A Brief History of Turkish Cinema Free Essays

The Turkish cinema traced its beginnings from a private show in Paris on December 22, 1895 at the Grand Cafà © by French brothers, Louis and Auguste Lumiere.   Similar such shows came to Turkey at the Sultan’s Court, Yildz Palace and other public ones like that of Sigmund Weinberg at the Sponeck’s Beerhouse in Galatasaray’s Square. In 1914, â€Å"The Destruction of the Russian Monument at Avastefonas† is acknowledged to be the first ever Turkish film. We will write a custom essay sample on A Brief History of Turkish Cinema or any similar topic only for you Order Now    This was a 150 meter long documentary by Fuat Uzkinav, an army officer. The film â€Å"The Marriage of Master Himmet† was began in 1914 but took long to finish because the actors served in the war of the Dardanelles.   It was finally completed in 1918, when Uzkinav took over from Weinberg, who first worked on the project.   Several other films, mostly on World War I were shot.   In 1922 the first film company was formed.   Muhsin Ertugrul, a theater artist switched to film direction. He made a total of 30 films in the entire stretch of his cinematic career.   His important works included the 1923 â€Å"Shirt of Fire† which was about the war for independence, starred by the first female artist, the 1931 â€Å"The Streets in Istanbul, the first film to use a soundtrack, and â€Å"A Nation Awakes† in 1932. The influence of theater can be seen in his films.   Muhsin became a very important figure of the cinema industry.   In the 1950s cinema took its own form.   Lutfu Akad led the pack of new directors.   The theme of   most films of the era was societal problems.   In the 1960s the advent of television had disadvantageous effects on cinema.   Cinematic films during the period dealt with the social and economic themes.  Ã‚   In the 1980s the state supported the cinema industry.    Turkish films earned international recognition.   These films were on social and psychological subjects as well as women’s rights.   The films in the 1990s were fewer but they were of superior quality than before due to advances in technology, training available, international awards and state support.   Theaters and big cinemas emerge, visual aspects were given focus, and outdoor theaters grew. For a while television and videos took the attention away from cinemas, but foreign films from Europe and the US substituted for the lack of local films.   The current status of Turkish cinema strikes a balance with the state’s support of the European Cinema Union and Turkish partnerships with foreign ventures. There is also a noted growth in the number of movie theaters as well as in the positive developments and changes in theater as well. Bibliography Turkish Cinema History.   (2005).   Republic of Turkey Ministry of Culture and Tourism [Internet] Available from http://www.kutur.gov.tr/EN/BelgeGostner.aspx [Accessed 17 November 2008]    How to cite A Brief History of Turkish Cinema, Papers

Electoral College Reform Essay Research Paper In free essay sample

Electoral College Reform Essay, Research Paper In order to increase the easiness of making and set uping a federal authorities with a cardinal figure of office, the framers of the Constitution created the Electoral College. The College was formed to ease the procedure of electing a president every four old ages. The thought behind the Electoral College was that each province received a certain figure of electoral ballots harmonizing to its population, all of which went to the campaigner who won that States popular ballot. In this twenty-four hours and age, inquiries arise as to whether or non this is the best and most efficient method of electing this states most powerful office. There exists some possibilities, nevertheless improbable, that the popular ballot and the Electoral ballot could conflict, and the campaigner whom more people desire as president would lose out to a individual who won more electoral college ballots, but less popular. We will write a custom essay sample on Electoral College Reform Essay Research Paper In or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page See this scenario. State A has 20 Electoral College ballots. State B has 10. There are 100 people in State A and 50 people in State B. In State A 51 people vote for Joe and 49 for Jack. In State B, 1 individual ballots for Joe and 9 people vote for Jack. This all totals up to 51 popular ballots for Joe and 58 for Jack, but 20 Electoral Votes for Joe and 10 for Jack. Joe wins the election, yet Jack had more people vote for him. This can be taken even to the largest graduated table, for this really incident has occurred in our state? s history. In the presidential race of 1888 between Grover Cleveland and Benjamin Harrison, Cleveland won the public by over 100,000 ballots, but when broken down into Electoral College ballots, Harrison won by a instead big border. ( Hively, 75 ) This statement remains at the head of the Electoral College reform motion. The idea that a plurality of electors may non elect a president is ghastly to many people, particularly that bulk of uneducated electorate who were non cognizant that the President is non elected by direct popular ballot. Many reforms have been offered as options to this system, and in 1977 Congress introduced a measure to eventually reform it. The measure won a simple bulk in both the House and the Senate, nevertheless it needed to earn 2/3 of the ballots, since it required altering the Constitution. ( Hively, 75 ) Therefore, the measure died, although it is expected to derive popularity one time more in the hereafter. The most powerful alternate to the present system is non to wholly get rid of the Electoral College. If you have read this essay closely you will recognize that the deepest job with the Electoral College lies in the fact that the bulk victor of a province gets all of it? s Electoral ballots. A? victor takes all? system, if you will. Therefore, a province? s Electoral ballots should be divided proportionately among the two top campaigners. If there are more than two campaigners who received less popular ballots than the top two, they should be stricken from the Electoral College ballot. Then take per centum of electors who voted for 3rd and 4th topographic point campaigners, and deduct that from a States entire figure of Electoral College ballots. The staying figure of Electoral Votes should be divided among the two top campaigners proportionately. When all provinces involved have completed this procedure, the entire figure of afflicted ballots in the full state should be passed on to the House of Representatives and thrown into an unfastened ballot. The campaigner who receives more House votes gets that figure of Electoral ballots. This is a complicated procedure, but is however the best manner to acquire a good general consensus, so that an election can non perchance be dominated by single provinces. Although the Electoral College system was reasonably good when it was conceived, and worked good harmonizing to the desires of the Constitutional Framers, it does non conform to the desires of America? s quickly educating public. One of the key thoughts behind the creative activity of the Electoral College lied in the Framer? s base misgiving in the people of America. In 1787 the people of America were uneducated husbandmans and merchandisers. In 1999 the people of America are educated, represented, and more than worthy of being in more direct control of the Election of America? s highest office.

Anthem By Ayn Rand Essays - Philosophical Novels, American Atheists

Anthem By Ayn Rand Imagine a world where the individual has been repressed to the point that the word "I" no longer exists. Now, as hellish as that sounds, imagine that you are the only one who has the capability to break free from the iron fists that are choking you and your brothers. This is the life of Equality 7-2521, the principal character and narrator of Ayn Rand's Anthem. Anthem takes place in the dark ages of the future, in a totally collectivized world. This culture has regressed to conditions reminiscent of Ancient Greece and the European Dark Ages. In the midst of fear and subordination, one man stands alone. Equality 7-2521 is not like his brothers. He is able think, create and defy. This makes him extremely dangerous. He holds the threat of change in his hands and his government will stop at nothing to take it from him. Equality's society represses him because they are afraid of those that threaten the established order. One major catalyst for change is intelligence. Equality displays evidence of genius at a young age. "We, Equality 7-2521, were not happy...in the Home of the Students. It was not that the learning was too hard for us. It was...too easy" (Rand 16). In Equality's society, it is evil to be different from ones brothers, let alone to be better than they are. He is taught at an early age to be ashamed of his intellectual superiority. "This is a sin, to be born with a head which is too quick" (Rand 16). This device of suppression by means of shame was used in an attempt to stifle geniuses and, hence, pacify his society's fear of change. As Equality grew, he confirmed their fears. During his lifetime he made many revelations and discoveries. His most profound breakthrough was his re-invention of electricity. "We, Equality 7-2521, have discovered a new power of nature." (Rand 54). He produced a primitive light bulb. He wanted to use his invention to better his world. To the misfortune of his society, they loathed this new power. If they had accepted his ideas Equality would have been "...the literal and figurative bringer of light" (Gladstein 43). Unfortunately for Equality, as well as his society, his discovery met violent opposition and his brothers were not able to benefit from his intelligence. Genius has historically been repressed. Geniuses of our past have been ostracized, punished, and martyred for presenting ideas that eventually bettered their societies. Equality is no different. "Equality 7-2521 is a creator and inventor in the tradition of Galileo, Edison, and Einstein" (Gladstein 27). These real-life geniuses dared to violate their society's norms and eventually their ideas were accepted. Like in Equality's fictional culture, real-life societies have tended to ignore the ideas of solitary geniuses (McDonald 2). His ideas were swept aside violently, and his society remained unchanged. Self-interest leads to the defiance of unjust restrictions. Equality's government prohibits individual action. No one is allowed to do anything on their own. "...There is no transgression blacker than to think or do alone"(Rand 11). Equality's defiance of his government's laws set him apart from his brothers. The condition of the Palace of Corrective Detention is demonstrative of the unquestioning obedience of his brothers. "It is easy to escape...there are no guards...There is no reason to have guards, for men have never defied the Councils so far as to escape from whatever place they were ordered to be" (Rand 73). Unlike his brothers, Equality had the individual strength to disobey the laws of his government. By questioning authority he took an interest in himself and was liberated. "The noblest human purpose is to pursue enlightened self-interest and only those the follow that course can emerge as...champions..." (McDonald 2). Equality's government had tried to contain him from day one. Authorities cannot control him because he has an independent mind. "...This totally collectivized society has no power [over]...the individual..."(Branden 112). His self-interest allows him to act as independently as his surroundings would permit. Although he is enlightened by his self-interest, he is never free from the shackles of guilt his society has placed upon him. No matter how freethinking Equality is, his nature is still shaped by his society (Kelly 1). However this guilt did not stop him from acting independently and constantly challenging the laws of his culture. Creativity is a main staple needed in order for change to take place. Equality has somehow been able to escape the suppression of creativity that is so deeply ingrained in his culture. Equality is not the only

Practicum report Essays

Practicum report Essays Practicum report Essay Practicum report Essay Food and Beverage Department iii. Strengths lb. Weakness v. Recommendation Ill. Conclusion V. Photos of Sports Facilities V. Photos of Room Accommodation Introduction Royals Takeaway Country Club Inc. (ARTIC or the Club) is a corporation, membership organization and an exclusive country club located along Emilio Continual highway Buck Estate, Alfonse Cavity. It also a non-profit that at any time declare and pay dividends to its shareholders or members. It operates to give social, recreational, sports and athletic activities to its members, families and guests that comes into their club. ARTIC aims to provide world class amenities and sports facilities that can be offered to their valued members. ARTIC is Jointly owned and developed by 3 respected names real estate industry. First is the Sat. Lucia Realty and development Inc. Who has been in the real estate industry for 20 years and own over 60 projects which includes subdivisions, golf courses, resorts and shopping center. The second is the Don Alfonse Realty and Development Corporation / Panicle Corporation which is the sister company of the Assayer Enterprises Inc. Which is in the industry for 20 years also and this project the ARTIC marks the entry of DARED/PC in the real estate industry. Last is the Land Golf Inc. S a professional group of property manager and consultant, they are also the golf course designer, project manager, property manager, sales and marketing manager of the ARTIC. ARTIC also owned a private beach front in orgy. Layman Liana, Battings that has a fully furnished two-tiered open pavilion and multi-purpose hall, room accommodation cabanas, aqua sports and souvenir shop and these beach resorts is exclusive also for the members of Royals Takeaway Country Club. Articles members are composed of countries prominent businessmen that include the board of director and members of similar clubs, television and radio personalities, and high ranking government former and current officials, local government executives within the vicinity of Cavity and sports personalities. Their vision is to seek opportunities to generate organized and aggressive solutions affirming their commitment to quality sports and recreational environment, sustainable growth, continuity and the pursuit of competitive spirit. They will consistently focus upon their collective interest, their social and community responsibilities and strike a sensitive balance between their personal and reflections fulfillment. Their mission is to provide a comprehensive, multi-specialist sports and recreational service with a heart. They will aspire to enhance their financial viability, conceive a productive and flexible organization structure that can forge their optimism to become more responsive and they will ensure a highly trained and motivated staff to excel in the performance of their function to render quality service. Outstanding Characteristics Royals Takeaway Country Club Inc. Offers 19 rooms that could accommodate a whole family with complete amenities and facilities. The kinds of rooms that they have are the quadruple sharing, triple sharing, Junior suite which are all duplex room and last is the twin studio type room. All rooms have a safe, wireless internet connection, cable TV, air-conditioning unit, telephone and hot/cold shower. Almost all rooms have a veranda where guest can relax and eat. In addition to its room accommodation they also have a 3-storey town houses unit that has 4 bedrooms, 4 toilet and bathroom with kitchen, dining room, receiving room and garage. ARTIC offers a great dining experience with their 2 food and beverage outlet which re the Alfonse dining and the Tenth Hole. The Alfonse dining offers guest Filipino and International cuisines that all taste and look good in addition to the food it also has a good ambiance where in you can choose to seat in the veranda where you can have the view of their golf course or dine beside the pool and enjoy a fresh air that the trees around the dining area offers. They also offer an eat all you can buffet lunch during weekends and holiday season where in they serve different kinds of food with live piano music and serenades that would entertain the guest. The Tenth Hole serves as the dining area and a place to relax of the golfers that plays every day and there is also a mini bar here where guest can order beer liquor. ARTIC can cater big and small functions like parties wedding receptions seminars etc. Using their grand ballroom which can be divided into 3 parts or it can be used as a whole that can accommodate more than 500 persons. Sports Facilities Tennis Court Badminton Court Swimming Pool Indoor Basketball Court Darts Bowling Golf Course Other Facilities Indoor/Outdoor Play ground Hydro Massage Bar Zone Lucia Bar Discussion of Finding/Analysis/Recommendation Department: Housekeeping Housekeeping Department serves as one of the important department that in every establishment that offers service. It is responsible for the cleanliness and orderliness of the establishment. This department can affect the impression of every guests that comes in the establishment even though it is said that this department has the less opportunity to be facing a guest because whenever a guest needs some amenities this department provides it for them and if it fail to attend to the needs of the guests it might give a bad impression to the whole establishment. Housekeeping Organizational Chart Housekeeping Head / Supervisor Duties and responsibilities Manage the daily operations and implement the SOP for cleaning Upgrade, evaluate, train, check the staff performance to the team leader the daily, weekly, monthly area cleaning. Monitor the quality and time of work Check and approve appropriate chemical use in housekeeping department for effective yet cost saving system Must know how to operate machine equipment use in housekeeping Coordinate with other department for better flow of operations Must also be hands-on in the technique of cleaning Responsible for overall supervision of the housekeeping department Team Leader Follow and implement the assigned task and pass over to each cleaners Report to the housekeeping head/supervisor the task report Must have hands-on skills/technique in cleaning and knows how to operate machine and equipment Basic knowledge in the chemicals Always implement SOP Cleaners Must follow SOP Actively do the required task and follow the schedule Must know all the assigned areas and practically do the Job according to the SOP Follow assigned task and operate with other staff SOP in Cleaning Lobby, Dining and Crystallizing and Polishing the Marble Floor Procedure Sweep the floor including the underneath portion of the furnitures and fixtures Make sure the floor is clean, if necessary follow the strapping procedure before applying crystallization procedure Use wax crystallizes (Terracotta) Weekly -apply/spray chemical evenly on the floor -use floor scrubber horizontally then vertically. Always starts with the heavy traffic area -make sure there are no scratches or lone marks -repeat procedure until floor is glossy and shiny Use powder crystallizes (Flash Clear) monthly dilute chemical in a pail of water and then pour on the floor -use floor scrubber horizontally then vertically and starts with the heavy traffic area -repeat procedures until floor is glossy and shiny -put crystal glaze in a sprayer the spray mist on the floor -use floor scrubber buff at low speed Equipments Soft Broom Dust pan Mop Squeezer Brush oil sponge Wiper applicator Plastic bucket Dry cloth Garbage bag Vacuum Caution signs Manpower-scheduling Housekeeping department has two shifting, a morning shift that starts from 6 am until 3 pm and an afternoon shift that starts from 12 noon until 9 pm. This shifts change when there is guest check-in there will be one of the employee that will take over the graveyard shift in order to attend to the guests needs. Department: Food and Beverage In ARTIC the Food and Beverage is headed by the F manager who look over the whole operation of the dining area then next in command is the captain waiters and then the Junior captain waiter and the last will be the waiters and the waitresses. This department is the one responsible in serving food and beverages to guest and give guests satisfaction. The F department is one of the departments that always deals and have a erect contact with every guest that comes every day and they make a lot of impact to the impressions that the guest may have about the establishment. They need to impress the guest every time they will dine for them to still come back in the establishment. Their duties are to make sure that every guest that eats are satisfied with the food and the quality of service. They need to ensure the food is safe and there will be no food contamination and the sanitation of all the dining wares that would be used. Food and Beverage department has two shifting, a morning shift that starts from 6 m until 3 pm and an afternoon shift that starts from 12 noon until 9 pm this shifting applies only during weekdays that has fewer guests that come. During weekends and holidays the afternoon will change it shift to 1 pm until 10 pm or until there are no more guests. Communication style The way departments in Royals Takeaway communicate with each other is through the use of telephone whenever there are problems or there are things needed by the guest they use the telephone to call the attention of the concerned department. Beside each telephone in each department has a list of numbers of every apartment thats why Jots can be asked to call in any department. Work atmosphere Interpersonal Relationship The work atmosphere in Royals Takeaway is a very refreshing because of its fresher air. Employees always maintain a good personal relationship with each other during working hours and even outside the establishment. All of the departments have team work and cooperation in order for them to work effectively and satisfy every guests needs. Sanitation Procedure Royals Takeaway being an environment friendly properly and regularly disposes all their garbage and schedule fumigation and pest control in order to maintain illnesses and avoid contamination in the club. Strengths ARTIC strengths are their facilities that they have, the food that they serve and the attitudes of all the employees that are very welcoming and being hospitable to every guest that they have. Weakness ARTIC weakness is they only have a few employees that in times when there are a lot of checked-in guest and there are a lot of guest who dine they are having a difficult times and it became really exhausting that the quality of their service goes down in order for them to cope up to the increasing number of guest. Recommendation The ARTIC should somehow put additional employees that can contribute to their establishment in order for them to standardize the quality of service that they offer. They should maintain and improve all their facilities. Conclusion After the 1 h months of stay in ARTIC has taught me a lot of lessons. I gain a lot of experience and I was given a chance to deal with different kinds of people. This helps me to apply every theories and lessons that was taught in school and apply it in real life situation. ARTIC gave us this opportunity to experience everything and let us work s a regular employee not as an on-the Job trainee. This practicum training has fulfilled it objective to give us students the opportunity to apply the knowledge and gain more knowledge and experience that we can use in our future after we have graduated. This practicum training also taught me to have a great sense of responsibility and to always stay on focus on every work that was given to me in order for me not to make mistake that can affect everyone. This also improves the skills of every students that undergo this practicum training. Pictures of Artistic Sports Facilities

Critically examine the arguments in favour of devising development Essay

Critically examine the arguments in favour of devising development policies which promote pro-poor economic growth - Essay Example Policies that have been used to tackle poverty since 1970s aim at reducing economic poverty by initiating pro-poor growth. Pro-poor growth is as the term suggests is growth on the part of the poor by raising their I ncomes (Ravallion 2003). Pro-poor growth policies are appropriately set to ensure that sustainable growth is achieved. Pro-poor growth policies should be able to cause rapid and sustainable poverty reduction. This can be ensured through allowing the poor people to participate, contribute and benefit. The argument behind such policies is that the involvement of the poor as both facilitators and beneficiaries is crucial because it ensures long-term growth and sustainable poverty reduction. For the policies to be effective, however, they should deal with all dimensions of poverty including environment and gender. Achievements in any of the dimensions are influenced by achievements in the others. This means that tackling one dimension of poverty cannot reduce poverty as others will curtail progress (Hausmann, Dani & Andres 2006). The policies should also empower the poor so as to ensure that they will not slip back to poverty in the future. If the policies fail in this respect, then the poor will remain poor ev en with considerable growth in the overall economy. All the processes involved in pro-poor growth should be transparent and accountable to be able to serve the interests of the poor successfully. Sustainable pro-poor growth will help the over three billion people who hardly get their basic need. Pro-poor policies are believed to be effective in that they tend to target the root causes of poverty (gender inequality, limited asset base, and lack of education among others). Initiating pro-poor growth is not possible without identifying and analyzing the major causes of poverty. All stakeholders in government agencies and private sectors have been in the front line to ensure that problems causing poverty are

Leading in a Changing World Essay Example | Topics and Well Written Essays - 3750 words

Leading in a Changing World - Essay Example The theory holds that at least some activities are morally necessary irrespective of their magnitudes for human welfare (Isaacs, 2014, pp.96). In Teleological ethic, it is a theory of morals that originates duty responsibility from what is decent or necessary as a goal to be attained (Hurley, 2014, pp.225). In order for me to define the complex leadership ethics, I have chosen the leadership grid as my model for leadership in my industrial enterprise. A study done came up with four types of leaders; authoritarian, country club, improvised and team leader. In team leadership, study showed that they were high on tasks and high in relationship. The leaders govern by positive example and strive to raise a team environment so that every team member is able to reach his/her topmost potential, both as team fellows and as people. They inspire the group to reach objectives as efficiently as possible, while at the same time working hard to empower the links among the different members. Under a uthoritarian leadership, they were high on tasks and low on relationships. The leaders are more of task focused and are tough towards the workers. For country club leaders, they are more focused on team towards achieving set goals and use award power to ensure discipline. An impoverished leader is not committed to their work achievement or maintenance, and instead allows the team to do as they see fit. As a result, they are both low in task and relationship (Singh, 2009, pp.72). In 2007, Southwest airlines was involved in a scandal that involved the airline allowing 59 00 flights without carrying out adequate regulations and checkups as required by the Federal Aviation Administrations. On top of that, even after realizing their mistake, they allowed, 1 452 more flights. This violated the flight’s ethics and also endangered the lives to the general public.

What Is Performance Management?

What Is Performance Management? This chapter starts with the various definitions of performance management as described by different authors. Literature review is a process that empowers readers with a lot of information and knowledge, it can however be argued that such a process can be challenging as one has to integrate viewpoints of various authors in order to come up with a new viewpoint. (Brynard, et al 1997: 54) stated that a researcher should always try to follow the last mentioned action, as this is the path to the creation of new knowledge. 2.1 Defining Performance Maila (2006) stated that performance implies the action of doing things that is using things, attending to conditions, processing, communicating and achieving results. Performance is the actual work that is done to ensure that an organisation achieves its mission. In summary, performance encompasses inputs, conditions, processes elements, outputs, consequences and feedback. According to Maila (2006), the end product of performance should be measured against four elements that are: quantity, quality, cost or risk factors and time. The idea of measuring the end product is fully supported as it can be argued that a product can be in any form that is good or bad, hence the need to have it measured. 2.2 What is performance management? Different authors have attributed different meanings to performance management as illustrated below: In 1998 Armstrong and Baron define performance management can be defined as strategic and integrated approach to delivering sustained success to organizations by improving the performance of the people who work in them and by developing the capabilities of teams and individual contributors. Moreover Performance management is a system for integrating the management of organisational and employee performance (Williams, 2002 as cited by Maila, 2006:13). Also Performance management is defined as the systematic process by which an agency involves its employees, as individuals and members of a group, in improving organisational effectiveness in the accomplishment of agency mission and goals, this was obtained through (U.S. Office Personnel Management, (Undated) Fletcher (1992) defines performance management as an approach to creating a shared of the purpose and aims of organisation, helping each individual employee to understand and recognise their part in contributing to them, and thereby managing and enhancing the performance of both individuals and the organisation. He suggests that the approach include development of the organisation objectives and mission, enhancing communication within employer and employees so that they will be well aware of the objectives and planning of the business. This approach can also clarifies individual performance, rewarding and improving the performance of the staff and career development It has been pointed by Michael Armstrong (1994) Performance management is means of getting better results from the organisation, teams and individuals by understanding and managing performance within an agreed framework of planned goals, standards and attributes competences requirements. It is a process of for establishing shared understandings about what is to be achieved, and an approach to managing and developing people in a way which increases the probability that it will be achieved in the short and long term. The researcher has found some common words to arrive at this definition: performance management is a continuous process between staff and supervisors agreeing on the activity to be performed, how it should be measured and within what period, with an aim to accomplish a goal at employee and organisational level. Performance management may be defined as a formal and systematic process, by means of which the job-relevant strengths and weaknesses of employees are identified, observed, measured, recorded and developed. Performance management provides the opportunity for the organization to evaluate and take stock of its human resources. It also provides information so that important decisions can be taken and gives feedback for further development of staff (Doris, 1994:160). It gives management the opportunity for communication with staff, to clarify expectations and to take part in the development of each staff member. For the employer, it gives the opportunity to discuss with employees their performance and career goals for the future (Doris, 1994:161). Moreover Armstrong (1994) Performance is a process for establishing shared understanding about what is to be achieved, and an approach to managing and developing people in a way in which increases the probability that it will be achieved in the short and long term. It focuses on improving performance trough better result from organisation, team and individual by understanding and managing performance within agreed framework of planned objectives. According to IRS Management Review in 1996 to Performance management is a way of translating corporate goals into achievable objectives and cascade down throughout the organization to produce optimum results. Being a continuous and evolutionary process, performance improves over time. It relies on consensus and cooperation rather than control or coercion and encourages self management of individual performance. Performance management is an ongoing communication process, undertaken in partnership, between an employee and his or her immediate supervisor that involves establishing clear expectations and understanding about: The essential job functions the employee is expected to do. How the employees job contributes to the goals of the organization. What doing the job well means in concrete terms. How employee and supervisor will work together to sustain, improve, or build on existing employee performance. How job performance will be measured. Identifying barriers to performance and removing them. (Doris, 1994:163). 2.3 Aims of performance management The overall aims of performance management is to establish a high performance culture in which individuals in which individual and teams take responsibility for the continuous improvement of the business process and to make significant contribution to individual and organisational effectiveness and growth. 2.3.1 Employee development Performance management is concerned with sustainable improvement of individuals, increasing their job satisfaction and achieving their finest potential for their personal advantage and that of the organisation as a whole. 2.3.2 Communication and Involvement One of the major aims of performance management is to promote commitment to the organization and its goals by putting together individual and organizational objectives. Performance management creates a climate where there is permanent dialogue between managers and their staff. Managers can clarify expectations, organisations strategies and also the mission, values, norms and objectives of the organisation. Conversely, employees also can speak out their objectives, opinion and expectation and how they should be handled and treated. 2.3.3 Assess Performance Performance management facilitates accuracy and objective measurement and assessment of performance in relation to the established aims and principles, so that employees receive feedback from managers and supervision about their work. 2.3.4 Identify Training Needs A  Training Needs Analysis  (TNA) is used to determine an organizations training needs. The basis of the TNA is the gap analysis. This is an assessment of the gap between the knowledge, skills and attitudes that the people in the organization currently hold and the knowledge, skills and attitudes that they need to meet the organizations objectiveshttp://www.nwlink.com/~donclark/hr/performance.jpg 2.3.5 Provide a basis for reward Performance management offers a basis for rewarding people in relation to their contribution by financial and non-financial means. It consists of performance related pay (PRP) and the Employees can feel the impact of their hard work by quickly appreciating the results. 2.4 Evolution of Performance Management As far back as World War I, WD Scott was qualified with coming up with performance appraisal. Formal Performance Appraisal systems were well recognized by the mid 1950s, with personality-based systems being commonly used. McGregor (1957) illustrated the unease surrounding the use of personality-based ratings and advocated a more participative approach and performance-based approach, including an element of self-appraisal. In the 1960s, the influence of the management by objectives movement meant that performance appraisal developed a greater importance on goal-setting and the assessment of performance-related skills. In the 1970s, appraisal practices became more open to analysis and, as a consequence, a number of legal cases were brought. One effect of this was an increase in research into rating scales and their use. Through the 1980s and 1990s, the concept of performance management came into the system, and this, according to Williams (1998), provided a more holistic approach to generating motivation, getting better performance and controlling human resources.   For example, in the UK school system, performance management is central to efforts to improve standards in education (both locally and nationally). Therefore, when understanding about appraisal it must quickly become clear that our attention is not just on perfect measurement. We are also concerned in issues such as: What persuades the quality of performance appraisal data? How do employees notice the appraisal process? How might the appraisal process be employed to motivate and develop staff? While, traditionally, job related tasks may have been perceived as the key elements in appraisal, appraisal now engage in a broader matter. Briscoe and Hall (1999) propose that employee development is underpinned by a set of meta competencies including qualities such as perfect self-awareness, feedback seeking, and openness to a range of information and perceptions etc. Other factors such as communication and teamwork skills, stress and conflict reduction, handling of emotion and care are now often observed as important concept to be considered and handle through performance appraisal and management processes. New recent improvement, include the reducing hierarchical environment of many organisations, have led to the increased use of multi-source, multi-rater feedback methods, more commonly known as 360-degree feedback. The sorts of changes that have overhauled organisations have distressed the environment of work itself, and the continuing rate of change means that the definition of what a job is, and what good performance is, are less stable concepts. It is also worth recalling that the majority of research on performance appraisal is drawn from a UK / US perspective. However, as Fletcher (2008) points out, national culture is likely to have a major impact on the way appraisals are carried out. Fletcher (2008) argues that in Western (high individualism) cultures where being assertive and determination is appreciated, appraisal is generally focused on the individual and what they do; in Asian cultures (strong collectivism) the sense of hierarchy and acceptance of authority, the focus on Western performance appraisal practices on individual performance, accountability and open confrontation are unlikely to be seen as appropriate (p. 175). Therefore, it is not always possible to believe that the findings from a piece of performance appraisal study will generalise across all national and organisational cultures. 2.5 Methods of appraising performance Performance appraisals are conducted by companies in order to evaluate the strengths and weaknesses of the employees; the frequency and methods of the performance appraisals are determined by the corporation. There are several performance appraisal methods that can be used to provide feedback on employee performance. Performance appraisals are used to provide feedback on an employees performance, provide the basis for a merit increase, create a development plan and provide the foundation for future promotions. Performance appraisal is conducted through different ways in various organizations. These ways are classified in two types: Traditional and development methods. Traditional methods are methods that have been in use in the organization since long. It is normally based upon their traits and is related to the self-appraisal of employees. 2.5.1 Paired Comparison In this style, there are a number of options which will be able to make full use of it. Each option can be compared with the others. Then, the results will be calculated and the one which has the highest score will be opted. 2.5.2 Graphic Rating Scales It is one of the most popular methods of performance appraisal. In this method, each employee is rated according to their performance. . The factors that need to take into consideration are the personal characteristics and characteristics related to the job performance of the employees. Figure 3 shows an example of the graphic rating scales. 2.5.3 Weighted Checklist Method In this method, the appraisal is made where the jobs are evaluated based on the performance and characteristics of the employee. It is a type of rating performance appraisal. The checklist contains a list of allegation on the basis of which the employer describes on the job performance of the employees. 2.5.4 Free Essay method A statement is prepared by the manager which will be focused on the workers strong and weak behaviour. It may also suggest certain remedy in case of problems concerning the employee. The statement may be written and edited by the appraiser alone, or it be composed in along with the appraisee. The essay can be open-ended but in most cases there are guidelines that need to be followed. 2.5.6 Critical incidence method The rater is required to record the good and bad behaviour of the employees related to a certain incidence. The recorded statement will normally consist of a brief of what happened in the incidence. There are two factors that make the use of critical incident successful, first, the manager must be given ample time to observe the subordinate during evaluation. The manager must take time to record the incident as many of the incidents may be forgotten. 2.5.7 Ranking This form of performance appraisal, the manager will compare the employee with other employees having the same kind of job. The performance is ranked from best to worst. This method is least favoured types of evaluations, yet many large employers utilize this, method of appraisal.   Development methods are methods that have been introduced during the last decades. It is also known as result method. 2.5.8 Assessment center Under this method, several evaluators come together to judge employee performance in job related simulations by making use of a variety of criteria that are considered important in the appraissees job. 2.5.9 Behavioural Anchored Rating Scale (BARS) This style is based on rating the employees behaviors in order to determine how effective the workers are. It is normally the combination of critical incidence and graphic rating scales. 2.5.10 360 Degree Feedbacks It is a style which obtains feedback from internal and external people in order to get more accurate perspective of an employees performance. Internal customers are those who work in the organization like managers, supervisors while external customers are those who are outside the organization like clients, suppliers. 360 Degree Feedback is a system which employees obtain confidential, anonymous feedback from their colleagues. The feedback process gives people an opportunity to adjust behaviours and develop skills that will help them to excel at their jobs.   2.5.11 Management by Objectives (MBO) Management by objectives is one of the most comprehensive methods of performance appraisal. It begins with when goals are set and ends with the results. It also consists of monitoring constantly the employees to improve their performance so a regular feedback is given to them.MBO is considered more than an evaluation program and process. With this technique, a manager can control, plan, organize, practice and communicate. 2.6 Performance management cycle A  performance management  cycle (PMC) is a system used by managers and executives in organisation to support employee growth and  job satisfaction. As illustrated below performance management cycle linked together. Perhaps one of the most important concepts of performance management is that it is a continuous process that reflects normal good management practices of setting direction, monitoring and measuring performance and taking action accordingly. The management cycle can be categorised as shown below: The strategic objectives for organisation as a whole as well as each line of business/ corporate function and each functional area are determined each year. The organisation goals are being broken down in line if business/corporate function goals and from there flowing down to individuals. Appropriate communication skills are being used to make employees understand the measurement of their performance and the system that will be used. The determinations of team members contribution are being identified before agreement takes place. Success hint are also specifies as per business plan and establishment objectives. Key result Area (KPAs) and key performance indicators are identified and by taking into consideration relative weights before concluding performance agreements. The planning phase must be agreed by line managers and employees. The performance agreement should contain a job profile job description delegation of authority (if any), individual development plan and statement of individual vision, mission and values. Also it has Key areas result, measurable criteria, and weight. Both employees and relevant managers should keep a copy of performance in which they should agree on the key result areas and measurement criteria, discuss barriers of performance, personal development and career planning and coaching. A formal review and assessment is being conducted and employees are being made aware so that they can be prepared for performance appraisal. Feedback is honest open fair and constructive to the level promising. It should be understandable, brief and based on facts and solid examples. The manager s and employees will bring about a conclusion about the performance. The weakness on performance will be identified and corrective measures will be taken. Them the employees is being rated accordingly and then they are being rewarded are paid. 2.7 performance management process A  performance management process  sets the stage for rewarding excellence by supporting individual employee accomplishments with the organizations mission and objectives and making the employee and the organization recognize the value of a specific job in understanding outcomes. By establishing clear performance opportunity which includes outcomes, performance and behaviours, it helps the employees in reflecting in what exactly is expected out of their jobs and setting of standards help in removing those jobs which are of no use any longer. With regular feedback and coaching, it helps to know the problems at an early phase and taking corrective actions. Different models have been developed to describe the process of performance management and how it operates. According to figure 2.2 it comprises of performance planning, performance monitoring, performance development, performance review and rewarding. 2.7.1 Performance Planning Performance planning is the core business process. It involves agreement between employer and the individual on what the employee need to do for the achievement of the objectives, raise standards, improves performance and develop the required competencies. The aim is to ensure they apply these every day at work. Employee performance planning should be flexible so that they can regulate for changing program objectives and requirements. These plans contribute to the achievement of continuous development that is predicted and everyone is capable of learning and doing better jobs. It also helps in enhancing the potential of individual to acquire higher level careers. 2.7.2 Performance Monitoring Progress towards meeting the objectives agreed at the planning meeting should be monitored throughout the cycle. All arrangements relating to the monitoring programme should have been agreed at the planning meeting and where possible a timetable for action established should be made. Thus employees are able to received ongoing feedback of their progress at work. Feedback should encourage reflection and self review. Monitoring performance include the Checking of new plan that need to be followed  and at a suitable moment, return to the appraisal stage to measure the impact of the changes on the behavioural and performance processes.  Having a continuous monitoring, unacceptable performance can be identified and proper measures can be taken rather than waiting till the summary rating levels. 2.7.3 Performance development Performance  development  is held as a very important aspect in the growth and progress of individuals in their individual careers. It includes several strategic processes that are included and employed with the idea of developing individual capabilities that will benefit the employee, particularly, and the organisation as a whole. While performance development usually targets organizations as a whole, individuals can also adopt this concept as a means to improve their own personal competencies. By carrying performance management it provide opportunity for Recognition and career. Situations for improving good performance also stand out and action can be taken to accomplish the organizations overall purpose. 2.7.4 Performance Review The  performance  review  is  a  key  element  in  the  performance  management  process. It can provide accurate feedback and also the areas of strength and areas in need of improvements and development is needed. In addition, it emphasises what has been done well in order to do it in better way in the future. There is an exchange of views and both parties together come to an understanding about what should to be done to develop performance and defeat shortcomings raised during discussion. 2.7.5 Rewarding Rewarding means providing encouragement and recognition of employees, independently and as members of groups, for their performance and recognizing their contributions to the organisations mission. To motivate staff and create a climate for enhancement, organisations need to make an obligation to a plan for recognising and rewarding performance which can both financial and non-financial rewards and both positive and negative rewards. A planned, strategic path of action is necessary to ensure that employees obtain rewards adequately with their performance, be that at an individual and or a team or group level, in a reasonable manner in the organisations. Rewards can be in the form of cash, praises, time off and other non- monetary items. 2.8 Benefits of Performance Management Performance management provide an opportunity to concentrate on work activities and goals, identify and correct existing problems and motivate employees to perform better. In the same line, there is an enhancement in the performance of the company. There are several benefits when an organization performs a performance management in its organisation and they are listed below. Need for training and better understanding of job responsibilities To begin with, it helps employees understand how their job responsibilities ultimately affect the overall objectives of an organization. Through the performance management, employees use this opportunity to indicate a need for training, express a desire for additional responsibilities, ask questions about the job and in some cases provide feedback that will help them meet the goals. Besides, it can be a positive way to identify developmental opportunities and can be an essential part of a succession planning process. Increase productivity and reward the employees Additionally, with performance management, it is easier to accurately gather data regarding employee improvement and to award acknowledgement and any other rewards to those employees, ensuring everyone who makes meaningful achievements at an organization, gets their due compensation. This reward system implemented at Organization may provide an incentive to strive towards productivity and at the same time, maintaining good working habits. With this reward system, motivation and workplace morale are both improved. Improve Areas of Weakness Through performance management, we are able to search for employees weaknesses and enable them to improve for further career development. For example, if an employee inspires to become a manager, performance reports will reveal about his lack of leadership skills. Thus, we will be able to focus on his weak points where he needs coaching and other relevant skills. Employees also reveal that these appraisals assist them in deciding if they are in an organization where they feel that their values and personality are being respected. Succession and Career planning The Performance Management process provides valuable information that can be used through succession and career planning. Employee ambition can be clarified and where possible integrated into general planning of the employees goals and outputs as well as his development plan. There is also the clarification of the managers goals and direction concerning the employee and his role within the department. Compilation of formal training and development plans per employee is obtained to ensure the development of the employee based on the results of the performance evaluation phase of the process.    Opportunity for Dialogue Performance management provide an opportunity to build their relationships. Employees are given sufficient time to communicate and interact more often with work related issues. This usually allows a better flow of ideas and communication is enhanced. Besides, with adequate communication throughout the year ensure that the employees always know where they stand. 2.9 Drawbacks of performance management system Although performance management can be very beneficial to the employee, no empirical studies can show how performance management systems actually enhanced performance at an organization. In fact, when it comes to performance, these classical approaches are difficult to be adopted, as the method does not produce systematic and verifiable information. Some common drawbacks are discussed below. Time consuming and focus on paper work Performance management are also not often appreciated due to the fact that, they are considered to be time consuming and toilsome. Hence, it can be tiring for both supervisors and employees as they lose interest rapidly and haphazardly fill out the paperwork. Misdirection Performance reports may cause employees to accomplish certain duties for their individual purpose in order to receive a better evaluation rather than to contribute to the general mission of the business. Sequentially to have job security, workers may become overly concerned with improving in areas where they have achieved inadequately, even to the detriment of the areas in which they formally surpassed. Demotivation Performance appraisal ratings can lead to demotivation and low staff morale. Negative feedback like criticism where managers document only on issues that need to be corrected and not on positive things that employee does thus this fails to motivate employee concerned but also causes him/her to perform worse. This can raise mistrust, fear and insecurity in the organisation. One size fits all fantasy Organisations tend to use a standard system across the organisation. Very a single tool which means a single rating form is used for everyone. This does really make sense; as people at different levels in hierarchy cannot be assessed in the same way as the level of responsibility and authority vary. Leniency Error Leniency error is the tendency of a supervisor to rate an employee higher than what his performance deserve. Reasons that a supervisor might do this could include evading conflicts, or thinking that by giving the employee a high rating, he will work harder to live up to the rating. Halo Error The halo effect is when a supervisor forms a positive thought of an employees skill in one part and then gives her high ratings across all rating criteria. When a supervisor rates employees with the qualities that he believed more essential greater in all rating areas than employees who do not have those qualities the supervisor is making the halo effect error. Playing God Some managers are reluctant to conduct an appraisal program as they do not want to judge others. Even if a manager actually feels that a particular employee has not made well and he/she should be rated poor, not many truly rate him/her poor. To them, the clear process of judgement can be dehumanisazing and demoralising and a cause of anxiety and depression to employees. 2.10 Empirical Evidence of the Impact of Performance Management on Organisation Success Recent studies have been identified trend in the effective performance management systems on organisational success. According to the results of the World at Work/Sibson 2010 Study on The State of Performance Management 47 % of respondents specified that a performance management system has helped out the organization in realizing its strategic goals. Performance opposed to competitors is also a key result of performance management. 60% of study participants designated company performance as better than average against competitors, and 40% signified that performance was typical. Employee trust is another essential outcome on excellent performance management system. Nevertheless, only 30 % of the respondents reported their employees belief the performance management system. The study of the World at Work/Sibson in 2010 on The State of Performance Management pointed out that improvement in performance management is necessary in many businesses and that performance management is usually very essential in higher-performing companies. In most cases, this has not altered since the study was accomplished in 2007. While some organizations are successful in using performance management to distinguish high performers from low performers, many still are making great effort to progress performance management from an HR practice to something that is business significant to the organization. Predominantly in a time of economic complexity, when improving business results is essential, motivating performance management by having leadership aid and effective implementation is essential. http://www.worldatwork.org/waw/adimLink?id=44473 Impact of organizational culture on performance management An additional study on the impact of organizational culture on performance management practices in Pakistan in January 2010 where 60 emplo