Research Korner

DEVELOPMENT STRATEGY OF HSBC

Development Strategy of HSBC   Introduction             The Hong Kong ad Shanghai Banking Corporation Group was established in 1865 to finance the growing trade between China and Europe, and is one of the largest banking and financial services organizations in the world. Its international network comprises over 9,500 offices in 76 countries and territories in Europe, the Asia-Pacific region, the Americas, the Middle East, and Africa (‘’ 2006). Through an international network linked by advanced technology, including a rapidly growing e-commerce capability, HSBC provides a comprehensive range of financial services, including personal financial services, commercial banking corporate, investment banking and markets, private banking, and other activities (‘’ 2006).             This company has been developed successfully to become a true global bank, being the largest bank in Hong Kong and the largest foreign bank in China. It emphasizes the importance of building shareholders' value, and believes in the values and talents of its own employees, which are employed and spread all over the world. HSBC wishes to stay ahead in a very competitive global financial market, and by maintaining a great brand name, an established customer base, good and loyal employees, tight control over operating costs and constant adjustment of business strategy to cater to customers' needs, it maintains its success in its leadership position in Hong Kong's highly competitive banking industry. With this success, it is useful to evaluate the global development strategy of HSBC from the strategic marketing perspective. This is to examine the marketing strategies of HSBC, to become aware of their mission and vision, and in turn, be able to apply these global development strategies to other business organizations.   Global Development Strategy of HSBC             It has been reported that at the end of 2003, HSBC launched the ‘Managing for Growth’ program, which is a strategic plan that provides the company with a blueprint for growth and development from 2003 to 2008 (‘’ 2006). This strategy builds on the company’s strengths and addresses the areas where further improvement is considered both desirable and attainable. HSBC’s core values are integral to its strategy, in communicating them to customers, shareholders and employees, and comprise an emphasis on long-term, ethical client relationships, high productivity through teamwork, a confident and ambitious sense of excellence, being international in outlook and character, prudence, creativity and customer-focused marketing (‘’ 2006). In addition, there are several key elements in achieving HSBC’s global development objectives, and these include accelerating the rate of growth of revenue, developing the brand strategy further, improving productivity, and maintaining the company’s prudent risk management and strong financial position. Developing the skills of their employees is also given emphasis to ensure that all employees understand how they can contribute to the successful achievement of HSBC’s objectives (‘’ 2006).             Moreover, there are eight strategic imperatives included in the plan of HSBC in accordance to their global development strategy. Their first imperative is their brand, by making HSBC and its hexagon symbol one of the world’s leading brands for customer experience and corporate social responsibility. The second imperative is their Personal Financial Services, which drive growth in key markets and through appropriate channels, HSBC can be the strongest global player in personal financial services. The third one is Consumer Finance, which is extending the reach of this business to existing customers through a wider product range to penetrate new markets. The fourth imperative is Commercial Banking, making the most of HSBC’s international customer base by creating an effective relationship management and improved product offerings in all their markets (‘’ 2006).             Furthermore, the fifth imperative is Corporate, Investment Banking and Markets, which accelerates growth by enhancing capital markets and advisory capabilities, by being focused on client service in sectors where the company has critical relevance and strength. The sixth one is Private Banking, which aims to serve the company’s highest value personal clients around the world. The seventh imperative is the People, for attracting, developing and motivating the employees of HSBC, leads to rewarding success and rejecting mediocrity, and lastly, the company’s Total Shareholder Return or TSR, which is fulfilled by achieving a strong competitive performance in earnings per share growth and efficiency (‘’ 2006). These imperatives are essential for they serve as basis for the company in conceptualizing their projects and implementing their plans for the improvement of their service. In addition, these imperatives are also related to the strategic marketing objectives of the company.   Strategic Marketing Perspective             Several concepts are essential concerning the perspective of strategic marketing, and these concepts are important, for they determine the business marketing strategies of a company. These concepts include determining the customer needs, focus on product development, and the exchange between the producers and consumers in the market scene. These basic concepts became the basis for HSBC to develop their strategies in their aim to maintain their global competitiveness and reputation.             In relation to customer needs, HSBC has several strategies for growth. Their first strategy is by making customers at the heart of their strategy, having specific approaches for each of the company’s five worldwide customer groups, namely, South and North America, Eurozone, Middle East, and Asia-Pacific. The second is to maintain their position as the world’s local bank, which enables them to approach each country uniquely, blending local knowledge with a worldwide operation platform ( and  2003). This is a good approach for each of these regions are distinct from each other, having different cultures and beliefs, making it difficult to implement a single project for all clients around the world. The difference in approach is addressing the different needs of their customers, which is a good basis form the improvement of customer service of the business organization, and at their aim to find good solutions and techniques in the development and improvement of their rendered products and services. Lastly, HSBC will concentrate activities on geographies where growth and critical mass are located ( and  2003). Such activities include global outsourcing strategy, which was also implemented by the company in several countries including the Philippines. The company was able to establish itself in call centers to provide their services in relation to sales and checking of accounts. Outsourcing contributes to the aim of HSBC to focus on the needs of their customers, for these call centers are responsible for providing their customers with information regarding their accounts. Call centers agents are also responsible for answering the queries of customers regarding the company.              In response to product development, HSBC will continue to enhance certain products, which are core to the company’s customer group offering, and some products will be managed or coordinated globally. These product include the HSBC Cards, which exploits the experience and platforms provided by the Household; Cash Management, for scale and international reach; Insurance, Asset Management, Custody and Funds Administration, and Retirement Benefits ( and  2003). Moreover, improving the products of HSBC will ensure the customers that the company has the best capabilities, and will be able to offer a comprehensive service to their customers, particularly where products are sold globally, and use their product expertise globally ( and  2003). Developing and improving their product is important because aside from the trust of the consumers to the bank, this is also a good source of their profit for with good products and services, the company can attract more customers and maintain old ones, and in turn, determine their success in the market, and maintain their reputation being “the world’s local bank”. By improving and developing their products and their services, the company can deliver growth by enhancing their revenue generation culture, and this involves four aspects. Aspects include strengthening the use of marketing as a key management tool of the business lines, rewarding revenue performance and penalizing mediocrity, focusing investment on businesses and geographies with largest growth potential, and benchmarking growth targets and achievements rigorously against peer group ( and  2003). Growth can continuously be achieved if these aspects will be implemented effectively and efficiently in the market.             The relationship between the producers and consumers in the market scene is being linked by the company’s brand image. It has been reported that the brand has been an outstanding success, and now that the HSBC brand is sufficiently strong, the company can accommodate brand variety at customer, product, and even country level as and when required by the business model ( and  2003). Having the specific and distinct brand in the market leads to establishing a reputation, this is a key element of brand proposition and brand equity. A positive reputation or brand equity makes the market react to the company favorably, and enables the market to become familiar to the company and the brand. Positive brand awareness leads to holding favorable, strong and unique associations, which enables the company to become associated with other big companies and develop stronger establishment and reputation in the global market.             Recent Global Developmental Strategies              The global development strategies of HSBC would not be appreciated without the concrete examples of their projects, which indicate the changes and success in the market.  (2006) reports that two years ago, HSBC spends more that 2.5 billion euros a year on IT systems and in-house application development, and set itself a target of cutting per-unit processing costs by 10% every year. This year, HSBC expects to make an 11% saving on transaction processing this year after cutting 8.8% off costs in 2005, after 370 successful system deployments in the past three years, and the continued expansion of its pool of global platforms ( 2006). In addition, the bank has also set up a single, self-managed global network and consolidated on four global datacenters and two regional ones. Moving application development work to low-cost centers such as India is another key part of the company’s strategy, leading the bank to estimate that 4.2% of its technology development work takes place in low-cost locations, such as India and the Philippines ( 2006).             In addition, HSBC’s offshore IT operations enjoyed higher employee retention rates than those run by major outsourcing suppliers, and added that lower staff turnover had brought greater continuity and efficiency to projects. On the other hand, the direct banking side of the business, painted a similar picture of development with a global focus. This is in relation to the company’s launched program, the HSBC.com.  (2006) reports that HSBC.com has a single global center of excellence for e-commerce IT, made up of co-located businesses and employees. The main offices are in New Jersey and Chicago, with functional reporting units in Canada, Hong Kong, and London, plus a 740-strong team of application developers in Canada and India ( 2006). HSBC.com was able to develop a key global platform, the HSBCnet, which is designed for commercial customers, covers 60 countries and offers some account functionality across 115 countries. This program includes services for global markets, global cash management and investment banking ( 2006).             As an added feature, security was added to a system with such global reach and extended functionality, so the bank has recently put in place two-factor authentication security where appropriate, including password generators and smartcards that are available to all business customers ( 2006). Furthermore, the other attribute of HSBC.com’s IT strategy is the development of the second-generation internet technologies. The company and online bank is already exposing customers to intelligent, personalized content and better-targeted marketing, which allowed the company to develop a sales campaign management tool to test the effectiveness of its web marketing strategies. This real time tool allows the bank to react to customer preferences and change content on the site within two hours ( 2006).             In addition, HSBC’s most successful global technology roll-outs is its Whirl/eChamps credit card authorization and accounting platform, consisting of 17 linked applications, including credit assessment, risk-based pricing, card ordering and transaction processing and reporting. The use of this program has reduced transaction-processing costs, generating an estimated annualized saving 23 million euros, and  allowed the bank to handle a 25% growth in credit cards at no incremental cost ( 2006).              Just this year, Fair Isaac Corporation, the leading provider of analytics and decision management technology, announced that HSBC would utilize Fair Isaac’s proven software technologies, analytic models and development processes for Enterprise Decision Management, and this integrated solution will help HSBC grow its ability to optimize profitability across the bank’s consumer lending portfolios, and support its long-term growth objectives in the Asia-Pacific region (‘’ 2006). Moreover, to build upon rapid growth of its credit card portfolios and strengthen its leadership in Asia-Pacific’s booming consumer lending market, HSBC required a highly scalable solution to roll out optimized decision strategies across products, countries and decision areas (‘’ 2006).             It is evident that the Hong Kong and Shanghai Banking Corporation or HSBC invest on software programs and applications, in response to the fast-paced technological changes today. With the use of the Internet and other web-based applications, it is easier for the company to reach their customers globally and serve them better and faster. With the pleasant response of consumers to the efficient use of the World Wide Web, HSBC will not have a hard time relating to their customers globally, and even implementing projects and new programs to serve and relate to their customers effectively.   Conclusion             HSBC is obsessed with customer value and strives to be an "all-weather umbrella" to its customers, by adopting different strategies for different situations. It had to diversify in order to balance revenue and expenditure, minimize risk and stay profitable, with an equal importance in its ability to anticipate change. The investment banking business of HSBC has begun a strategy of significant expansion and development with one clear objective, which is to establish themselves as one of the world’s top three investment banks, and these strategies are based around a philosophy of organic growth and a transition towards becoming a client-oriented investment bank.             With this information, the company must continue to find innovative software programs and relate effectively to other companies that produce these software programs to become updated with the latest improvement in the World Wide Web. The company must efficiently and effectively create a good relationship with their customers and shareholders, to continually operate. HSBC must continually conceptualize and implement good projects to be able to set trends in the banking industry. Aside from developing marketing strategies, the company must focus on building employee and customer relationships, in accordance to strategic marketing concepts, for it is essential to determine and focus on the needs of the customers, as customers are the reason for being alive in the business and marketing industry.     References:

DEVELOPMENT STRATEGY OF HSBC

Development Strategy of HSBC Introduction The Hong Kong ad Shanghai Banking Corporation Group was established in 1865 to finance the growing trade between China and Europe, and is …

Corporate Failures Chapter 1: Problem and Its Background

Chapter 1Problem and its BackgroundIntroduction            Corporate failure has been one of the hottest issues in the corporate world. There are corporations and organisationes which face problems and issues with regards to the principle and notion of corporate governance.  Accordingly, most of the corporate failures have been able to demonstrate a failure of adhering to the concept of corporate governance and other risk management aspects in which specific internal control system are proven to be insufficient. Corporate governance best referred to the comprehension of the significance and application  of sustainin good corporate relationship specifically in the global corporate setting where cultural orientation as well as political viewpoint offer and present distinctions among involved corporate organisations (Gordon, 2002). The principle and notion of corporate governance improves the confidence of foreign investors hence promoting competent market play and enhancing economic conditions. It primarily deals with the roles and accountabilities mustered by board members and directors in efficient as well as proficient corporate management and accountability. The disputes that corporate governance presents deal with sustaining balanced relationship between transacting corporations, maintaining steadiness and corporationness upon legislative as well as regulatory reforms while accounting its implications  on the global corporate relationships to be able to enhance corporate activity as well as competentness  and also as stimulate investment flows.As mentioned by Oman and Blume (2005), a nation’s system of corporate governance composes the formal as well as informal rules, accepted practices and enforcement systems, public and private, which together govern the relationships among individuals who effectively control corporations on one hand, and all other who may invest capital and properties in corporations and organisationes located in the nation, on the other. They highlighted that well-governed corporations and organisationes with actively traded shares must be able to raise funds from non-controlling investors at significantly lower cost than poorly governed corporations and organisationes; because of the greater risk premium such potential investors can be expected to demand for investing – if they accept to invest at all – in less governed corporations and organisationes.Much of the recent emphasis on corporate governance has arisen from high-profile corporate scandals and corporate failures including the so-called six major coprorate failures. Primarily, the main goal of this paper is to investigate the six corporate failures and identify how each corporate industry is able to solve the issue that the corporate industry is facing. Aside from that, this will also give emphasis on the lessons learned from these corporate failures and the similarities and differences of the approaches that each corporate industry has used. Background of the Research            Accordingly, there are diverse factors that attributes to the failure of diverse organisations and corporations such as Health international Holdings Insurance, enron, WorldCom and also One-tel (Yakhou & Dorweiler, 2004). One of these factors or determinants is the inability of the management to adhere to the contect of corporate governance and the inability to adhere to diverse accounting process and standards.  The stories of these six corporate failrues and scandards have been considered as one which have been reverberate in the international financial market. Aside from that, these have been the most talked about in civil courts and criminal courts.  The failure of an organisation can be considered as common which shows one of the most thrilling event and journey in a organisation.  However, most believed that even if these have been common happenings, there are still things that can be considered to avoid such things o happen. Consequently, most of these corporate failures are because of the auditing and accounting failure in the industry leadning to bankruptcy and stock failures and issues of industries (Zellner, 2001).  One of the determinants that can be seen in this corporate failure is the lack of anticipation of the management of corporations about the alleged errors and mischief in their accounting departmrn.  For instance, in the case of Enron, Arthur Andersen had two major issues in line with auditing just before the time when the corporate organisation filed bankruptcy. Consequently, the honesty and reliability of the accountant shows the honesty and reliability of their work. Hence, it is essential that performance indicators compose not only the output however also the honesty and reliability of the figures and data in the output. This enable in acoiding speculations that the accounting career is plagued with corrupt practices like what has been done by diverse accountants among the six corporate failures. This is especially critical at these times when there is a great need to bring back the trust on accountants. However when seemingly reputable organisationes run afoul of legal and ethical rules, one of two things has happened (Barefoot, 2002). To be able to solve this type of issues and corporate failures, the management of corporations has been able to identify the source of the problem. After identifying the issue with regards to the management, the corporate organisation should directly seek the helped of a third party to clear the issue..            Another issues and corporate failures issue that have not been anticipated by the most management of the corporate organisations included in the corporate failure and scandal iis due to is poor corporate governance. This is the issue since the fall of corporations was due to illegal practices such as inside trading. When the story of the six corporate failures illegal operations were made public, investors became wary and as such, the inflow of capital have been closed abd stopped. It is due to corporate failures like that of the corporate organisations mentioned that shareholder activism increased (Ariff 2005). In this regard, most of the shareholders were demanding for transitions and reforms in management as well as aggressive enforcement of accounting rules and regulations. These moves by shareholders have been supported by national governments by providing more strict laws and regulation that calls for better corporate governanc within the corporate organisation.             It can be said that the absence of efficient corporate governance can lead to the worsening of conflicting interests and this had happened to the six corporate organisations which encountered failures. Because of the poor corporate governance, the corporate organisation has not been able to foresee and expect all the actions of their employees and personnel which lead to issues in terms of auditing.Consequently, there are also some asepcts of having an underground agreement between employes of the corporate organisation into other industry which lead to management collapse. Hence, the stench of distrust as well as inaccountability of the management of corporations reeks from corporate organisations with poor corporate governance. These features and attributed lead to corporate organisations paying a higher price than they expected, like what had happened with Enron and other industries.            The systemes used by the corporate industry aims on balancing sheet with different intellectual assets including trademarks and patents, and that the actual assets were not efficient and should be irrelevant when evaluated to the intangibles. Consequently, majority of the tangible assets and debts of those corporate industry that fail were on the balance sheets of partnerships which were operated as well as controlled by high-ranking officials and top management of the corporate organisation (Sellner, 2001). With this kind of management system, the organisation operations of the corporate organisation rapidly started to falter. For instance, in Enron, realising the issues and corporate failures of their mischief,  the ex-CEO of Corporations (Kenneth Lay), announced to the public on October 16, 2001 that the corporation would have to reduce the equity of the shareholders by $1.2 billion. In November 19, 2001, the corporate organisation also announced a $700 million charge to buy out a note payable. With these consecutive announcements, Dynergy has set out a deal to buy the corporation on November 28, 2001. Such events have only proven the defining moment of corporation which led the management to realise that their longing for having sustainability have become hopeless and one December 2, 2001, the corporate organisation (enron) finally filed for bankruptcy. Scuh issue also happened in other corporate industry, specifically those which are included in the 6 corporate failure and scandals.  As mentioned, the main goal of this paper is to investigate the six corporate failures and to identify the lessons learned with these corporate failures. Corporate governanceThe concept of corporate governance is principally utilised for the narrow rules, the regulations and policies, and the processes which operated, governed, as well as regulated by the corporate organisation. This can also give emphasis to the internal determinants defined by the stockholders, shareholders, corporate boards and officials, or the constitution and involving the external determinants as the government regulations, client, and the consumer groups (Chaganti and Sherman, 1998). The well structured and well defined corporate governance presents and gives the structural theory which purpose for the benefit of each member which is concerned for assuring which corporate organisation adheres for the acceptance of the best approaches and practices, the ethical standard, as well as the formal regulations. This indicates that a corporate organisation had started forming for the national, regional, as well as the global levels. This indicates that all of the three major players in the corporate governance that involves the shareholders, the board, and the management require motivating and acting as well as informing effectivey. Nonetheless, there is nothing perfect model of corporate governance as well as having no perfect financial structure. This principal goal of the structure of corporate governance is the notion and principle that it must continually re-evaluate to be able for the governance structure can adapt for the needs of changing needs and times (Monks & Minow, 2003).Throughout the years, the concept of corporate governance had stolen its limelight for having been part of the high profile corporate failures and scandal which involves in the abuses as well as improper use of the corporate power. For some of the corporate failures, there is also some of the alleged criminal activiies which had been done by the corporate officers. Which involved in the integral part for the effective and efficient regime of corporate governance involves all of the provisions for the criminal as well as civil prosecution for the individuals which are conducting the illegal as well as unethical acts for corporation’s sake. In this manner, there are now explicitly contracts amid the rewards and rights as well as accountability for the stakeholders and to the corporate organisation. There must also be reconciliation in line with their interest, roles, privilege, and accountabilities (Corporate governance, 2010)Research Objectives            Aforementioned, the main objective of this paper is to analyse the lessons learned from the six corporate failures that happened in the global market.  In this regard, this paper aims on achieving the following aims and objectives:<li class="MsoNormal" style="margin-bottom: .0001pt; text-align: justify; line-height: 200%; mso-list: l1 level1 lfo1;">To investigate and describe the cases of the six corporate failure and scandals.</li><li class="MsoNormal" style="margin-bottom: .0001pt; text-align: justify; line-height: 200%; mso-list: l1 level1 lfo1;">To analyse the approaches considered by the corporations that encountered corporate failure.</li><li class="MsoNormal" style="margin-bottom: .0001pt; text-align: justify; line-height: 200%; mso-list: l1 level1 lfo1;">To determine the lessons that can be learned from these industries and how it can be used by other corporations.</li><li class="MsoNormal" style="margin-bottom: .0001pt; text-align: justify; line-height: 200%; mso-list: l1 level1 lfo1;">To provide sounds conclusions and recommendations for other corporate industry and corporations.</li>Research Questions            To be able to answet the objectives, this paper will consider the following queries:<li class="MsoNormal" style="margin-bottom: .0001pt; text-align: justify; line-height: 200%; mso-list: l0 level1 lfo2;">What are the reasons that lead to corporate failure and scandals of the mentioned industries?</li><li class="MsoNormal" style="margin-bottom: .0001pt; text-align: justify; line-height: 200%; mso-list: l0 level1 lfo2;">What are the approaches considered by the corporations to solve the corporate failure?</li><li class="MsoNormal" style="margin-bottom: .0001pt; text-align: justify; line-height: 200%; mso-list: l0 level1 lfo2;">How does the inability of the corporate industry to adhere to accounting standards and corporate governance lead to corporate failure for these industries. </li><li class="MsoNormal" style="margin-bottom: .0001pt; text-align: justify; line-height: 200%; mso-list: l0 level1 lfo2;">What are the lessons that can be learned from these industries and how it can be used by other corporations?</li>Significance of the Research<p class="MsoNormal" style="margin-bottom: .0001pt; text-align: justify; line-height: 200%; tab-stops: 45.8pt 91.6pt 137.4pt 183.2pt 229.0pt 274.8pt 320.6pt 366.4pt 412.2pt 458.0pt 503.8pt 549.6pt 595.4pt 641.2pt 687.0pt 732.8pt;">Organisation challenges and issues which include corporate failures, and inability to adhre to the context of corporate governance and accounting standards, continue to rise in today’s industrial environment. With this kind of scenario, corporate organisations must employ different strategies to be able to stabilise their status and overcome both present as well as future crisis. As corporate governance is one of the viable preferences and selections for the industrial sector the global market, it is significant to determine the efficacy of this practice. In this regard, analysing the lessons learned from the corporate industry that encountered corporate failures is deemed significant because of the approaches and strategies that can be considered from each corporate industry.  <p class="MsoNormal" style="margin-bottom: .0001pt; text-align: justify; line-height: 200%; tab-stops: 45.8pt 91.6pt 137.4pt 183.2pt 229.0pt 274.8pt 320.6pt 366.4pt 412.2pt 458.0pt 503.8pt 549.6pt 595.4pt 641.2pt 687.0pt 732.8pt;">               Aside from that, conducting this research will help in determining whether corporate governance and adhering to accounting standards and rules and risk management approach can help the corporate industry solve the issue of corporate failure. This is highly significant at the present period considering that crisis in economy as well asconstant rise of market issues are being encountered worldwide. If this research will conclude that corporate governance is beneficial for the corporate industry that encountered corporate failure, then it can indicate that advocating on corporate governance can greatly help the corporate industry in overcoming future economic transitions as well as issues and challenges. In addition to that, the negative impact of corporate failures and scandals to corporation value and operating performance among the corporations may also be identified through this research. Approaches on how these corproate failure can be considered from other industries to adhere to corporate governance approach, accountign standards adherence and efficient use of risk management.             In general, this research will be conducted for the purpose of benefiting the corporations in the global market. This research will also be of use to other corporations that have or have not applied corporate governance into their operational systems. In addition, to that, this research will also be significant in providing a partial overview on the lessons that can be learned from the major corporate failure in the global market. Scope and LimitationThis research dissertation will discuss issues involving the six corporate failure and other issues involving corporate governance and the lessons learned from the corporate scandals. Related literature as well as studies cited for this study came from diverse parts of the globe so as to draw information about to corporate governance, risk management as well as accounting standards. Other corporation swith similar experience will also be cited as well asdiscussed briefly. The outcome of this study will be limited only to the data gathered from journals and articles about corporate failures.Projected time period for the implementation of this study will be at least three to five months, or if plausible even shorter than three months, as long as all the objectives of the study have been met. This research work was limited financially due to other expenses and projects/activities outside this study. Time was limited, too, due to other obligations apart from the study.  The research design chosen both qualitative and quantitative research, which uses explanatory methods in describing the variables wherein the data, situations, or other facts collected will be explained or correlated with other data. It is especially useful when conducting a study wherein the data are immeasurable, such as feelings, beliefs, thoughts, and others (Mays & Pope, 2000). Furthermore, the study will be descriptive as it will give emphasis on the conditions set and the nature that surrounds the data and does not focus on the correlation with other collected facts.

Corporate Failures Chapter 1: Problem and Its Background

Chapter 1Problem and its BackgroundIntroduction Corporate failure has been one of the hottest issues in the corporate world. There are corporations and organisationes which face problems an…

Le Philippin Gay Argot

Les Mots que je n’ai pas utilize souvent Anik / Anetch — ano (what) / which Balaj — balahura (shameless) Bitter Ocampo — malungkot (sad) / nagngingitngit (fuming mad) / bitter Givency / Janno Gibbs / Debbie Gibson — bigay (to give) That’s Entertainment / Anda / Andalucia / Anju / Anjo Yllaña — datung (money) Fatale — sobra (excessive) / to the max Forever — palagi (always) / matagal / mabagal (slow) Pagoda Cold Wave Lotion — pagod (tired) Washington / Wishing / Wish — wala (nothing or none) Chanda Romero — tiyan (tummy) Mahalia Jackson — mahal (expensive) Kuya Germs — madumi (dirty) / bearer of germs Lucresia Kasilag — lukaret / baliw (crazy) Lucita Soriano — loser na sorry pa Luz Valdez — matalo (to lose) Winnie Santos — manalo (to win) Award — pinagalitan / pinagsabihan (reprimanded) Freestyle — slow makagets (to understand) / slow Imbey / Im — imbyerna (irritation) Kape / Capuccino / Coffeemate — magising ka sa katotohanan (be realistic) Lupita Kashiwahara — malupit (cruel) Rita Gomez — nakaka-irita (irritating personality) Enter the Dragon / Entourage — pasok (to enter) / come in Julie Andrew / Jolina Magdangal — mahuli (caught in the act) Antibiotic — antipatika (bitch) 48 Years / 50 Golden Years / 10,000 — matagal (after a long time) Crayola — iyak (to cry) Wrangler — gurang (also means old) Jubis / Juba — taba (fatso) Jutay / Jutes — maliit (small) Reyna Elena — ulan (to rain) X-Men — dating lalaki (formerly a man) now gay Morayta / Murriah Carrey — mura (cheap) Chiminey Cricket — chimay (maid) Goodbye Suklay — goodbye Fayatollah Kumenis — payat (skinny) Anaconda — ahas (a snake) / traitor Anong petsa na? — asked when someone is taking too long to dress up, etc. Kaplang — mali (error) / mistake Barbra Streisand / Barbara Perez — bara / binara (bluntly rejected) Regal Drama Hour / Maalala Mo Kaya — when someone tells a sob story person, maybe a showbiz personality or not. (example: Vilma Santos, Ikaw Ba yan?) Rica Peralejo — mayaman (rich, from the Spanish word rica) Cookie Chua / Cookie Monster — magluto (to cook) Clasmarurut / Klasmarurut — classmate Cynthia Luster — hindi kilalang babae o lalake (unknown she or he) Daot — insulto (insult) Eksena / Eksenadora — mahilig pumapel / mahilig sumabat (someone who always likes to figure in a scene) Lapel — malakas ang boses (someone with a loud voice) Cathy Dennis — “makati” (frisky) or promiscuous Liberty / Statue of Liberty — libre (free) Lucky Home Partner — live-in partner Compared to Lugaw — kesa wala (better than nothing)Aketch – me, I  Les Mots que j’ai utilisé dèjá Purita Kalaw — walang pera (broke) / mahirap (poor) Chorva / Chovaline Kyle — chika lang (small talk) _______, ikaw ba yan? — when someone acts like another Emote — mag-inarte pa rin (one who is over-acting) Karir/Career — sineryoso ang isang bagay like BF or work (to be seriously involved) Lafang — kain (eat) Char / Charot / Charing / Charbroiled — not ok Carry / Keri / Cash & Carry — sige (OK or alright) Okray — paninirang puri (criticize) In Fairness — pampalubag loob (to console)Caroo – carKorak – correctTarush – taray!Email – hunkyEtsos / ‘chos / Echosera Charing/Tienes — jest / a joke / not seriousPaminta / Pamenthols — closet gays / acting as menBaklah / Baklush / Lola — used instead of one’s name, may refer to any genderEk-ek / ka-ekekan – stuff Fly — alis (leave)Chaka – uglyFeel / Fillet o’ Fish — type / gusto / natipuhan (like)Jowa / Jowabelles / Jowabella — karelasyon / BF or GF Thundercats / Chandeliers / Masyonda — matanda (old people)Kangkang — sex Shrimp / Hipon – nice body, ugly faceBackstreet Boys — cute boys at the backRampa – to cruise for boys / to have funWiz – nothingGo Bingo – to join COMPRENEZ-VOUS CES DIALOGUES? <li class="MsoNormal" style="color: #29303b; mso-list: l1 level1 lfo1; tab-stops: list .5in;">Gay A: Lola!  Backstreet Boys!</li>Gay B: “Naku, Pepper! Pero jowa mo email, in fairness!” <li class="MsoNormal" style="color: #29303b; mso-list: l1 level1 lfo1; tab-stops: list .5in;">Gay A: “Teh, may chorva ako sa iyo!  Kinarir na ni Tony ang French lessons niya!”</li>     Gay B: “Tarush!” <li class="MsoNormal" style="color: #29303b; mso-list: l1 level1 lfo1; tab-stops: list .5in;">Gay A: Feel ko ang mga boys!</li>Gay B: ‘Chos! Chaka noh!  Puro hipon!Gay A: Okrayin ba? <li class="MsoNormal" style="color: #29303b; mso-list: l1 level1 lfo1; tab-stops: list .5in;">Gay A: Emote ka lola?</li>Gay B: Nanakaw kasi caroo ko?Gay A: Anoh?!!Gay B: Charing lang.Gay A: Echosera! Exercice: Gay A : “Mon chou, tu as d’argent?”               ________________________________________ Gay B : “Naku, rien!  Je suis pauvre maintenant!”                ________________________________________ Gay A : “Je voudrais s’amuser. Voudrais-tu me joindre?              ________________________________________ Gay B : “ Ayyyy, je souhaite! Je suis fatigué.”              ________________________________________ <li class="MsoNormal" style="color: #29303b; mso-list: l0 level1 lfo2; tab-stops: list .5in;">Le petit ami de Francesca est laid! ______________________________________</li> <li class="MsoNormal" style="color: #29303b; mso-list: l0 level1 lfo2; tab-stops: list .5in;">Je pars.  _____________________________</li> <li class="MsoNormal" style="color: #29303b; mso-list: l0 level1 lfo2; tab-stops: list .5in;">Quelle heures est-il?  J’ai faim.  _______________________</li>

Le Philippin Gay Argot

Les Mots que je n’ai pas utilize souvent Anik / Anetch — ano (what) / which Balaj — balahura (shameless) Bitter Ocampo — malungkot (sad) / nagngingitngit (fuming mad) / bitter Givency / Janno Gibbs / …

QUALITY MANAGEMENT SYSTEMS; HUMAN RESOURCE DEVELOPMENT AND PERFORMANCE EVALUATION, THE CASE OF A BANK

QUALITY MANAGEMENT SYSTEMS; HUMAN RESOURCE DEVELOPMENT AND PERFORMANCE EVALUATION, THE CASE OF A BANK   Leadership is a requirement for the success of any quality program.  Heads of organizations must acquire a quality program and start implementing it from the very top tier and throughout the entire organization.  Quality, therefore, is an organization-wide effort.  The philosophy must be woven in to the very fabric of the organization and be a part of the organizational culture. The prevailing corporate problem in Cameroon is thus- leadership.  This creates a big problem for any multinational corporation to set up company in Cameroon.  The culture in Cameroon is such that ‘defects’ are acceptable.  “We accept that it is normal if things do not work first time around and like a mechanic in Douala ‘regale’ seems to be the way quality is delivered, after an initial cock-up.  Traditionally managers in Cameroon tend to shy away from sending staff on courses.  Their emblazoned mentality is “you don’t get trained here, but get here trained!”  It is well acknowledged that a chasm exists between industry and the formal education meted in the local colleges and universities. Monono, Lloney.  Doing Business in Cameroon; Problems Delivering Quality,  9 February, 2007.  The Sun. http://the-news-from-cameroon.com/article.php?category_id=1&article_id=252.  21 April, 2011.)” Organizations define a Quality Policy on how they handle issues with quality.   The Quality Policy is usually supported by a Quality Management System which embodies a set of standards which the company adopts towards the provision of goods and services for its customers.  The company’s structure which ensures that the organization’s quality policy is followed to the tee is another support of the quality policy.  Human Resources Management develops and implements human resources management policies and strategies which attracts recruits, develops, retains and maintains a high quality, performing and productive workforce; as well as a healthy and safe working environment for the organizations’ employees.  Responsibilities include attending to all matters concerning employment terms and conditions of staff and providing consultancy services to complexes on the management of their human resources.  “The department takes a lead in developing human resources best practices through partnerships with similar organizations and providing leadership and being innovative in the management of organizational and cultural change so as to enable the company achieves its strategic objectives. (Corporate Human Resources Management Department.  http://www.afdb.org/en/about-us/structure/complexes/corporate-services/corporate-human-resources-management-department-chrm/. 21 April, 2011.)  The HR department is also involved in influencing and coming up with resolutions for differences across organizational boundaries and treating the staff with equality and impartiality while being sensitive to cultural and gender differences.    “HR takes the leadership to provide programs and policies that are responsive to the diverse needs of the company.  It also plays a role in developing and implementing communication channels within the company as a reliable resource to managers and employees who have questions or issues relating to workplace policies and procedures, particularly in the areas of procedures, rules and regulations, entitlements, discipline and grievances.  (Corporate Human Resources Management Department.  http://www.afdb.org/en/about-us/structure/complexes/corporate-services/corporate-human-resources-management-department-chrm/.  21 April, 2011.)”  According to the Structural Adjustment Programmes II (SAP II) of Cameron, the Bank’s performance was barely satisfactory, given that the Bank did not create value-added in the formulation and implementation of the Programme, which comprised too many procedures and components.  (Cameroon:  Structural Adjustment Programme II.  https://docs.google.com/viewer?url=http%3A%2F%2Fwww.afdb.org%2Ffileadmin%2Fuploads%2Fafdb%2FDocuments%2FEvaluation-Reports%2F00682830-EN-CAMEROON-SAP-II.PDF.   21 April, 2011.)”  Cameroon restored its economic growth, after a decade of economic crisis and subsequently the devaluation of the CFA Franc, as a result of the efforts undertaken by the Government within the framework of the various economic reform programmes agreed upon the Bretton Institutions and the Bank Group.  The execution of SAP II enabled Cameroon to reinstate the key macroeconomic balances, return to the growth path and stop the decline in the purchasing power of the population.  The programme also made possible the institutional competence building of the administration especially in the areas of resource mobilization, modernization of the tax administration, and improvement in the programming of the monitoring and implementation of the public investment programme.  “Despite these performances, several key measures of the programme were not implemented by the date of the loan closure in May 1999, and some of them have still not been introduced, such as the establishment of a tax register, social security reform or the privatization of some state-owned enterprises.  Nevertheless, the implementation of the Programme enabled Cameroon to prepare satisfactory I-PRSP, reach the decision point for the HIPC Initiative, and reduce by ten points the incidence of poverty.  (Cameroon:  Structural Adjustment Program II.  https://docs.google.com/viewer?url=http%3A%2F%2Fwww.afdb.org%2Ffileadmin%2Fuploads%2Fafdb%2FDocuments%2FEvaluation-Reports%2F00682830-EN-CAMEROON-SAP-II.PDF.  21 April, 2011. 7.)”

QUALITY MANAGEMENT SYSTEMS; HUMAN RESOURCE DEVELOPMENT AND PERFORMANCE EVALUATION, THE CASE OF A BANK

QUALITY MANAGEMENT SYSTEMS; HUMAN RESOURCE DEVELOPMENT AND PERFORMANCE EVALUATION, THE CASE OF A BANK Leadership is a requirement for the success of any quality program. Heads of organization…

NURSES EXPERIENCES OF MENTORSHIP: A QUALITATIVE DESCRIPTIVE STUDY

Nurses Experiences of Mentorship: A Qualitative Descriptive Study   Research Question What are the lived experiences of mentorship of newly qualified nurses in the first year of clinical practice in an approved centre?   Aim of the Study The purpose of this study is to clarify the concept of mentoring by exploring and describing the nurses’ experiences of mentorship from the perspective of mentors as well as mentees.   Objectives <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> To clarify and develop a comprehensive understanding of the concept of mentoring </li> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> To describe the nurses experiences of mentorship and identify the outcomes of mentoring </li> </ul>   Literature Review In preparation for this study a preliminary search has been conducted using the following databases: CINAHL, PUBMED, Medline and EBSCO Host. Articles published in English in the last ten years were reviewed. Different perspectives on mentoring occur in the literature. The concept mentorship and preceptorship is used interchangeably. It is also not restricted to nursing but also used in medical and allied health professions. In the United Kingdom the term mentor is described as a supervisor of post qualification of Registered nurses who give support to enhance competences and clinical skills (Kelly et al, 2002). Similarly, this role exists in Hong Kong (Suen & Chow, 2001) as well as in the United States of America (Santucci, 2004). These sources agree that the mentor is a role model, teacher, coach, sponsor, guide, advisor and in general is older, wiser, more experienced and more powerful (Neary, 2000; Goran, 2001) However, Lieb (1995) suggests that there is an existing conflict of opinions regarding mentor-mentee match.   Methodology A qualitative descriptive design will be used to describe nurses lived experiences in their own natural setting, through talking and interaction in order to generate rich, in-depth descriptive data. An inductive process will be used in the discovery and development of meaning, with a view to explaining and understanding the social world (Bryman 2004:20).This approach will be used in describing the experiences of newly qualified graduate mental health nurses to present their views of mentorship.   Research Method The semi-structured interview schedule will be used to facilitate the in depth, rich, face to face interview of the nurses in understanding their clinical experience of mentorship (Parahoo 2006:206). Use of this tool is favoured because it uses open-ended questions and is flexible and adaptable (Bryman 2004:319-321). Interviews will be audio taped and transcribed verbatim.   Data Analysis Thematic analysis will be using Colaizzi’s seven steps method. Phenomenological Analysis Mapped against Coding and Analysis 1. The researcher reviews the collected data and become familiar with it. Through this process they gain a feeling for the subject’s inherent meanings. 2. The researcher returns to the data and focus on those aspects that are seen as most important to the phenomena being studied. From the data they extract significant statements. 3. The researcher takes each significant statement and formulates meaning in the context of the subject’s own terms. 4. The meanings from a number of interviews are grouped or organised in a cluster of themes. This step reveals common patterns or trends in the data. 5. A detailed, analytic description is compiled of the subject’s feelings and ideas on each theme. This is called an exhaustive description. 6. The researcher identifies the fundamental structure for each exhaustive description. 7. The findings are taken back to the subjects who check to see if the researcher has omitted anything. This is called a member check.   Sampling Non probability, purposive sampling will be used whereby the newly qualified mental health nurses are hand-picked, who will have had exposure to a mentorship programme and are likely to produce the most valuable data. The size will consist of four pairs of graduate mental health nurses and their mentors employed at the approved centre (Parahoo 2006:268).   Site The interviews will be conducted at the approved centre, where the nurses are employed which will provide a familiar and relaxed environment for participants.   Inclusion Criteria <li class="MsoNormal" style="text-align: justify; line-height: 200%"> Those nurses that have successfully completed the induction programme and have been allocated a mentor and have worked at the approved centre for at least one year. </li> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> Registered mental health nurses who are registered with the nursing board. </li>   Exclusion Criteria <li class="MsoNormal" style="text-align: justify; line-height: 200%"> Nurses who have not completed the induction programme and have not been allocated a mentor.</li>   Ethical Considerations  ETHICAL CONSIDERATIONS -          The research study will be submitted for ethical approval to the ethics committee of the approved centre as well as the faculty of the university. -          The principle of respect for autonomy includes the right to self-determination and full disclosure, informed consent and issues relating to the principle of respect. The principle of justice includes the right to fair treatment and privacy (Polit, Beck & Hungler, 2001). -          Informed consent of staff will be sought, and participation will be voluntary with an option to ask for a clarification at any stage or withdraw from the study. -          Confidentiality, dignity and privacy will be maintained throughout the study by using codes and pseudonyms (Bryman 2004: 509-513).   Timeframe - 8 months 8 months   Limitations -          Small sample size has limitations in terms of generalizability of the study. -          The scale of the study will be limited by the scope of the Masters Programme which has a limited time frame.   Expected Outcomes of the Study a)    It is hoped that this study will yield a better understanding of the concept of mentoring. b)    It is expected that this study will enhance and advance academic research on the concept of mentorship. c)    Health care organisations can use the results to assess their mentoring and develop a mentorship programme and train mentors.

NURSES EXPERIENCES OF MENTORSHIP: A QUALITATIVE DESCRIPTIVE STUDY

Nurses Experiences of Mentorship: A Qualitative Descriptive Study Research Question What are the lived experiences of mentorship of newly qualified nurses in the first year of clinical prac…

Essay instructions on career management and planning assignment

Please state biography of text book if possible, pages and name of author. Title: "What is meant by effective career management and planning and who is responsible for this? Illustrate your answer …

Given that disasters create opportunities for active learning, why do they repeat?

"Given that disasters create opportunities for active learning, why do they repeat?"   Introduction CRED or the Center for Research on the Epidemiology of Disasters defined disasters as exceptional events that require external assistance. The word disaster is actually taken from combined Latin terms dis (bad) and astrum (star); this is based on the conventional belief that dreadful incidents happen when the stars are badly positioned. Disasters can also be categorized into two types: natural and man-made. Earthquake, flood, tsunami and volcanic eruption are some common examples of natural disasters whereas man-made disasters can be in the form of civil disorder, war or terrorism (Hoffman & Oliver-Smith, 2002). When a number of disasters occur and remain uncontrolled, a disaster may rise. Compared to disaster, the impact of a disaster may be greater, particularly in terms of losses. Disaster may then occur due to financial threats, physical disasters, technological failures, security leaks and other similar examples. While disaster and disaster may be related, there are also some differences. For instance, while both disaster and disaster are considered unpredictable events, disaster are not unexpected events (Coombs, 1999). This suggests in general, plans to counter disaster can be done ahead of time. As several mismanaged disasters lead to the formation of a disaster, multiple factors are necessary in order to trigger a disaster from happening; thus, in terms of lifespan, disaster often affect people longer than disasters as several issues would have to be addressed to resolve it (Borodzicz, 2004). Within a small environment such as an situation, disaster may also occur. With different disasters may it be natural or man-made disasters, government authorities play crucial role in dealing with it. It has been said that in times of disaster, chances of survival increases when more and more people help each other. In particular, disaster management is carried out effectively as emergency agencies, business sectors, local and national governments work together. Survival plans are developed ahead in order to address disastrous events. Primarily, the goal of this paper is to analyze the assumption: "Given that disasters create opportunities for active learning, why do they repeat?” For this analysis, the discussion will include how the government, local and federal learned from disasters and states some reasons why disaster happen again inspite of the idea of active learning.   Analysis and Discussions Accordingly, the worst reaction to the aftermath of every disaster would be to adopt more heavy-handed federalized procedures, which would undercut the very kinds of responses which proved the most effective. Accordingly, in every disaster, the government (local and national) has their accountabilities and responsibilities to ensure immediate recovery.  And in every disaster new learnings come which when used properly can be able to prevent further damages from any disasters. There is a supposition that disasters create opportunities for active learning. Accordingly, active learning happens when an individual are given the chance to take a more interactive relationship with a particular subject (like disaster management), encouraging the people to generate rather than simply to receive specific knowledge. It can be said that active learning is an exceptionally efficient approach which government and other local authorities can use to manage disasters.  It is noted that the world has experienced various disasters as well as human tragedies in the past several years that some worry about how these disasters can be prevented. Although there are learnings from various disasters, it seems that the tragedy keeps on repeating and repeating, like it happened for the first time.              One of the essential procedures in applying what has been learned in the previous case of disasters is disaster management is the development of a disaster management plan (DMP). It is stated that stated that a DMP is comprised of the processes and steps suitable for addressing both real and perceived disaster. Similar to the concept of disaster management, the DMP is created in advance so as to achieve more efficient and speedier responses to disaster. It has been noted that those who are involved in disaster management) should also learn to have their own DMPs. The components of the plan are purely dependent on the needs and priorities of the situation; developing this type of program is an important learning to be applied effectively in case of disaster and its components is also based on the types of disaster that are likely or frequently affects the situation. For instance, this active learning experience can include the steps citing what the situation would do or say to relevant parties in the wake of a disaster. This component is typically referred to as disaster-response strategies; these are actually message repertoires that aim to repair or protect the people from the occurrence of disasters. In integrating this procedure in the disaster management planning, consistency is very crucial. In particular, another learning that can be considered in disaster response is related to stakeholder in a consistent manner. Coombs (1999) stated that in order for situations to deliver consistent replies to the stakeholders, a unified response must be developed. This was supported by Barton (2001) and referred to this strategy as the audience-centric approach, which basically stresses the need for situations to relay information with similar feel and content to relevant parties, particularly in times of disaster. Applying this principle in disaster management development is significant as it prevents the delivery of mixed signals or incomplete information to affected situational members; this then can help prevent further confusion and tension within the situation. In addition, this principle clearly emphasizes that in order to effectively manage an situational disaster, affected audiences must be given due priority. Accordingly, disaster linked with natural hazards can result to significant learnings which can be used for changes in the socio-ecological systems. When disasters happen, people give emphasis on the direct disaster impacts and also the relief and recovery operations and the factors that affects the successful implementation of the response. Although this focus is very significant, it is noteworthy that there has been little research on the characteristics as well as the progress of learnings induced by disasters.  Learning, as distinctive from impacts, consists of formal and informal learnings, in terms of responses to disaster events and its direct and indirect impacts. While those smaller disasters that happen do not necessarily bring learnings for the people involved, major disasters have the potential to enable people learn different techniques and approaches which can be used to have a better preparedness and response for future disasters. The main premise is that knowing and understanding how a disaster occurs and what should be the most effective ways on preventing further damages for such incident.  There are various reasons why disasters and its damages and effects keep on repeating, despite of the learnings that the government and authorities have experienced in the past disasters. One important reason is that most of the people involved in disaster management are lacking natural structures or the leadership which can respond quickly and well to these disasters.  There are many volunteers and many agencies who wants to help but the government fail to deliver the compassion to those most in need. The government agencies, volunteers, and disaster coordinating council and board members must be able to continuously exert an effort to model collaboration and coordination by guaranteeing that planning and reporting needs are rationalized and coordinated. In addition, the central government agencies, volunteers, and disaster coordinating council and board members must include additional works to ensure better coordination of coexisting policy initiatives with regards to their disaster preparedness program and disaster management approach. This existing policy is important in maintaining the efficacy of the changes made to the prevention systems of the agency at the central government. In addition, an effort is also required to more totally incorporate the role of central government coordinators to the role of coordinators in the local (county and tribal level). In addition, it is also recommended that both central government and local government most have individuals who will continue to advocate the enhancement of the coordination, increased resources for prevention and for implementation of the selected best practices programs to maintain the success of the managing disasters and disaster in the country.  Another plausible reason is the inability of the government to provide intensive support to the appointed central government coordinators in order to focus their efforts in the most important areas. Which usually happens, due to political rivalries and issues? It is noted that a successful counties tends to be those in which resources were devoted to coordination, compared to the used of both coordination programming. This means that focusing at what area at a time may lead to a successful implementation of program than focusing on various areas at a time. However, because of the inability of the people involve considering it during a disaster, more problems occur. Previous disaster should be a guide for the people to know what to do in case this happens again. Preparedness and  response is the key aspects that should be learned. However, it seems that government agencies have not been able to consider this and do not use what they learned from the past. It is important that the people specifically the key stakeholder in the local area and the state area must have the ability to identify what aspects of pthe previous preparedness and response programme should be adopted to the change implementation in order to maintain the success of the disaster management approach and response. In addition, if people will cooperate in every endeavor that the federal government will impose there is a greater possibility of achieving the purpose of the project for the sake of the state as a whole.              Conducting a disaster management approach and engaging in this kind of activities is a very difficult task, specifically if the program imposed will be conducted in to ensure safety of various individuals. It can be said that this evaluation will benefit both the central and local government to know that coordination is still the best approach in managing risks to protect the people or even the environment.    Following any disasters from the past, people can see the best of human nature and the worst of bureaucracy. Most of the headlines convey what should be lacking in the government like the inability of the poor nations to reach victims immediately, systems failure, and others.  In addition, another aspect that can be considered as a reason why disasters seem to repeat is in line with the ability of the authorities to generate effective decision making in times of managing disasters.  Disasters come in different ways and the management of these disasters comes into different packages. It is where the government should learn and use it for future emergencies. Take for example the learnings that the United Kingdom have from their previous disasters. The United Kingdom government has launched a review of disaster preparations in 1991 to see what went wrong in their disaster management approach. In the year 2003, the government has published a modified aim for the national emergency planning which is to improve the resilience of the country to the drastic impact of disruptive challenges or disasters (Civil   Contingencies       Secretariat;     2003).    This strategy specifically relies on resilience which is considered as an opposed to risk reduction by anticipation. Resilience is seen as the ability to pre-empt disaster.  Accordingly, resilience is the ability to reorganize resources as well as actions to respond to actual hazards, after it happens (Comfort; 1994, p157).             As cited in Comfort (1994), Wildavsky defined resilience in accordance with decentralization, in which anticipation involves the prediction of danger, specialized protection and security, centralizations and detailed standards (Comfort; 1994, p157). All of these, except for the context of centralization are determined as duties for local government within the Civil Contingencies Bill which is included in part 1, sections 2, 4, 5, 8 & 9). Herein, the general requirements of the Boll, as a picture of present government thinking, seem to ensure that central government’s aim is to take distance to take any response to a local disaster while attempting to make sure that there is sufficient local preparation. Nonetheless, the formal preparations do not usually address the idiosyncrasies of disasters.             Among thee peculiarities is the requirement to be flexible in response and to be prepared to be more innovative. Innovation has been determined as a key factor since it has the ability to facilitate the response to the needs during the times of disaster.  The context of innovation needs room to function. Hence, an overly centralized approach of disaster response could suppress opportunities for accurate and appropriate innovation. With this regard, the central government’s aims to remain on the disaster scene somewhat detached from local   emergencies have been justified with this aspect and maintain its consistencies with a context of   appropriate   decentralization   (HM Treasury, Dept, Trade & Industry, Office of the Deputy Prime minister; 2003, 19). Another reason why disasters and it drastic affects keep on repeating is because of the inability of the government to consider centralized approach for every disaster. Each disaster was treated as new, affecting their ways on managing and handling it.  It is said that disaster management team may find their sudden experience of a disaster as well as its management a totally unexpected challenge during the time when they are themselves in a state of shock. In this regard, people involved needs to have the philosophy and idea of disaster response as well as the dynamics of disaster impact. Accordingly, those people who are involved in a specific disaster may also make use of the lessons they have learned on their previous experiences since they are able to be heavily involved in the actual relief stage and the trend is for them to have greater involvement in long-term recovery programmes when a disaster happens.             It can be mentioned that the leading agencies who are much more familiar with the nature of disasters as well as good practice in responding to them have learned it from their actual experiences in various disasters, however, most of them could not eventually used what they have learned in other disasters, since most disasters are distinctive in many ways. No one can really foresee what would be its effect and the damages that it can create. What people, especially government can do is to just prevent further harm and atrocities. In  practice, it is said that most of the disaster preparedness and response organization have high staff turnover as a consequent risk even of agencies that regularly consider ‘reinventing wheels’, because the individual official are being challenged with the practical problems of having individuals who has no prior personal experience of such a situation.   Penning-Roswell (1995) has noted that at least in the situation of natural disasters, although there is a tendency to concentrate the response level of the government, because of their intimate and wide knowledge of the environment in which the disaster is happening, it is progressively more recognized that a broader geographical as well as disciplinary perspective brings a better consideration which sometimes lacked or inefficient, causing disaster and its damaging effect to happen again.   Accordingly, there is evidence that little studies and researches have been conducted over the past few years into what the design approach for a common good hazard agency. Such argument shows that this is due to the tendency to give emphasis on the impacts of the individual rather than the property of the value constructed agency whose primary aim is to meet the needs of the target audience (Penning-Roswell, 1995), in line with the disaster. Every institutions is marked by its own unique internal culture as well as priorities (Ott;   1989).  According to Quarantelli   (1982), there are three specific difficulties that occurs from this in ensuring efficient coordination among disaster response bodies. First is that the coordination of interests among the public and private sectors may be hard due to the different perspectives.  Secondly, normal daily networks as well as coordination systems may differ qualitatively from those employed din times of major emergency and lastly, the term coordination itself ma have various connotation to various institutions or even parts hereof.  Accordingly, to expect a naturally efficient and consistent response to a wide range of disaster emergency situation would   seem   to   fly   in the face of these factors of the organization or corporation al response to emergencies. Another reason why a disaster keeps on repeating even when people and agencies involved in managing disasters learned from previous occurrence is the restrictions and limitations of the things that they learned. It can be said that what the government and agencies learned in a specific disaster is constrained only for such particular disaster or situation and might not be useful in other disasters.             It is said that during a disaster, survival plans should be developed ahead in order to address disastrous events.  However, in most cases, survival plans are only done after the disaster happened; hence, affecting the context of having effective disaster management approach that can be useful in preventing another disaster. Through this, more lives can be saved and restoration would be immediate. In the same way, disaster management involves advance planning as well as the participation of the natural members. Moreover, planning ahead so as to overcome incoming disaster can also result to a number of advantages for the situations. Specifically, advance plans for natural disaster help in saving more lives.  Readying means to counter natural disaster also helps situations in establishing rehearsed actions, which contributes to damage control. Enforcing strategies that would address disaster is also useful in protecting the future in case another disaster occurs. Failing to apply these means of disaster management on the other hand, can lead to loss of both financial and public confidence. In worst cases, this can even lead to irreversible damages.   Conclusion For the success of the disaster response and to be able to easily achieve the objective of reducing the risks of these disasters, it is recommended that the project must be able to provide both agencies from central government and local government clear roles and comprehensible expectations in order to deliberate their functions well. What the government and disaster management bodies can do is to become more responsive, developing a disaster management team, appointing team leaders and developing disaster management plan in cooperation with the all governing bodies so as to ensure that what these people learned from previous disasters can be collaborated with other disaster management team for a better outcome.  By means of combining human capability and advance planning, risks and damages brought about by natural or man-made disasters disaster will be experienced within manageable levels.  It is important so that all the key stakeholders involved and knowledgeable about the disaster management should have clear understanding on their roles and responsibilities so as not to be confused on the objectives and goals of the said management approach.             It can be concluded that disasters repeat or happen again in spite of the learnings that the government and other agencies encountered because of different reasons, mostly, uncontrollable reasons. In this regard, preparedness and response programs run by the government should collaborate with other agencies in the local and national level to ensure that community-centered programs to prevent further damagers cost by the disaster. It is recommended that the people who are involved in previous disasters should conduct lectures to share what they have learned and to ensure that only important information is being disseminated.  Those who are involved in the previous disasters should give emphasis on the priorities for action in relation to learning. One of the ways to do is to establish approaches to promote learning to generate from past events. These include, documentation, evidence analysis, dissemination of key issues and information, education and training and creation of learning organization. It is said that while there are essential individual aspects in each disaster which strikes a specific society, particular solutions for their recovery, there are patterns which frequently recur and the disaster management team should be aware of that. These patterns can be useful for future disasters.  It may be critical to discard the experiences of others as being immaterial or irrelevant to their own disaster situation. In addition, the team should also learn from other people in the international level.   Reference Clark, J., & Harman, M. (2004). On disaster management and response and rehearsing a plan. Risk Management, 51(5), 40-44. Comfort, L.K. (1994) “Risk & Resilience: Inter-organizational Learning Following The Northridge Earthquake of 17 January 1994”. In “Journal Of Contingencies And Disaster management and response”, vol.2, no.3. pp.157-170.   Hoffman, S. & Oliver-Smith, A. (Eds.) (2002). Catastrophe and Culture: The Anthropology of Disaster. Santa Fe NM: School of American Research Press.   Giddens   A   (1998)   “Risk   Society:   the   Context   of   British   Politics”   ed.   Jane ranklin. In The Politics of Risk Society. Polity Press; Cambridge.   O’Riordan, T. (1996) “Exploring the Role of Civic Science in Risk Management” eds. Christopher Hood             & David K. C. Jones. In Accident & Design; Contemporary Debates in Risk Management. UCL Press; London.   Ott, J., S. (1989) “The Organizational Culture Perspective”. Brooks/Cole; Pacific Grove, California.   Penning-Roswell, E. (1996) “Criteria for the Design of Hazard Mitigation Institutions” eds. Christopher Hood  & David K. C. Jones. In Accident & Design; Contemporary Debates in Risk Management. UCL Press; London.   Seeger, M.W., Sellnow, T.L., & Ulmer, R.R. (1998). Communication, situation, and disaster. In M. E. Roloff (Ed.). Communication Yearbook, 21 (pp. 231-276). Thousand Oaks, CA: Sage Publications, Inc.   Shaluf, I., Ahmadun, F. & Said, A.M. (2003).  A review of disaster and disaster. Disaster Prevention and Management, 12(1), 24-32.     Woollacott, M. (1998a) “Risky Business, Safety” ed. Jane Franklin. In The Politics of Risk Society. Polity Press; Cambridge.   Woollacott, M. (1998b) “The Politics of Prevention” ed. Jane Franklin. In The Politics of Risk Society. Polity Press; Cambridge.

Given that disasters create opportunities for active learning, why do they repeat?

"Given that disasters create opportunities for active learning, why do they repeat?" Introduction CRED or the Center for Research on the Epidemiology of Disasters defined disasters as exceptio…

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