just like stepping on baby chicks. He used empathy instead of moral rights as to why men shouldn’t beat their women. Are women thought of as just baby chicks or mules? The answer is yes and still can be applied in modern times.

The value of the Sime Darby Brand

The value of the Sime Darby Brand Founded in 1910, now Sime Darby (Holding Company-Divers) is ranked at 9 in 50 most valuable brands in Malaysia. Sime Darby Berhad Malaysia is leading Oil and Gas Services is fully innovative and productive company leading in Malaysia. Sime Darby Berhad consists of several components of business units such as plantation, property, industrial, motors, energy and utilities and healthcare as well. The main vision of the company is we are building our tomorrows, today (www.simedarby.com). The Sime Darby in 1910 got the name from two European business partners by name; William Sime and Henry Darby. William Sime, a traveler and adventurer from Scotland, ventured to Malaysia when he was in his late 30s. Sime Darby Berhad is the largest conglomerate in Malaysia and one of the largest in Southeast Asia . Within its territory are more than 270 operating companies in 23 countries, while foreign operations in Hong Kong of which account for 25% of revenues, Singapore (14 %), and Australia (11%). The company generates 38 percent of its revenues domestically. Its broadly diversified activities include a wide range of industries, with the core businesses being plantations including oil palm and the companys original business, rubber, tire manufacturing, heavy equipment and motor vehicle distribution, property development, power generation, and engineering services. Natural rubber synthetic rubber was still being developed and had just been introduced to the country from Brazil. Sime and other entrepreneurs at the time recognized that the climate of Malaysias jungle region was similar to that of Brazils. Therefore, rubber could just as easily be grown in that country and sold not only in Malaysia but throughout Southeast Asia and the world. However, Sime Darby encountered opposition to its venture from locals, who were wary of outsiders coming in to operate a plantation in Malacca, in order to overcome this, Sime and Darby forged friendships with several members of the Chinese business community. The company expanded, becoming a manager for owners of other plantations and then moving into the trading end of the industry. Sime set up a branch office in Singapore in 1915 and shortly thereafter established a marketing office in London. Demand for rubber eventually outstripped Sime Darbys production capacity, and by the late 1920s the company found it necessary to clear more jungle. To do so, Sime Darby purchased Sarawak Trading Company in 1929. Sarawak (later renamed Tractors Malaysia) held the franchise for Caterpillar heavy earthmoving equipment. That important purchase signaled Sime Darbys expansion into the heavy equipment business, which would eventually become a major component of its expansive network. In 1936 the companys head office was relocated from Malacca to Singapore. Sime Darby made a fortune in the global rubber industry during the 1920s and 1930s. Growth in the industry began to fade, however, as natural rubber was gradually supplanted by synthetic rubber. Sales of natural rubber boomed during World War II as warring nations purchased all available supplies. The war, however, also led to significant advancements in synthetic rubber technology. A good deal of it was used to acquire other companies, thereby expanding Sime Darbys reach into several other industries. Much of Sime Darbys success during that period was attributable to its acquisition of the giant Seafield Estate in 1971 and the establishment of Consolidated Plantations Berhad that same year. Through Consolidated Plantations, which became the companys main plantation subsidiary, Sime Darby became a leading force in the regions thriving agricultural sector. In addition to growing the oil palms and cocoa, the company began processing the crops into finished products for sale throughout the world. As its sales and profits spiraled upward during the early and mid-1970s, Sime Darby became a shiny feather in Britains cap. To the surprise and chagrin of the British stockholders, however, the company was wrested from their control by the Malaysian government late in 1976. The intriguing events leading up to the takeover began in the early 1970s. During that time, Sime Darbys chief executive, Denis Pinder, began investing the companys cash in new subsidiaries throughout the world. The companys stock price soared as Sime Darbys sales spiraled upward. At the same time, some observers charged that Sime Darby was engaged in corrupt business practices (with critics coining the phrase Slime Darby). Allegations of corruption were confirmed in the eyes of some detractors when, in 1973, Darbys outside auditor was found stabbed to death in his bathtub. The Singapore police ruled the death a suicide, but Pinder still ended up in prison on misdemeanor charges. Pinders successor took up where he left off, investing in numerous ventures, most of which were located in Europe. Unfortunately, many of those investments quickly soured. Some Malaysians felt that Sime Darby was taking profits from its successful domestic operations and investing them unwisely overseas. So, in 1976 the Malaysian government trading office bought up Sime Darby shares on the London stock exchange. It effectively gained control of the company and installed a board made up mostly of Asians. Also in 1976, Asian and British board members were able to agree that Tun Tan Chen Locks son, Tun Tan Siew Sin, would be an acceptable replacement as chairman of Sime Darbys board. In 1978 Sime Darby was reincorporated in Malaysia as Sime Darby Berhad. Its headquarters was moved to Kuala Lumpur the following year. Staggering in the Early 1980s; Rebounding in the Late 1980s and Early 1990s Sime Darby jettisoned some of its poorly performing assets during the late 1970s and early 1980s under Locks leadership. But it also continued investing in new ventures. It purchased the tire-making operations of B.F. Goodrich Philippines in 1981, for example, and secured the franchise rights to sell Apple Computers in southeast Asia in 1982. The addition of B.F. Goodrich Philippines marked the companys entrance into the tire manufacturing sector; also in 1981 came the establishment of Sime Darby International Tire Company, which in 1988 was renamed Sime Darby Pilipinas, Inc. In 1984 the company purchased a large stake in a Malaysian real estate development company, United Estates Berhad, and used it to begin developing plantation lands. This company later was renamed Sime UEP Properties Berhad. In Malaysia, Sime Darby acquired the franchises for BMW, Ford, and Land Rover vehicles. By the early 1980s Sime Darbys push to diversify had given it a place in almost every industry, from agricultural and manufacturing to finance and real estate. Although it did diversify into heavy equipment, real estate, and insurance businesses, new management also plowed significant amounts of cash into the companys traditional commodity and plantation operations. Sime Darby became a favorite of investors looking for a safe bet. Indeed, the mammoth enterprise tended to minimize risks after the investment mistakes of the early 1970s and seemed content to operate as a slow-growth multinational behemoth that could withstand any market downturns. Even if something did go wrong, the company had a war chest of nearly a half billion U.S. dollars from which it could draw. Unfortunately, Sime Darbys staid strategy negatively impacted its bottom line. Sales dipped to M $2.78 billion in 1992 before plunging to M$2.17 billion in 1983. Sime Darby lumbered through the mid-1980s with annual sales of less than M$2.5 billion, and net income skidded from about M$100 million in the early 1980s to a low M$59 million in 1987. To turn things around, Sime Darbys board promoted Tunku Ahmad Yahaya to chief executive. Ahmad was a veteran of the companys executive ranks and was a favorite nephew of Malaysias first prime minister, Tunku Abdul Rahman. Under Ahmads direction, the giant corporation began a slow turnaround. Significantly, Ahmad was instrumental in luring Tun Ismail to Sime Darbys board. Ismail was a highly influential central bank governor and the chairman of Sime Darbys biggest shareholder. Ismail became nonexecutive chairman of the company following the death of Tun Tan Siew Sin in 1988. During the late 1980s and early 1990s Ahmad invested much of Sime Darbys cash hoard into a bevy of new companies and ventures. Sime became a relatively big player in the global reinsurance business, for example, and tried to boost its activities related to heavy equipment and vehicle manufacturing. Most notably, Sime began pouring millions of dollars into property and tourism in key growth areas of Malaysia in an effort to get in on the development and tourism boom that began in that nation in the late 1980s. The success of that division prompted the company to invest as well in tourism overseas. Through its UEP subsidiary, for instance, Sime Darby bought a full-service resort with condominiums in Florida (Sandestin Resorts) and a hotel in Australia, among other enterprises. As the company dumped its cash into expansion and diversification, sales and profits bolted. Revenues climbed from M$2.53 billion in 1987 to M$4.98 billion in 1990 to M$6.20 billion in 1992. During the same perio d, net income soared from M$85 million to M$353 million. Sime Darby realized a stunning 65 percent average annual growth in earnings during the late 1980s and early 1990s. Despite its gains, though, critics charged that the company had concentrated too heavily on traditional commodity industries and had failed to move into the 1990s with the rest of Malaysia. In fact, Sime Darby continued to garner about 43 percent of its sales from commodity trading activities in 1993 and only 18 percent from manufacturing. The rest came from heavy equipment distribution, insurance, and its property/tourism holdings. Although building strength in those businesses had added to the companys sales and profits during the late 1980s and early 1990s, the strategy had caused Sime Darby to fall behind more progressive holding companies in the region that were participating in booming high-tech, gaming, brokering, and manufacturing sectors. Many company insiders believed that Sime Darby would have to eliminate its heavy reliance on commodity industries if it wante d to sustain long-term growth. The Crisis The companys stock price began to fall in 1993 and its rapid revenue and profit growth began to subside in comparison with late 1980s levels. In 1993 Ahmad stepped back from control of the company when he named Nik Mohamed Nik Yaacob to serve under him as chief executive. Among Mohameds first moves was to initiate the merger of the companys plantation assets, organized as Consolidated Plantations, and the parent company, The company also bolstered its regional insurance business in 1993 by joining forces with AXA of France for its insurance operations in Malaysia and Singapore. These efforts signaled an end to the companys historical emphasis on commodities and reflected Mohameds desires to increase activity in manufacturing, high-tech, financial services, and other fast-growth businesses and reduce Sime Darbys bureaucracy. The turn around after the crisis The company began increasing investments in businesses such as power generation, oil and gas, and heavy equipment exporting. In heavy equipment, Sime Darby bought the Australian distributor of Caterpillar equipment, Hastings Deering (Australia) Ltd., in 1993. In power generation, a key move came in 1994 when Sime Darby took a 40 percent interest in Port Dickson Power Sdn. Bhd., an independent power producer in Malaysia. That same year, the company acquired U.K.-based Lec Refrigeration plc, which was involved in the manufacturing, marketing, and servicing of refrigeration equipment and related products. At the same time, Mohamed worked to absorb the flurry of acquisitions conducted during the previous several years and streamline the company into some sort of cohesive whole. Despite restructuring activities, Sime Darby managed to boost sales to US$3.15 billion in 1994, about US$186 million of which was netted as income. In 1995 Sime Darby stepped up its acquisition drive through the purchase of a controlling 60.4 percent interest in United Malayan Banking Corporation from Datuk Keramat Holdings Berhad. The US$520 million purchase deepened the companys involvement in the countrys fast-growing financial services sector. United Malayan, which was the fourth largest bank in Malaysia in terms of assets, soon was reorganized as Sime Bank Berhad, with the companys brokerage arm becoming a subsidiary of Sime Bank under the name Sime Securities Sdn. Bhd. For the fiscal year ending in June 1997 Sime Darby posted record net income of M$835.8 million (US$322.9 million) on record revenues of M$13.24 billion (US$4.35 billion). Sime Bank and SimeSecurities played a key role in these stellar results (accounting for 30 percent of pretax earnings), but the eruption of the Asian financial crisis in July 1997 quickly proved that the acquisition of United Malayan had been ill-timed, if not also ill-advised. The severity of the crisis in Malaysia, which included a steep decline in the Malaysian stock market and a sharp depreciation of the ringgit (the nations currency), led Sime Bank to post the largest loss in Malaysian banking historyM$1.6 billion (US$431 million) for the six months to December 1997. In turn, Sime Darby posted its first loss in decades for the same six-month period, a loss of M$676.2 million ($172.7 million). With other Sime Darby units being hit hard by the crisis as well, the company posted the first full-year loss in its clo se to 90-year history in the 1998 fiscal year, a net loss of M$540.9 million (US$131 million). Subsequently ,it beat a hasty retreat from its aggressive expansion, determining that the prudent course would be a return to the companys core areas: plantations, property development, tire manufacturing, heavy equipment and motor vehicle distribution, and power generation. In June 1999 Sime Darby sold Sime Bank and its SimeSecurities subsidiary to Rashid Hussain, who merged it with RHB Bank to form the second largest commercial bank in Malaysia. During the 1999 fiscal year, the company also sold Sandestin Resorts for US$131 million. In 1999,it returned to the black with net earnings of M$821.8 million (US$216.3 million) on revenues of M$9.91 billion (US$2.61 billion). A further pull-back from the financial services sector came in March 2000 when Sime Darby sold its interest in Sime AXA, its insurance joint venture with AXA of France. Meantime, an area of growing interest was emerging at the turn of the millennium as Sime Darby increased its interest in Port Dickson Power to 60 percent, giving it majority control and turning Port Dickson into a company subsidiary. Flush with cash from the sale of its financial services units, Sime Darby appeared poised to make additional forays into the power generation sector. Given the near disaster of its aggressive moves into financial services, however, the company was likely to proceed with much caution in all of its future expansionary endeavors in a return to its traditional style of conservative management. Business activities: Plantation: Plantation is Sime Darby largest revenue generator with about 70% of the conglomerate profits come from this segment. The company operates palm oil and rubber plantations in Malaysia and Indonesian islands of Sumatera, Kalimantan and Sulawesi. With a land bank of over 633,000 hectares, including 300,000 hectares in Indonesia, it is one of the largest plantation company in the world. Property: The company is involved in the property development business in eight countries, namely Malaysia, Singapore, Indonesia, Philippines, Vietnam, Peoples Republic of China, Australia and United Kingdom. Industrial and Monitoring :The company is involved in the purchasing, leasing and selling of industrial equipment such as Caterpillar Inc. heavy duty trucks and tractors.. it has partnership with Ford, it sells Fords cars and trucks together with the Land Rover brand. It is also a major BMW dealer in Singapore, Australia and Thailand. In Southern China, the company sells BMW and Rolls-Royce. In addition, Sime Darby co-owns Inokom Corp Bhd, a joint-venture with Hyundai Motor Company which assembles and sells Hyundai vehicles in Malaysia. Energy Utilities: The company is an Oil and Gas services company which provides equipment for exploring oil and gas assets in the South East Asia region. The company is also an independent power provider in Malaysia and Thailand. The company also provides engineering services in the system integration and sales sectors, security and oil gas sectors. Healthcare: The company owns hospital named Sime Darby Medical Centre Subang Jaya Sdn. Bhd ,SDMC Formerly known as Subang Jaya Medical Centre, and college formerly known as SJMC Academy of Nursing and Health Sciences which was established in 1995 and now is known as Sime Darby Nursing and Health Sciences College. Other businesses: The company has a port utility company named Weifang Sime Darby Port Co Ltd. Other businesses that the company is involved in include healthcare, aerospace (divested from Asian Composites Manufacturing (ACM) in 2009), bedding, consumer and industrial products, logistics and packing.The company also owns the 30% of the Malaysian arm of Tesco stores. Sustainable Practices: Sime Darby plantations implemented Zero Burning Planting Techniques Techniques (ZBPT), a practical and environmentally sound technique of replanting, in 1989. The Board of director and audit committee profile: Company Profile Bhg Dato Mohd Bakke, was chosen on13th May 2010 as the new president and group chief executive (PGCE) and formerly group president/CEO of Felda Global ventures Holdings SDN Bhd, he has necessary experience in corporate restructuring exercises as well as in management expertise in the plantation. Dato Azhar Abdul Hamid, Chairman,board of Directors and Managing Director of Sime Darby Plantation Sdn Bhd. He is head of the Sime Darby Groups Plantation and Agri-business Division Aditheb Bisalbutr Chairman of Executive Committee (EXCOM) Member of Board of Directors Chairman of PTT Chemical International Pte. Ltd. (since October,2008)   Dr. Kongkrapan PhD. He is the group Chief Executive Officer and a member of the Board and the Executive Committee of Emery Oleochemicals Group. chemical Haris Fadzilah Hassan Executive Committee Board of Directors ,Senior Vice President of Downstream Operations, Sime Darby Plantations Sdn Bhd    Puntip Oungpasuk is the member of board of directors oversees PTT Chemicals business strategy, business development, corporate planning, corporate strategy portfolio management, innovation technology, and international businesses.   Veerasak Kositpaisal :The President and CEO of PTT Chemical Public Company Limited. Also the Chairman the Plastic Industry Club of the Federation of Thai Industries Tn Hj. Khairudin Hashim :The Head, RD Centre for Sime Darby Plantation. He is also a Board Member of several of Sime Darby Plantations subsidiaries. Now, Panel Member of the Advisory Panel for RISDA College. Mustamir Mohamad (Alternative Director) Head, Strategy and Business Development Sime Darby expanded their operations in more than 20 countries throughout the Asia, Europe, Africa, the Middle and Unites States. Sime Darby Berhad is one of the largest listed oil plantation groups. It has been estimated approximately near 6% of the total palm oil production in the world. The financial accounting standards of Sime Darby In Malaysia, a Sime Darby Berhad financial accounting standard is accordance to Malaysian Accounting Standard Board (The Sime Darby Group, 2005). The financial statements have been arranged in accordance with the Malaysian Accounting Standards Board approved accounting standards in Malaysia; comply with the Financial Reporting Standards (FRS) and the provisions of Companies the Act, 1965. The functions and powers of the Malaysian Accounting Standard Board (MASB) as provided under the Act are to (MASB, 2010): issue new accounting standards as approved accounting standards and to review, revise or adopt existing accounting standards as approved accounting standards; issue statements of principles for financial reporting; sponsor or undertake development of possible accounting standards; conduct public consultation as necessary; develop a conceptual framework for the purpose of evaluating proposed accounting standards; make such changes to proposed accounting standards as considered necessary; seek the view of the FRF in relation to new and existing standards, statement of principles, and changes to proposed standards; determine scope and application of accounting standards; and to perform such other function as the Minister of Finance may prescribe Harmonization must begin with a standardization of the reporting requirements. In Sime Darby, (Sime Darby Berhad Annual Report, 2009), the accounting standards have been issued with regards to segment reporting. The accounting standards are based on; The Directors are required by the Companies Act, 1965 (Act) to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the Group and the Company at the end of the year and the results of the Group and the Company for the year. The Directors plays role in responsible in safeguard the assets of the Group and to prevent and detect fraud and other misdeed Malaysian necessities the Companies Act 1965 and on the standards of the Malaysian Accounting Standards Board. The Malaysian Accounting Standards Board (MASB) uses IAS 16-Property, Plant and Equipment, as the foundation for rising accounting standards. Convergence of accounting standards will be not achieved without significant cooperation between government and business community. The financial statements are presented in Ringgit Malaysia (RM) which is the companys functional and presentation currency. How can this company combine of  financial accounting standards between in its branches (Singapore and other countries) according to the existence accounting system In Singapore, Sime Darby Singapore Limited Is under US GAAP, Statement of Financial Accounting Standards. In United States, Sime Darby Plantation USA financial accounting standard was registered with the Securities and Exchange Commission (SEC) of the United States of America. The Securities and Exchange Commission The Securities and Exchange Commission is a U.S. regulatory agency that has the authority to establish accounting standards for publicly traded companies. The Securities Act of 1933 and the Securities Exchange Act of 1934 require certain reports to be filed with the SEC. For example, Forms 10-Q and 10-K must be filed quarterly and annually, respectively. The head of the SEC is appointed by the President of the United States. When the SEC was formed there was no standards-issuing body. However, rather than set standards, the SEC encouraged the private sector to set them. The SEC has stated that FASB standards are considered to have authoritative support. The adoption of International Accounting Standards as Philippine generally accepted accounting principles (GAAP). In Philippines, Sime Darby Pilipinas Inc, the standards financial accounting was based on Generally Accepted Accounting Principles (GAAP) in the Philippines as set forward in Philippine Financial Reporting Standards (PFRS). PFRS includes statements named PFRS and Philippine Accounting Standards (PAS), including interpretations by the Philippine Accounting Standards Council. These are the Companys first consolidated financial statements prepared in conformity with PFRS. Generally Accepted Accounting Principles (GAAP) are generally accepted because an authoritative body has set them or the accounting profession widely accepts them as appropriate. Prior to this, Philippine generally accepted accounting principles were based mainly on US-based accounting standards. According to Parker, (2010) Generally Accepted Accounting Principles (GAAP) has four basic principles. The historical cost principle requires companies to account and report based on acquisition costs rather than fair market value for most assets and liabilities. The revenue recognition principle requires to record when revenue is realized or realizable and earned, not when cash is received. The way of accounting is called accrual basis accounting. The matching principle-Expenses have to be matched with revenues as long as it is reasonable doing so. The full disclosure principle-Amount and kinds of information disclosed should be decided based on trade-off analysis as larger amount of information costs more to prepare and use it. Information disclosed should be enough to make judgment while keeping costs reasonable. In Malaysia, refer to Nathan et al, (2000) Malaysia Standard Auditing is issued by Malaysian Institute of Accountants (MIA) and the Malaysian Association of Certified Public Accountants (MACPA) to harmonize the auditing practice. The authors mentioned that in order to harmonize the accounting standard practices, Malaysia has been implementing good standards by strengthening actual accounting and auditing practices. Nathan et al, (2000) also emphasized that to maintain the relationship between national standards and international standards and as well as maintain and improved the standards; the professional accounting bodies review the published accounting statements annually and Malaysian Accounting Standard Board (MASB) were set up to ensure that; the issuance of new standards as approved accounting standards the assessment, revision or implementation as accepted accounting standards existing accounting standards go aboard on a programme to review all extant accounting standards for consistency the latest developments in International Accounting Standards (IAS), legal and regulatory reporting requirements evaluate the practical practice of International Accounting Standards (IAS) relate to application of the accounting standards According to Carlin et al, (2009) MASB to adopt global harmonization of standards (IFRSs) is a reflection of Malaysias obligation to support with global accounting standards in order to achieve harmonization with international practice. Based on the financial accounting standards between its branches, from my point of view, the process for harmonizing accounting standards seems based on a harmonious relationship among national and international standards setters. Sime Darby Berhad neither replaces nor eliminates the need for standard setters. The monitoring of reporting and agreement with approved standard and as well as regulatory body has been done by financial institutions i.e. Bank Negara. Does it succeed  to achieve that or not  if not what are the obstacles that face this company to achieve that According to Pasceri, (2005), a Chief Internal Auditor and Finance Director of Sime Darby Malaysia, Francis Anthony stated that; Nothing has changed except for disclosure requirements, which have become quite onerous today, with no doubt. As far as the statutory reporting and financial community, especially the auditors, there are more requirements to be met. Unfortunately, with the rush of regulatory changes in the US and their impact on international accounting standards, we have erred in moving too much towards a rule-based environment. As far as the basic accounting system goes management reporting and management accounting thats not changed. The basic principles are the same except for today you must ensure stricter compliance with cross-border and transfer pricing rules and be more familiar with management decision-making techniques for risk management. Francis Anthony also pointed out that; There is overload now even for wellrun companies and I think it is maximised, and the challenge now is balancing. The challenges of Sime Darby faces today is just that the audit management need to maintain and balance the role and keep side by side of all regulatory changes on finance. Having worked in multiple jurisdictions in the region Anthony finds that for companies in Hong Kong and the other local exchanges like Malaysia and Singapore, there are varying degrees of reporting requirements that will be getting more and more stringent with SarOx (Pasceri, 2005). Internal and External Audit Duties and comments To say that the group had processes in place its just that they had not been implemented properly certainly laughable because it is all too  familiar. If one was to seriously respond to this excuse, it would be that is why you have internal and external auditors. And when the internal auditors raised the red flag in August 2008, it was conveniently swept under the carpet! If the excuse was that, the non-executive independent directors were obliged to give the benefit of the doubt to management, the external auditors, Price Waterhouse Coopers (PWC) certainly had no such obligation or professional reason to do so! This was their red flag to delve into the issue of cost over-runs including its recovery of such costs. This is no more an ordinary run of the mill statutory audit. PWC had been put on enquiry and were obliged to look into the concern meticulously. The question to be answered is that, what did PWC do? They signed off the accounts of Sime Darby for 2008 and 2009 with a clean audit report! Not even an emphasis of matter especially on the possible cost over-runs and its recoverability! The fact that official media had highlighted these matters, besides the media report prior to the finalization of the 2008 and 2009 accounts speak volumes about the role (or lack of it) of PWC The official media currently has been quite polite about this latest incident .yes, they have been polite relatively speaking, but if you read in between the lines, the insinuation is the total collapse in the check and balance roles of the other parties involved with Sime Darby notably the auditors and members of the Audit Committee headed by the ex-chairman of PWC. Andrew Sheng, a proponent of strong corporate governance is unfortunately embroiled in this mess as director and he cannot easily extricate himself out of this especially when he was appointed in 2007.He has to regain credibility by insisting massive and fundamental changes to the way things are done in the Malaysian corporate world in general and Sime Darby in particular. The audit committee In April 2008, for example, there were news reports that Sime Darby Engineering Sdn Bhd had incurred cost overruns of between RM120mil and RM150mil in its offshore engineering, procurement, construction, installation and commissioning project for Maersk Oil Qatar (MOQ). In February 2009, a report also alleged that there had been costs overruns in the same project, but this time, the figure mentioned was far bigger. At a media briefing on Feb 4, Zubir dismissed this: Theres no such thing as the RM800mil losses. The Minority Watchdog Group (MSWG) wrote to Sime Darby chairman Tun Musa Hitam in March 2009 on issues in the energy and utilities division. At the companys AGM last November, the MSWG also raised questions about the divisions shrinking bottom-lin

Ethics of Research Trials in Developing Countries

Ethics of Research Trials in Developing Countries Zoheb Rafique INTRODUCTION: Asia is the most diverse continent in the world in terms of culture, religion, population size, finance, education, health care, academic research, general population skills, and governmental drug regulations. Each Asian country has its own unique qualities when it comes to attracting industry sponsored clinical trials. Factors that influence selecting location of a study site for a sponsored trial are mainly population size, infrastructure, education levels, quality of health care, cost and drug regulatory platform. Some Asian countries such as Japan, Hong Kong and Singapore have among the longest life-expectancy, lowest infant mortality and highest per capita income worldwide, while others are in the lower end of such rankings. Several, notably China and India, are amid rapid economic development, as the Asian economy is more-or-less becoming the global axis, with the economies of US and Europe slowing. Asia has a population of 3.8 billion, at least ten times more than North Americ a or Europe. As the world’s most populous continent, Asia has by no means reached full capacity in contributing with subjects in testing new medical products in collaboration with the international pharmaceutical industry. This trend will certainly direct more sponsored clinical trials to Asia, but not necessarily benefit all Asian countries. Engaged in 18.1 % of all protocols globally Asia is involved in more sponsored trials than any other region. India, Korea and Taiwan standout as the most active locations for multi-national trials in Asia. When ranking is for cities Seoul is the most active Asia city, followed by Taipei, Hong Kong, Singapore and New Delhi. The globalization process of sponsored clinical trials has provided an opportunity for Asia to attract international companies to the region and also seemingly encourages development of local life-science industries (1). In this paper, I will discuss the responsibilities of researcher/funder when the research trial is conducted in developing countries and especially in our country Pakistan and I will also talk on ethical justifications of doing research trials in Pakistan and other poor and developing countries. DISCUSSION: Resource poor countries require a lot of attention from the medical research establishment in order to sustain the quest for treatments and remedies for diseases and other health-threatening conditions. However, the collaboration between rich countries and well-endowed agencies, on one-hand, and economically constrained research communities, on the other, requires a careful assessment of responsibilities and options for researchers and research subjects alike. Major players in international research also include big pharmaceutical companies who seek people living in developing countries as subjects. Safety and standard of care for human volunteers are also major issues. â€Å"I had not been exploring Big Pharma of third world ‘volunteers’ as cheap guinea pigs, observes writer John le Carre (2001). â€Å"Their role, though they may not ever know this, is to test drugs, not yet approved for testing in the US, which they themselves will never be able to afford even if the tests turn out reasonably safe† (le Carre, 2001). In the US, it costs on average $ 10,000 per patient to conduct a clinical trial, in Russia $ 3,000, and in the poorest parts of the world, much less. This is one of the strong reasons why clinical trials are now a Third World growth industry. In the end, the drugs under trial are for western markets. In its May 2000 edition, Center Watch, a newsletter for the burgeoning clinical trials business, published an exuberant article under the title Latin American Fever in which it said the continent ‘may offer a unique opportunity to reach much larger numbers of study subjects’. Eli Lilly tested 590 patients, in 1994, across Africa, the Middle East and Central and Eastern Europe. In 2001, the company expected to run tests in those regions on 7,309 patients. It is not only the human subjects who are at risk. In the rush to market, poorly constructed, weakly monitored trials are releasing untried and untested drugs for con sumption (le Carre, 2001). The Contemporary practice of biomedical research on a global scale has given rise to evolving forms of exploitation. Standards of justice and equality tend to be put in question in the face of research practices that often put heavy burdens on poor people and poor communities in poor countries. There is a need to remain vigilant in the prior review of these activities and the monitoring of their implementation in order to ensure that biomedical research is conducted in accordance with universally acceptable standards. One of the most important requirements for the conduct of research in developing countries is emphasized in the WHO-Council for International Organizations of Medical Sciences’ Guidelines for Biomedical Research Involving Human Subjects: to guarantee that those communities where these new drugs have been tested will be given affordable access to the newly developed and approved drugs. Otherwise, one might rightly argue that people in d eveloping countries have yet again been exploited by Western researchers without benefiting from the positive results their risk-taking has yielded (Del Rio, Kamarulzaman, and Schuklenk, n.d.). Ruth Macklin observes that it is not just individuals who can lose out when big drug companies carry out their tests. When industrialized countries do research in a developing country, the developing country can’t afford the products of that research. The researcher’s pullout and the successful products then become available in the Western industrialized countries and the population in the countries where the research was done get nothing. So that’s truly a question of justice, and we’re beginning to see a movement to rectify that injustice (2000). The wide disparities in resources that are available for biomedical research in developed and developing countries give rise to ethically relevant issues of research prioritization and collaboration. The international re search community has to accelerate the shift to an environment where researchers from developing countries are recognized as full and equal partners in biomedical studies; where the technologies of developed and developing countries are integrated and made widely available; and where the benefits of biomedical research for participant communities can be ensured (2). In resource-poor countries like Pakistan and majority of developing countries, the two primary means of protecting participants-IRB review and Informed Consent may be inadequate. IRBs in developing countries may lack training, experience, and resources. IRBs in the United States are unlikely to be familiar with conditions in the host country. Informed Consent may be problematic in a country where people are poorly educated and lack health literacy, and where physicians in clinical practice usually do not tell patients their diagnosis, admit uncertainty, or obtain consent. Participants may not accept Western models of dis ease. Furthermore, participants might hear rumors and other misinformation about a research study. In several highly publicized cases, researchers from developed countries have been harshly criticized for allegedly conducting inappropriately risk studies in resource poor counties without adequate consent. The other problem is health priority and it would be an imprudent use of limited health care resources in a developing country to conduct human-participants research that does not address a health or public health priority in the host country. Because of scarce resources and logistical constraints, medical interventions that are standard in developed countries may not be available or feasible in resource poor countries where the trial is conducted. This creates an ethical tension between providing a benefit to research participants and obtaining generalizable scientific knowledge. According to the ethical obligation to minimize harm to participants, researchers should provide inter ventions that are known to be effective and feasible to prevent or treat the condition addressed in the clinical trial. Because participants in a research study help researchers, sponsors, and society at large, they should receive some benefit in return as a matter of reciprocity. Advocates contend that researchers and sponsors must avoid taking unfair advantage of participants and their communities by providing those who bear the risks of research appropriate benefits, in addition to the long-term benefit of generalizable knowledge. Researchers and Sponsors need to consider whether the study intervention will be available in the host country if it is shown to be effective and safe. Some ethics expert point out that providing reasonable access to study interventions after a trial may be an inadequate reciprocation for participation in research. First, it is too limited and weak an obligation. If the study is something other than a pivotal clinical trial (for example, an epidemiologi cal study), no additional benefits will be required. Even if the study is a clinical trial, it might be a negative study. Second, other benefits might be more useful to participants or their communities than the trial drug. For example, they might benefit more from better primary care or better education for host country health care workers. Third, the appropriate target group for benefits may be all persons in the community where the study is carried out, not just trial participants. Providing benefits only to trial participants will widen health disparities in the resource-poor host country and therefore raise concerns about causing injustice. Thus, providing benefits to the host country should be done in a way that ameliorates rather than worsens health disparities. For these reasons, some writers argue that researchers and sponsors from the developed world should provide fair benefits to the research participants and their communities in reciprocity for what they contribute to the research. Researchers could provide benefits to research participants in a number of ways, such as by providing health education or some basic health services; training local health care workers, researchers, and IRBs; donating equipment at the end of the study; and giving local investigators a key in analyzing data and writing papers. Such contributions ensure that the community where the research is carried out will receive benefits in reciprocity for participating in the research. By building infrastructure, researchers can help provide sustainable improvements that will help to narrow health disparities between rich and poor nations (3). Pakistan is also among the poor and one of developing country and the health care conditions here are same as any South Asian or African country. We will apply the same ethical and moral rules when we talk about research here in Pakistan. Ethical requirements for clinical research do not end when individuals either sign the consent form or are enrolled in research or refuse enrollment. Individuals must continue to be treated with respect from the time they are approached even if they refuse enrollment throughout their participation and even after their participation ends. Respecting potential and enrolled subjects entails at least 5 different activities. First, since substantial information will be collected about enrolled subjects, their privacy must be respected by managing the information in accordance with confidentiali ty rules. Second, respect includes permitting subjects to change their mind, to decide that the research does not match their interests, and to withdraw without penalty. Third, in the course of clinical research new information about the effect of the intervention may be gained. Respect requires that enrolled subjects be provided with this new information. Fourth, the welfare of subjects should be carefully monitored throughout their research participation. If subjects experience adverse reactions, untoward events, or changes in clinical status, they should be provided with appropriate treatment and, when necessary, removed from the study. Finally, to recognize subject’s contribution to clinical research, there should be some mechanism to inform them of what was learned from the research (4). CONCLUSION: The basic disclosure requirement for satisfying the informed consent provision in U.S. research regulations focus on information needed by a potential participant to decide whether or not to participate in a study. Of the eight basic disclosure requirements, one focuses on potential benefits: a description of any benefits to the subject or to others which may reasonably be expected from the research. Traditionally, such a disclosure has been required to ensure that potential participants understand whether there is any possibility that the intervention itself might benefit them while they are enrolled in the study. There is, however, no specific mention of any post-trial benefits. If any case, those who may participate in studies should be informed of the potential benefits, if any, that they might receive by doing so. Because this information is relevant to participants’ decisions to participate in the research, ethics review committees should require investigators to make th ese disclosures (5). In the end I will conclude by saying that research participants should know each and every thing regarding their participation in the research trial or rejecting it, and it is their right to know all risks and benefits while participating in the research trials and this should be applicable to all countries around the world including all developing countries and also our country Pakistan. REFERENCES: 1. Johan PE Karlberg. Development of Sponsored Clinical Trials in Asia. Clinical Trial Magnifier. 2008; Vol. 1:5: 77-100. 2. Leonardo D. de Castro Et Al. Bioethics in the Asia-Pacific Region: Issues and Concerns. 2003; 1-108. 3. LO B. Clinical Research in Resource-Poor Countries. Ethical issues in Clinical Research: A practical Guide. 2008; Ch.22:194-210. 4. Ezekiel J. Emanuel Et Al. What Makes Clinical Research Ethical? JAMA. 2000; 283(20): 2701-2711. 5. Ch 3; Voluntary Informed Consent. National Bioethics Advisory Commission. 35-53.