Writing a Sample Columbia Journalism Grad School Personal Essay

Writing a Sample Columbia Journalism Grad School Personal EssayThere are many questions on how to write a sample Columbia Journalism grad school personal essay. Some questions are like what to write, and some are like why do you want to do this.First, you should be prepared to take on any personal essay you get handed in, but you should also be prepared to be guided by the guidance of your instructor. It's also important to note that not every person you meet is going to be helpful or qualified to write a sample Columbia Journalism grad school personal essay.The fact of the matter is that there are so many things that go into writing a personal essay for an individual student. It can be difficult to write a standard four-page essay, and it doesn't always work out this way for everyone. In fact, many of the worst essays you will ever have to write are likely from someone who did not read and follow directions carefully.One of the first things you need to understand is that when you do write a personal essay, you are writing for yourself, not for anyone else. Remember that a Columbia journalism grad school personal essay is written for one particular person. When you write for others, you risk hurting their feelings and in many cases, writing for them will lead to you having to re-write your entire essay.The best advice for writing a personal essay is to write for yourself first. Then you can start thinking about the reader. As with all things you should remember that you are the one writing your personal essay, not anyone else.You should try to think about what kind of personal essay you want to write, and then you should try to think about how you will write it. Don't worry if you cannot think of anything in particular, and don't be afraid to not have a very specific idea in mind.If you follow these tips you should be able to write a personal essay without much trouble. Keep in mind that the most important part of writing a personal essay is you - so whatever y our purpose is, it is your essay.

Legal Process The Pursuit of Victory Versus the Pursuit of Truth free essay sample

Supreme Court Justice Warren Burger once remarked that if he were innocent he would prefer to be tried by a civil law court, but if he were guilty he would prefer to be tried by a common law court. Since â€Å"the facts† are an important (absolutely fundamental) premise in reaching any practical conclusion about parties’ legal responsibilities, the fact-finding – or rather the fact-proving – structure of a legal system has a very significant effect on the outcome. Although academics can discuss problems from an omniscient â€Å"eye of God† perspective, the real world cannot; if a party cannot â€Å"prove† a fact to whatever standard, and by whatever means, the legal system requires then it might as well have never happened. Early legal procedures attempted to overcome this handicap by relying on divine intervention to protect or support the party in the â€Å"right† – methods of proof that we would now find distasteful and unacceptable. We will write a custom essay sample on Legal Process: The Pursuit of Victory Versus the Pursuit of Truth or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Every legal system must therefore work with a reconstructed model of reality, the content of which is determined by the rules of procedure and evidence (but which should ideally furnish the most accurate approximation possible of what actually happened? ) The processes for establishing your legal rights, and providing remedies for breaches of them, do in a very practical way determine what your rights actually are in any given case. In the Liberal Democrat model outlined earlier, we now expect that that these processes will be fair and consistent with the ideals of a just system. There are two major systems for establishing fact in world legal systems: †¢ the Anglo-American adversarial (or accusatorial) system, and †¢ the Continental inquisitorial system (also referred to as the civil law) system which applies in most of the non-English speaking countries of Europe. There are, however, no purely adversarial or purely inquisitorial systems in existence;  rather there are hybrids which are to a greater or lesser degree adversarial or civil law in nature. All enlightened evidential systems are probably honest attempts to discover and protect the truth, and we should perhaps think of these alternatives as reflecting a fundamental (but not mutually exclusive) difference in approach which, in a large measure, determines the procedural and evidential processes that apply in the courts and affect the prospec t of ascertaining â€Å"the truth† in proceedings. The rival systems differ fundamentally on a key method of investigation and adjudication: reliance on the accused to furnish testimonial evidence of their guilt. The essential character of these systems was summed up by the New Zealand Law Commission in 1996 in these terms: Adversarial systems require the judge to be an impartial arbitrator of facts presented in evidence by the parties to proceedings, and imply some degree of equality between the parties. These systems are also known as accusatory, so named because a person or representative of the community makes an accusation of criminal offending against a suspect. †¦ Inquisitorial systems are systems of justice in which the judge has an investigative as well as an adjudicative role and proceeds with an inquiry on his or her own initiative (unlike adversarial systems where the parties conduct investigations and present the evidence). The Privilege Against Self-Incrimination, A discussion paper Hence the cryptic description of the difference as The Pursuit of Victory versus The Pursuit of Truth. The United Kingdom and France differed in the path that they took. At this time the court systems of both England and Europe used an adversarial system to determine who could be tried for a crime and whether they were guilty or innocent (though it lacked many, indeed most, of the hallmarks, processes and safeguards of modern adversarial systems; because of the difficulties in deciding cases, procedures such as trial by ordeal or trial by combat were accepted as legitimate ways of finding truth or settling a dispute). Unless a person were caught in the act of committing a crime, they could not be tried for a crime until they had been formally accused, either by the voluntary accusations of a sufficient number of witnesses or by an â€Å"inquest† convened specifically for that purpose(an early form of grand jury). Because it relied on the voluntary accusations of witnesses, and because the penalties for making a false accusation were severe, witnesses were often hesitant to actually make their accusations to the court, for fear of implicating themselves.. In 1198, Pope Innocent III began a reformation of the ecclesiastical courts and established the Inquisition; under this new process, an ecclesiastical magistrate no longer need a formal accusation to summon and try a defendant, but could summon and interrogate witnesses under oath on his own initiative and if their testimony accused someone of a crime, then that person could be summoned and tried. In 1215, the Fourth Lateran Council affirmed the use of the inquisitorial system and forbade clergy from holding or assisting at trials by ordeal and combat. Confession was the essential component of the inquisitorial system employed by the ecclesiastical courts. The inquisitional oath was a sworn promise by the person under inquisition to tell the truth in answer to any question put by the court – a refusal to answer or to give a sworn statement was regarded as a confession of guilt. The purpose behind the oath was to extract a confession and the sworn statement was frequently demanded without informing the defendant of the substance of the complaint, the incriminatory evidence, or the identity of his or her accusers. In England, however, from 1160 onwards, Henry II had established separate secular courts. While the ecclesiastical courts of England, like those on the continent, adopted the inquisitional system, the secular common law courts continued to operate under the adversarial system, and the adversarial principle that a person could not be tried until formally accused continued to apply for most criminal cases. In 1215 this principle became enshrined as article 38 of the Magna Carta. In the United Kingdom the common law courts eventually achieved supremacy over the ecclesiastical courts (which were thereafter limited to matters of succession, marriage and divorce and were eventually replaced by secular courts). The inquisitorial process, however, did not finally disappear from the English system until the abolition of the â€Å"Court of Star Chamber† in 1641 (by the time of Charles I it had become a byword for the misuse and abuse of power by the king and his supporters to suppress opposition to royal policies). The common law took the position that an accused should not have to incriminate him or her self by way of either an oath or information extracted through torture and must, accordingly, have the right to remain silent. (The right to remain silent was established in the United Kingdom in the 17th Century in the Case of John Lilburne, 1638) The â€Å"privilege† (as we now call it) against self-incrimination, or â€Å"the right to silence† has come to be seen as a fundamental right and there are many ancillary related doctrines that flow from this such as the presumption of innocence, the placing of the burden of proof upon the prosecutor and the standard of proof required (beyond reasonable doubt). This is also the justification for the development of the right to cross-examine an accuser. In modern inquisitorial systems, by contrast, the accused can be required to make a statement – it is usually not under oath, and he/she cannot be cross-examined on it, so it allows them to â€Å"explain† their position without any aggressive interrogation by an opposing counsel. Modern inquisitorial systems developed after the French Revolution and spread throughout Europe and many African, Asian and South American countries – they are, in fact, more numerous than the adversarial type system of the US and Commonwealth countries. The parties are contestants; due process and the  rules of evidence (including the right to silence) have been designed to ensure that the contest between the parties is conducted fairly. There is a presumption of innocence and the accuser must prove the accusation beyond reasonable doubt without the compelled assistance of the defendant. The rules of evidence are designed to ensure that only relevant and reliable information is presented to the court, rather than irrelevant information or information the proof value of which is outweighed by its prejudicial effect. The judge (and jury) knows nothing of the litigation until the parties present their case and arguments. The presiding officer plays a passive role (like an umpire in a tennis match and the outcome is determined by the skill of the players). There is an emphasis on equality of the parties because the truth is said to be best discovered by contested assertions on both sides of the question and the contest of evidence. [This is a valid methodology for the discovery of truth in any discourse – in legal proceedings however, the methodology is warped by the fact the parties are not sharing a common pursuit or testing of the truth: see The Adversary Method in Law and Philosophy by Dixon, on Learn]. A frustrated judge in an English court finally asked a barrister after witnesses had produced conflicting accounts, Am I never to hear the truth? No, my lord, merely the evidence, replied counsel. Practical Guide to Evidence Peter Murphy In criminal proceedings, the accuser has the onus of proving the accusation beyond reasonable doubt. If the prosecution fails to meet this burden, whether through ill-preparation or simply a lack of evidence, the State loses its case. The approach is essentially the same for civil trials, except that the burden of proof is lower – the judge has only to be convinced â€Å"on the balance of probabilities†. The adversarial system is also criticized by some because it cannot as satisfactorily resolve complex business, scientific and technical issues as could, say, a panel of experts given the authority to make scientific or technical findings or, say, a Commission of Enquiry into a matter of general public importance. Since the parties have considerable control over the line of inquiry and the issues to be addressed, the conclusion reached by the court cannot be necessarily equated to an objective reality. The point was recently well made in these words by an English judge at the start of his judgment in a recent complex. A lawyer assisting a client with the resolution of a dispute must keep the client advised of alternatives to litigation that are reasonably available (unless the lawyer believes on reasonable grounds that the client already has an understanding of those alternatives) to enable the client to make informed decisions regarding the resolution of the dispute. HIGH COURT RULES 2009 [NEW ZEALAND] 1. 2 Objective The objective of these rules is to secure the just, speedy, and inexpensive determination of any proceeding or interlocutory application. DISTRICT COURTS RULES 2009 1. 1 Title These rules are the District Courts Rules 2009 1. 2 Commencement These rules come into force on 1 November 2009. Part 1 Preliminary provisions 1. 3 Objective 1. 3. 1 The objective of these rules is to secure the just, speedy, and inexpensive determination of any proceeding or interlocutory application. The objective of these rules includes, so far as is practicable,— (a) ensuring that all parties are treated equally; and (b) saving expense; and (c) dealing with the case in ways that are proportionate to— (i) the importance of the case; and (ii) the complexity of the issues; and (iii) the amount of money involved; and (iv) the financial position of each party; and (d) ensuring that the case is dealt with speedily and fairly; and (e) allotting to it an appropriate share of the court’s resources, while taking into account the need to allot resources to other cases. 1. 4 Courts to give effect to objective The courts must give effect to the objective of these rules when they— (a) do any act under these rules; or (b) interpret these rules. 1. 5 Application of rules 1. 5. 1 These rules apply to— (a) civil proceedings taken in a District Court under the District Courts Act 1947; and (b) unless otherwise provided in these rules or any other enactment, othe r civil proceedings taken in a District Court or before a Judge. 1. 5. These rules do not apply to proceedings to which the Family Courts Rules 2002 apply, namely— (a) proceedings in Family Courts; or (b) proceedings in District Courts acting under— (i) section 151 of the Children, Young Persons, and Their Families Act 1989; or (ii) section 15 of the Family Courts Act 1980. 1. 5. 3 Nothing in this rule prevents the parties in a civil proceeding from applying to the court or a Registrar for an order under rule 1. 7 directing the parties to settle their dispute by mediation or other alternative dispute resolution 1. 6 Application of High Court Rules 1. 6. 1 These rules apply specified High Court Rules (for example, by listing them in the style â€Å"HCR 5. 36— authority to file documents†) and the intention is that each High Court Rule applied by these rules applies with the modifications (if any) indicated in these rules and with the other modifications necessary for District Courts. 1. 6. In general, modifications are necessary because— (a) there are jurisdictional differences between District Courts and the High Court: (b) District Courts have offices and the High Court has registries: (c) a proceeding (other than one in admiralty or defamation, or to enforce an arbitral award) will be started by filing a notice of claim, and subsequently the proceeding will follow the procedure for responses, information capsules, and notices of pursuit of claim unless a court grants leave for the parties to follow the High Court procedure for statements of claim or originating applications: (d) new forms called information capsules are to be exchanged by the parties: (e) judicial settlement conferences and judicial directions conferences are provided for under these rules rather than case management conferences. 1. 6. In applying a High Court Rule that uses a term or expression that is defined in these rules (for example, court), the term or expression has the meaning given by these rules unless these rules otherwise provide or the context otherwise requires. 1. 6. 4 In applying a High Court Rule that refers to another provision of or to a form prescribed by those rules, that other provision or form also applies for the purposes of these rules unless these rules otherwise provide or the context otherwise requires. 1. 6. 5 For example, in High Court Rules applied by rule 3. 44 of these rules (service generally),— (a) a reference to a statement of claim will have to be read as a reference to a notice of claim if the proceeding is or has been pursued under rules. Reference to a statement of defence will have to be read as a reference to a response if the proceeding is or has been pursued under those rules. 1. 7 Mediation or other alternative dispute resolution 1. 7. 1 The parties in a proceeding may apply at any time to the court or a Registrar for an order directing the parties to attempt to settle their dispute by an agreed form of mediation or other alternative dispute resolution specified in the order. 1. 7. 2 The court or Registrar may make the order only by consent of the parties. 1. 7. 3 The fact that the parties are actively pursuing settlement may be taken into account by the court or Registrar in considering an application by 1 or more of the parties for an extension of time under rule 1. 18.

Compare readings - Smart Custom Writing Samples

Compare readings - Smart Custom Writing Lacan?s Mirror StageAccording to Jacques (214), the mirror stage occurs when a baby, starting from six months finds out its own reflection in the mirror. The infant will then revolve towards the grown-up that is grasping it and begs that adult to prove with her or his appearance what it sees in the mirror that is the picture of a mastery not yet attained. The mind or consciousness can be categorized into three major patterns that control our lives and our needs. The three categories include the real, the imaginary and the symbolic order. Many of Lacan’s conditions for the occupied complication of the mind’s mechanism can be associated to the three main ideas that connect generally to the three major moments in the person’s growth as sketched in the Lacan’s module on psychosexual growth. The real order or perception is the state of nature from which we have been ceaselessly detached by our way into verbal communication and it is a period of wholeness which is later lost through the access into language (Jacques 195). This state of nature is a state of needs satisfaction and it involves the neo-natal kids that have no intelligence for any division between them and the outside world. An example related to this kind of state is an animal that is on heat as it refers to a need that is followed by a hunt for satisfaction.   This state goes on to apply its power throughout one’s adult life, as it is the astound against which all an individual’s desires and linguistic formation eventually fall short. The imaginary stage matches to the mirror stage and marks the movement of the issue from original need to command.   It is mainly self-centered even if it locates the period for the fantasies of wish.  Ã‚   For example as the kid starts to identify that its body is disconnected from its mother’s world it starts to experience nervousness that results from a feeling of something lost(Groves 320).  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Lastly, the symbolic stage involves language and narrative whereby as the kid goes into language, agrees the system and becomes able to handle others. This stage is made possible after acceptance. For example when the child accepts the name of the father he identifies the help of meaning and role of the symbolic stage (Groves 52). Work Cited Jacques, Lacan. The Mirror Stage.   New York: W.W Norton publishers. 2002. pp. 132-347 Groves, Leader. Introducing Lacan. Cambridge, UK: Icon Books Publishers. 200. pp.47-430

RESPONSE ESSAY SUMMARY SHEET Example | Topics and Well Written Essays - 250 words - 1

RESPONSE SUMMARY SHEET - Essay Example paper analyzes some common negative externalities, as well as possible ways through which government intervention may control and regulate these externalities. The study conducted in this paper is based upon a case study of the wastewater management system in Australia. The analysis of negative externalities in this case study is better approached by tackling the following three questions: 1. Explain what negative externalities are, and why there may be the case for government intervention to address them. Describe some of the ways to correct the negative externalities and the pros and cons of each method. Provide real life examples. An externality occurs when some activities by consumers or producers result in unintended direct or indirect effects over other unintended players in the market. Externalities may be negative or positive (Laffont 2008). In this case, negative externalities arise when the action of a party results in damage to other people without any form of compensation being awarded for that damage. Within the context of a business environment, a negative externality refers to a spill-over of an economic transaction that result in negative effects on a party that has no any direct involvement in the activity that causes the externality. Thus, the first party does not incur any costs for the repercussions on society while the second party gets no benefits from the effects inflicted upon them. Externalities constitute one of the many reasons that lead to government intervention within the economic sphere. Thus, it is because the production, consumption, as well as investment decisions made by households, individuals, and organizations or firms usually affect people who are not directly involved in the transactionsMost externalities fall into the technical externalities category. In this context, the indirect effects impact on the production and consumption opportunities of other people, though the cost of the product or service does not consider

Nurse-Authored features that use Web 2.0 applications Assignment

Nurse-Authored features that use Web 2.0 applications - Assignment Example http://www.ncbi.nlm.nih.gov/pmc/articles/PMC2605032/ While the use of media can be very important to the nurses and other providers of health care there have been more concerns about the use of the social media. Indeed, the use of Web 2.0 tools may derive legal or ethical issues. The use of Web 2.0 tools may jeopardize the privacy and confidentiality of both the employers and the patients. Nurses can breach privacy and confidentiality by posting a photo of the patient on the social medial or comment about a patient (Younger & Morgan, 2011). According to an American research, it is eminent that several nurses have been exposing their patient’s information on public websites. The nurses ended up facing disciplinary measures for their actions. It is also unprofessional for the nurses to use Web 2.0 tools inappropriately. For instance, a nurse can use the media to bully a colleague, this results from online criticism of colleagues. This breaches the code of conduct. This behavior can result in taunting the image of the healthcare professions (Younger & Morgan,

The Effects of Tax Avoidance

The Effects of Tax Avoidance Summary Tax avoidance has been a major menace in many governments worldwide. Therefore, this article will focus on tax avoidance by multinationals and the tax loopholes that motivate this unfair practice among nations. Companies such as Starbucks, HSBC, Google, Barclays bank and Amazon have been accused on more than one occasion of corporate tax avoidance. How do they go about this and get away with it? Do governments favor big corporations at the expense of domestic small and mid-level companies? At the end of this article, it will be clear and evident that indeed tax avoidance is morally wrong unless monitored under stringent government rules and regulations. In essence, this article focuses on the extent to which tax avoidance limits government expenditure (thus government spending) and the extent to which this problem affects the economy and society as a whole. The Moral violation of Tax Avoidance in a nutshell In these hard economic times of recessions and escalating unemployment in Europe and America, governments are implementing budget cuts in an effort to cope with national debts and the aftereffects of this global economic pandemic as a whole. Inflation reports have become the business norm of major mainstream media houses like CNN and BBC. It has become almost impossible to hear of a rise in employment levels or deflation in prices. What this means in essence is that as governments implement budget cuts, they also result to internal borrowing measures such as increasing taxes on goods and services in their respective local markets. At the end of the day, the ordinary hard-working citizen is left to grapple with how to balance an increasingly insufficient paycheck with ever-increasing prices of goods and services. It is because of this reason that tax avoidance shifts the tax burden from the evasive and tricky corporation to the honest middle and low income earning citizen. This is clearly a sign of tax bias practiced in broad daylight. The sad bit about this is that many governments don’t have stringent measures to punish such big ‘untouchables’. Is it that someone within is pulling the strings to ensure that justice isn’t upheld? Are these mysterious government entities ‘sufficiently compensated’ by tax avoiding multi-national corporations for a ‘job well done’? Because the interesting bit about tax avoidance is that it doesn’t amount to tax evasion. For instance, in 2011, the Google firm in the UK had amassed a whooping 395 million pound turnover. But as it turns out, the United Kingdom treasury only received 6 million pounds; an astoundingly tiny fraction of the profits. Similarly, Amazon had sales of 3.35 billion in the same year but contributed a mere 1.8 million pounds to the British Treasury . As absurd as these two randomly picked incidences sound, what these companies did was legal. Essentially, no laws were broken despite the moral absurdity of such obvious, draconian and potentially ‘tax evasive’ actions. Why aren’t there any laws to address such malice? Does it mean that someone is not doing his job and is being paid by these multinationals to keep quiet? Because at the end of the day, money is power thus more money translates to more power; to control, to manipulate, and eventually, to destroy economies and thus the society as a whole. The problem with tax avoiding firms is that their global market presence translates to humongous profits. This of course means too much money and thus too much power. And unfortunately, their power exceeds that of many government officials who are more than willing to do their devious bidding for that ‘extra pound’. Just taxation practice is based on the tenets of fairness and equality across the board not just within the circle of multinationals, but also within economies as a whole. The entire population has got to be convinced that the burden of tax is evenly spread across varying income levels and corporate profits. Tax avoidance by ‘the elite’ however brings about unnecessary tension due to economy class favoritism that’s making someone bear more unjust burden than he ought to. When the citizenry sees such tax injustices, then it’s bound to demand for the law to curb such dubiously lawful menaces. Facts supporting the moral absurdity of tax avoidance and how some countries are curbing the menace Tax avoidance potentially amounts to financial impunity. Incorporated tax laws with gaping holes and obvious loose ends are the biggest aids of tax avoiding multinationals (Samuel, 2005). In essence, firms are subject to business taxes whereas individual income earners are subject to personal taxes. For firms to practice tax avoidance in business taxes, they usually relocate their branches to offshore tax havens thus registering as alien business entities offshore. This makes firms avoid generating income onshore more and more with every alien business subsidiary that they register offshore. Thus, American based Google and Amazon avoid paying taxes in the UK by being classified and registered as non-resident business entities. This entitles them to avoid being taxed not only as resident businesses, but also as resident alien businesses. This is despite the fact that they enjoy all government rights and services similar to resident businesses in the host offshore havens. This in turn makes them pay less taxes to the American tax collector, also known as the IRS. FTSE 100 firms and Banks based in the UK are also key culprits in this menace, with 38% of their subsidiaries located in tax havens. High street banks such as The HSBC, Barclays bank, Lloyds and IBS have a combined total of 1,649 companies (Action Aid). A unanimous FTSE company is claimed to have transferred pricing payments so as to enable a whopping 100 million pound shift from subsidiaries based in developing country into tax havens where a ridiculously lower tax rate is incurred. A lack of stringent regulations on transfer pricing leaves loopholes for tax avoidance as taxable profits move to tax havens without breaking any law. Luxemburg, Liechtenstein principality, Delaware State, Nauru and Cayman islands are in fact the leading offshore tax havens that are menacingly unregulated and house profits that extend to dealings in drugs and arms trade. While in host offshore havens, these multinationals are usually private and secretive in regards to their finances thus raising eyebrows in regards to the integrity of their financial reports. The ignorance, inability and inexperience of developing countries such as China, India and Brazil to deal with the tax avoidance menace further aggravates the situation (Phyllis, 2003). This also brings in the problem of the inability to measure precisely how much worth of tax avoidance has been practiced in these countries. Multinationals are actually taking advantage of this by rapidly expanding their offshore investments to the detriment of offshore haven governments which don’t benefit from such investments as they ought to. For instance, the budget deficit for the Chinese government amounted to 3% of its GDP. Also in Mexico, it’s estimated that a whooping 40% of its entire citizenry might be untaxed (Gori, 2001). This goes to show how the citizenry in itself can be its own worst enemy when it comes to combating tax avoidance within resident businesses (Das-Gupta 1995). India has also been a victim too considering the fact that tax revenue percentage of GDP dropped sharply from 9.8% in 1991 to 8.95% in 1999. Exploding liberalization in these developing countries has sparked massive inflow of foreign investments. In fact, when direct foreign investment recipients are considered by merit, Brazil, China and Mexico have been at the zenith of this list for the past ten years. European, American and Japanese multinationals have been the biggest contributors to this direct foreign investment inflow thus playing key role in the growth of these developing economies. Interestingly enough, the local businesses have not enjoyed the chunk of foreign trade since related multinational firms in these tax havens control a majority of foreign trade (Chan, 1998). They do this by exercising sophisticated profit shifting mechanisms via manipulation of prices to dodge stringent measures enforced upon foreign exchange hence significantly cutting down on uncertain socioeconomic outcomes. In essence, intermediaries and basic raw materials are over invoiced while at the same time exports are underpriced thus enabling record tax avoidances. The Chinese open-door economic reform has made it maintain its enviable position as the greatest absorber of foreign direct investment (FDI) among developing nations to date. For instance, according to the 2002 United Nations Economic report, China got 28% of all FDI flowing into developing nations in 2001. The year 2002 was particularly good for FDI enterprises in China as 409,000 foreign investment enterprises were approved with a net worth of 425 million USD. Consequently, foreign direct investments in China have been key to its economic growth. The evidence is quite clear when it’s considered that 52% of China’s imports and 50% of its exports can be attributed to foreign investment enterprises (FIEs) within the country. Yet strangely enough, a resounding majority of these foreign investment enterprises is reporting record losses despite expanding at an astronomical rate. This automatically entitles them to avoid taxes. Tax avoidance escalated sharply in 2000 with a record $1.22 billion worth of noncompliance being reported ( Ming, 2001). This sparked a sharp rise in tax related audits in 2001. Brazil on the other hand exercises some fairness in taxation by taxing local and alien enterprises similarly. In fact, tax rules and laws applied to limited liability companies and corporations alike are similar irrespective of whether the firm is resident or non-resident. This is because foreign enterprises prefer taking the forms of corporations and limited liability companies. But interesting to note is the fact that limited liability companies aren’t obliged to disclose their financial reports to the public. However, corporations possess the comparative advantage of raising capital through IPOs (Initial Public Offers) of the share capital. Brazil has however come under sharp criticism as having a sophisticated taxing mechanism that hinders its business competitiveness globally. Despite this obstacle, the country has proven to be less naà ¯ve when it comes to dealing with tax avoidance incidences by adopting the principle of ‘If you can’t beat them, then join them.’. This is because it has taken advantage of tax avoidance tendencies by FEIs by offering tax incentives for establishment in distinct underdeveloped regions. For instance, a 50% tax cut on income is offered by the Brazilian government to industrial and agricultural enterprises that establish themselves in the marginalized and less developed North East and Amazon regions. In addition, a firm that sparks development in industrial technology has the right to an incentive on technical services and a 50% tax credit discount on royalties. Expatriates who have achieved the status of Brazilian residents are also obligated to pay a progressive income tax on their worldwide paycheck up to a maximum of 27.5%. This is because taxation upon individuals is implemented on cash basis. A factor to consider is that expatriates are considered residents if they’ve domiciled in Brazil for more than a year. Brazil also tackles tax avoidance by taxing a 25% withholding tax on nonresidents living in tax havens compared to a 15% withholding tax on those who don’t. This is because nonresidents are entitled to royalties, dividends and interest. When it comes to transfer pricing, proper laws that are compatible with OECD have been enacted to ensure the proper determination of import and export prices. Conclusion The rationale behind payment of taxes is that we owe a duty to three entities; namely to the state, the community, and last but not least, to God. Therefore in as much as tax avoidance is morally unjustified and inexplicable, it is distinctively clear that governments worldwide should take the initiative to curb this menace. Better still, governments can take advantage of the situation and enact sound laws that create morally acceptable tax avoidance, such as tax incentives and tax breaks offered by the Brazilian government to develop marginalized areas and to spark innovative development. That way, an equitable tax basis is maintained and society is generally happy to share the burden of tax on the basis of a non-secretive, convincingly just and morally acceptable manner. Work Cited Jesse A. Schmitt Legal Off Shore Tax Havens: How to Take LEGAL Advantage of the IRS Code and Pay Less in Taxes Atlantic Publishing Company, 2008 Phyllis Lai Lan Mo Tax avoidance and Anti-avoidance Measures in Major Developing Economies Greenwood Publishing Group, 2003. Alain Deneault Offshore: Tax Havens and the Rule of Global Crime New Press, Jan 24, 2012 Samuel Blankson Tax Avoidance a Practical Guide for UK Residents Lulu Press Incorporated, 2005. Ronen Palan, Richard Murphy, Christian Chavagneux Tax Havens: How Globalization really Works Cornell University Press, Feb 1, 2013

Internship Report(Hr Development)

â€Å"HUMAN RESOURCE MANAGEMENT PRACTICE† A study on Mithun Knitting And Dyeing Ltd, CEPZ, Chittagong [This internship report is submitted for the partial fulfillment of the degree of Bachelor of Business Administration (BBA) with major in HRM] Prepared by: Md. Nazrul Islam Khan Matric No: B063061 BBA (Major in HRM) Autumn-2010 Department of Business AdministrationSupervised by: Mr . Nazamul Hoque Assistant Professor Department of Business Administration Internship Duration: 30th march’11- 30th June ’11 Date of Submission: 9th June’ 2011 Signature of the Supervisor Department of Business Administration Faculty of Business Studies International Islamic University Chittagong Date: 9th June ’2011 To The Head Department of Business Administration International Islamic University Chittagong Sub: Submission of internship reportDear Sir, With due respect and humble submission to state that I’m a student of BBA, Major in HRM, in your faculty . I have successfully completed my internship in Mithun Knitting and Dyeing Limited, on Human Resource Practice. I tried my level best to cover the report with relevant information that I have collected during three month internship period. Garments officials have also cooperate to make this happen.During this time they shard their knowledge and to me to know about various Garments activities. I beg your kind excuse for the error that may take place in the report in spite of my best effort. I believe that you would be kind enough to accept this report and evaluate with your sagacious judgment. Sincerely yours MD. NAZRUL ISLAM KHAN Matric No: B063061 BBA (Major in HRM) Autumn-2010 Department of Business Administration International Islamic University Chittagong Acknowledgement: First I would like to thank to almighty Allah for giving me the patience, courage, assiduous and expansion of mantel faculty to prepare this report.It is an immense pleasure to me that this report is the out come of my dedicated effort to prepare a standard report and know in details about the HUMAN RESOURCE PRACTICE in Mithun Knitting and Dyeing Ltd. At the very outset, I would like to take this opportunity to express my honorable supervisor Mr. Nazamul Hoque, department of Business Administration , IIUC, for his valuable suggestion and cooperation. I also like to thank my coordinator of my BBA program. I would like to thank Mr. Bashir Ahmed (Manager, Admin) and Mr. Abdus Sobhan(Sr.Officer,admin & compliance), for their continuous support ,inspiration and giving me uncountable support to prepare this report . Without their help, its not possible to me complete this report. I also very much pleased to Mr. MD. Showkat Hossain(Asstt. Manager,Commercial) of MKD, to giving me the chance to start my internship in MKD. My sincere thanks go to the others who were involved and helped me directly and indirectly in preprinting this report as well as my faculties, IIUC. Executive Summary: Human Resourc e Management is one of the major fields of the study in today’s business world.Human Resource Management means â€Å"To care for people or look after people, to manage affairs†. Its simple meaning is â€Å"Management of affairs and looking after people† HRM is a process, common to all group, effort public or private, civil or military, large scale or small scale. It is a process of managing effectively and smoothly the functioning of institute governed by its rules and regulations. The main motto of preparing this report is to know the details of HR practice in MKD. All of you know that HR is a social science and talk of time in today’s world. HR play pivotal role in smooth operation of organization.British Institute of HRM defines HR as that part of management concern with people at work and with their relationship within an enterprise. HR Department does an important role in MKD ltd. Through this report I will understand about my practical experience in HR practice in MKD ltd. I also make you understand about brief idea of MKD ltd. They practice HR for employee selection, increment policy, auditing, training program, about the whole thing of HR practice in MKD ltd. And also add recommendation and conclusion. Table of Contents Chapter: 1 1. 0| Background of the study| 1. 1| Introduction| 1. 2| Objectives of the study| . 3| Methodology of the study| 1. 4| Scope of the study| 1. 5| Limitation of the study| Chapter: 2 2. 0| About MKD Ltd. | 2. 1| A brief company profile| 2. 2| Production facility | 2. 3| Major products| 2. 4| Business procedure| 2. 5| Group profile | 2. 6| Vision| 2. 7| Values | 2. 8| Objectives| 2. 9| MKD performing following buyers| Chapter: 3 3. 0| Organogram of MKD department| 3. 1| Various department| Chapter: 4 4. 0| Meaning of HRM| 4. 1| Function of HRM| 4. 2| HRM practice in MKD Ltd. | 4. 3| Recruitment policy in MKD Ltd. | 4. | Employee selection of MKD| 4. 5| Selection process| 4. 6| Selection policy| 4. 7| Training & Development| 4. 8| Training for| 4. 9| Benefit of training| 4. 10| Training method| 4. 11| Training place, duration & trainer| 4. 12| Training evaluation| 4. 13| Training program | 4. 14| Compensation| 4. 15| Some other compensation for| 4. 16| Payment of wages | 4. 17| Worker not entitled to compensation| 4. 18| Performance appraisal| 4. 19| Who will be apprised| 4. 20| Methods of performance appraisal | Chapter: 5 5. | Findings| 5. 1| Recommendations| 5. 2| Conclusion| 5. 3| Reference| Appendix: Chapter-1 * Introduction of the study * Objectives of the study * Methodology of the study * Scope of the study * Limitation of the study 1. 0 Background of the study: INTRODUCTION: Knowledge acquisition is the foremost duties of a student, knowledge can be gained through a process of stages such as reading, writing, visual, touching and doing it practically. As a part of my BBA program, internship is required for the course. Internship program blends practical knowledge with the theoretical thought.Undoubtedly this is the very inception period of any individual career. As a part of requirement, I did my internship at Mithun Knitting & Dyeing Ltd. ,on HRM for three months, which equipped me with different tools and mechanism that is practiced in different profitable and non-profitable organizations through out the world in a social responsible manner. The internship program not only creates opportunity for the student to acquire first hand information on a giving subject but also wide field of information and knowledge for them. I am assigned the internship program with the aim of practical knowledge on HR Practice in MKDL. 1. . Objectives of the study: It is important to know about the objectives of MKDL. Every activity has some specific objectives. The main and foremost objectives of the study are to know in details activities of HR practice in MKDL. The other objectives are as follows: 1. To acquire practical knowledge and experience on HRM practice i n MKDL. 2. To find out the existing HRM activities on MKDL, CEPZ, Ctg. 3. To know the industrial relation between employers, employees, workers, trade union and Government (BEPZA). 4. To identify the problems relating to HRM in MKDL. 5. To provide suggestions to overcome the limitations of HRM in MKDL. . 3. Methodology of the study: The current study has been conducted through collecting data from primary as well as secondary sources. The sources are interview with the management and employees. Organization’s service rules, policies, procedure and records. * Primary data: Primary data have been collected by observation of MKDL human resource department. Discussion with the officials and resource professionals at this organization. * Secondary data: Secondary data have been collected from the available and relevant magazine, journals, reference book and visit MKDL website. 1. 4 Scope of the study:This study is confined with MKDL only. I have prepared my report on the basis of gathered knowledge, experience and performed during my internship report. I have made all possible efforts to submit this report. I tried my level best to collect data from the MKDL HR department. I have a practical knowledge about EPZ sector and also to know how all company in this area make a vital role in Bangladesh. 1. 5 Limitation of the study: Every activities of the world have some limitation. I face some limitation to complete my internship program. Some are given below: 1. I have no previous experience to conduct the research work. . Some information is so confidential that the authority is not allowed to provide this information. 3. Due to the strategic decision some crucial information is not possible to collect. 4. I start my internship program lately so, its not possible to me arrange a best internship report. 5. Garments and Footwear organization are a wide part of out economy but there is no information available in our newspaper or other media. It is the biggest limi tation for data collection. Chapter- 2 * About MKDL * A brief company profile * Production facility * Major product * Business procedure * Group profile Sister concern * Vision * Values objectives * MKDL’s buyer list 2. 0 About Mithun Knitting and Dyeing Ltd: MKDL getting to be one of the best and diversified business groups in Bangladesh. They are still continuing on the journey of growth, diversity and achievement our growth has been one of the most significant in each area of operation. This made possible by the strong drive of the management and continuous dedication hard work of the rest of their team. MKDL total workers are 629; the HR department facilities these workers. Moreover for their contribution the economy of our country is running. . 1 Company Profile Name: Mithun Knitting and Dyeing Limited Year of Incorporation: 1991 Year of Business Commencement: 1991 Commercial Operation: September: 1993 Legal Form of the Company: Public Limited Company Corporate Office: S ena kalian Bhaban Suite No. 904, 9th Floor 195, Motijheel C/A, Dhaka-1000, Bangladesh Tel: 880-2-9551918,9551890 Fax: 880-2-9564929,9553880 E-mail: [email  protected] net Location of Factory: Plot No. 43-46, Sector-4, Chittagong Export Processing Zone South Halishahar Chittagong-4223, Bangladesh Tel: 800-31-741281,740220 Fax: 880-31-740427E-mail: [email  protected] net Business: Circular knitting, dyeing, finishing and knit Garments Product Range: Fabrics Single Jersey, Interlock, Rib, French Terry, Flat knit (collar & cuff) Fleece Product range: Garments T-shirt, polo shirt, ladies tops, ladies singlet, fleece jacket, sweat shirt, pajama, tank top Capacity: Knitting-13500 kg/ day, Dyeing-white-12375 kg, color-10740 kg/day Garments-basic T-shirt-10000 pc/day, polo shirt-5000 pc/day Authorized capital Tk. 100000000 Paid up capital Tk. 50000000 No. of Employment Skilled-224, Officer-16, Stuff-75, Samiskilled-314, Total=629Origin of machinery USA, Germany, ITALY, Sweden, England, K orea, Japan, China, Taiwan, Singapore, Hong Kong, India, Bangladesh 2. 2 Production Facility: * Knitting section * Dyeing section * * Finishing section * Fleece section * Garments Section 2. 3. major products: * Polo shirt * T-shirt * Fleece jacket * Pajama 2. 4 Business PROCEDURE: * Order Execution : * Lead time: 90 days for new orders and 60 days for repeat order. * Production process time: 14 from the date of receipt of materials. * Mode of Payment: * LC at sight with FOB basis. * CMT basis, payment by TT * Documentation: FOR LC: Original documents to be sent through Bank to Bank as per LC. * FOR CMT: * OPTION-1: original documents to be sent through bank to bank to bank and consignee of BL will be any Bangladeshi bank. * Option-2: If need to send original documents directly with customer as consignee in BL, need to make payments in advance. 2. 5 Group Profile Mithun Knitting and Dyeing Limited is the parents company of their group. The other sister companies of the group are as follows: 2. 5. 1 Sister Concern * Toyo Composite Ltd. Established in 1991 * Pure Cotton Knit Ltd. Established in 1991 * Bangos Biscuits Ltd. Established in 1991 Tallu Spinning Mill Ltd. Established in 1990 * Mithun Knitting and Dyeing Ltd. Established in 1991 * Radio Today FM. Established IN 2006 2. 6 MKDL Vision: To be: * Best quality and right time shipment of the products * The most cost effective procedure of quality products and its item * The best example of an international export oriented company in Bangladesh. 2. 7 MKDL Values: * Team player * Excellence * Responsible * Appreciation * Living * Caring 2. 8 MKDL Objectives: * 100% Safety Record * 100% Delivery on Time * 100% Quality Fine Time * 100% Commitment * 100% Utilization of Resources . 9 MKDL performs the following buyers: * Crocodile * Carrefour,Zara * Dullards * GAP, Sears * Zellards * Otto * Auchan * Carriefore * Neckerman/ Ackerman * Peacock * Answer Mode GMBH * QUESTION Fashion BV * Reebok MKDL maximum buyer is from UK, Germany and Europe side. CHAPTER – Three Department of Mithun Knitting and Dyeing Limited * Organogram of MKDL * Various Department of MKDL | Various Departments member in position:| SL. #| NAME| DESIGNATION| 1| MR. BASHIR AHMED| Manager (Admin)| | Mr. Md. Nurul Islam| Asstt. Manager (A/c's)| 3| Mr. Moin Uddin ahmed| Asstt. Manager(Knitting)| 4| Mr. Md. Showkat Hossain| Asstt. Manager(Commercial)| 5| Mr. Probir Ranjan Dey| Asstt. Manager(Dyeing)| 6| Mr. Jahangir Alam| Asstt. Manager(Mercendiser)| 7| Mr. Jahangir Alam| Sr. Asstt. Engineer)| 8| Mr. Abdus Sobhan| Sr. Officer(Admin; Compliance)| 9| Mr. Shahidul Islam | Sr. Marketting Executive| 10| Mr. Md. Shafiul Azam| Accounts Officer| 11| Mr. Md. Shah Alam| Development ; Security Officer| 12| Mr. Shahidul Alam | Officer(MIS)| 13| Mr. Seddiqur Rahaman| Sub. Asst. Engineer| 14| Mr.Maksud Ali Mridha| Jr. Store Officer| 15| Mr. Keramat| Jr. Production Officer| 16| Mrs. Sultana Karemunneesa| Jr. Officer(DATA COLOR)| 17| Mr . Harun-Or-Rashid| Jr. Officer(Store)| 18| Mr. syed Mizanur Rahaman| Jr. Production Oficer (Dyeing)| 19| Mr. Boadrul Islam| Jr. Production Officer(Knitting)| 20| Mr. Shamim Chowdhury| Jr. Officer(Welfare ; Complaince)| 21| Mr. Gias Uddin| Jr. Officer(Garments)| 22| Mr. Md. Mahafizul Hoque| Jr. Executive (Marketing)| Chapter – Four HRM as practiced in MKDL * Meaning of HRM * Function of HRM * HRM practice in MKDL * Employee selection * Selection process * Selection policy Training ; Development * Training for * Benefit of training * Training method * Training place, duration ; trainer * Training evaluation * Training program are * Compensation * Some other compensation for * Payment of wages * Worker not entitled to compensation * Performance appraisal * Who will be apprised? * Method of performance appraisal 4. 0 Meaning of HRM: â€Å"MANAGEMENT of human resources is the function of all enterprises which provide for effective utilization of people to achieve both the objecti ve of the enterprises and the satisfaction and development of the employees† (Glueck, Management).Allah the almighty has endowed human beings with the power inherent in them which if nursed, nurtured, cultivated, developed and sharpened can unveil the secrets of nature. Human beings become human resource when their skills and abilities developed to undertake some productive activities that are useful to them and to their society. 4. 1 Function of HRM: 1. ACQUISATION: * Human resource planning * Recruitment * Internal * external * Employee socialization 2. DEVELOPMENT: * Employee training * Management development * Career development 3. MOTIVATION: Job * performance evaluation * rewards * job evaluation * compensation benefit * discipline 4. MAINTENANCE: * Safety and health * Employee / lab or relationship 4. 2 HRM practice in MKDL Organization has big impact upon its human resources development and managerial activities. Organization structure influences personal activities wi thin the department as well as relation with others whom it is to serve. That is way MKDL also practices in HRM. Human Resource Department maintains some policy. That also followed by the employee, employed and worker.The policy aims are: Achieving, the main objective of the organization, creating committed employees, developing trained personal, recognizing trade unions as representative of worker, consultative service to employees, delegation of authority, co-operation to and from employees, security of employment, opportunity for growth, fair wages and salary, objective evaluation of work. MKDL played a vital role in society. MKDL have HR department since 1993. Because it is an export oriented organization. HR department maintain policy and they work for the whole organization, as well as for the worker mainly.HRM Practice in MKDL some kinds are given below: * Recruitment policy * Selection * Training and Development * Compensation * Performance Appraisal 4. 3 Recruitment Policy in MKDL: RECRUITMENT is a linking function joining those with jobs to fill and those seeking job. The objective of MKDL recruitment policy is to develop a group of potential qualified people. The recruitment processes attracts qualified applicants and provide enough information for all kind of employees. Hiring the right employee is a challenging process. Hiring the wrong employee is expensive, costly to work environment, and time consuming.Hiring the right employee, on the other hand, pays back in employee productivity, a successful employment relationship, and a positive impact on total work environment. There are six kinds of employees or workers: 1) â€Å"Permanent employees† is an employee who has been engaged on permanent basis after complete of his/her training. 2) â€Å"Temporary employees† is an employee who has been for work that is temporary basis. The electrical engineer is MKDL temporary employees. 3) â€Å"Probationer† is an employee who is provisi onally engaged to fill a permanent vacancy in a post and has not completed the period of his / her privations. ) â€Å"Employee on contract† is a person with who employed on contract basis. The auditors of MKDL are contract basis. 5) â€Å"Apprentice† means a learner that paid an allowance or fixed pay during the period of his/her training. 6) â€Å"Casual† means a worker whose employment in casual basis. 4. 3. 1 MKDL Recruitment Sources: There are two sources of recruitment . These are internal and external sources of recruitment. MKDL mainly follows the external sources for recruitment. One main thing is that MKDL is a public Ltd company. Then the recruitment policy is given below: * Advertisement on newspaper Hang on notice in front of MKDL main gate * Internet ads in there website. 4. 3. 2 Personal File: MKDL maintains a personal file for their worker that is part of recruitment policy. In a personal file each worker some record are their. This are: * Applic ation * Picture * Age certificate * Medical certificate * National certificate * Educational certificate * Appointment letter * Confirmation letter * Increment paper * Any disciplinary letter 4. 4 Employee Selection of MKDL: To select is to choose selection is a screening process. It is the process of picking who have relevant qualification to fill jobs in an organization.MKDL selection objective is to select the right candidate who is physically fit, intelligent and done their job perfectly. 4. 5 Selection Process: There is some process to select employees and worker. MKDL follow these procedures to select best employees to their company for a better output. The process are given below which is follows by MKDL. 4. 5. 1 Reception of Applicant. 4. 5. 2 Preliminary Interview. 4. 5. 3 â€Å"Filling an Application Blank† which provide brief history of an applicant’s background. 4. 5. 4 Employment Test: MKDL follows some procedure to select their employees.Their selection p rocedure test is reliable and valid. Tests aimed at predicting future success on their job. Verities of test usually used as selection tools. * Intelligent tests * Aptitude tests * Achievement tests * Interest tests * Personality tests For the types of employee or worker HRM department of MKDL choose the one of test. 4. 5. 5 Interview: MKDL is a garments company they have worker for factory and employees for several department. To select worker and employees it is different from each other. There are six kinds of employees. For that reason, they follow different types of interviews.Types of interviews: * Non – directive interview * Patterned interview * Situational interview * Panel interview Interviews process: HR department of MKDL have identified certain steps while conducting interviews. * Preparation: selecting the interview process to followed. HR department expertise arranges and selects the employees. * Reception: The interview started on time. * Information exchange: Applicant’s must know what they are applying for and they have to know the idea about it. * Termination: Interviewer’s personal opinions and applicant’s performance basis HR department select the employees. Evaluation: After the interview process HR department select the candidate for next process. 4. 5. 6. Background of Reference checks: Good reference check, when used sincerely will fetch useful and reliable information about the candidate. 4. 5. 7. Preliminary selection in HR department: HR department select the employee or worker. 4. 5. 8. Physical examination: All applicants’ must a medical certificate in MKDL HR department. 4. 5. 9 Placement: Then the following departments select the employee or worker and they should place. 4. 6 Selection policy: In the selection policy, an applicant must have some education qualification.For worker: Workers must be pass min. class eight. For employees: They must be complete their graduation. In addition, for high er level applicant must complete masters’ degree. 4. 7. Training and Development: Training and Development has been always an essential part of human life, particularly in working environment. Workers performs better if they are training in the skills necessary for thir jobs, and managers are better leaders if they are trained up with these skills. 4. 7. 1 Why training is essential in MKDL: Training is essential in MKDL for improve their quality, increase production and improve organizational climate.Because MKDL’s main theme is produce high quality product. For that reason whole organization employees needs training and develop their skill. It important for: * Economy in operation * Minimization of supervision * Better performance * Increase in morale * Uniformity in performance * Effective control 4. 7. 2. Reason for employee training and development: Training and development can be initiated for a variety reasons an employee or a group of people: * When a performanc e appraisal indicates performance improvement is needed. * To benchmark the status of improvement so far in performance improvement effort. As part succession planning to help an employee be eligible for a planned change in role in the organization. * To train about a specific topic. * As part of an overall professional department program. * The operation of a new performance management system. 4. 8 Training For: MKDL has been arranging some kind of training: For worker: * Behavioral training * Technical training For official: To get more efficient officer MKDL arrange some training which a part of their job. Some training fir the technical officer specially arranged. 4. 9. Benefit of training and development: * Increase job satisfaction and morale among employee. Increase employee motivation. * Increase efficiencies in processes, resulting in financial gain. * Increase capacity to adopt new technologies and methods. * Reduce employee turn over. * Enhanced company image e. g. conduc ting ethics training. * Risk management e. g. training about sexsul harassment, diversity training. 4. 10 Training method at MKDL: MKDL provides two types of training that is on the job training and off the job training. The best technique for one situation may not suitable to other situation. ON THE JOB TRAINING Employee or worker coached and instructed by skilled co-worker.By supervisor, by the special training instructor. MKDL also provides various types of on the job training these are coaching or understudy, job rotation or special assignment. Coaching: Coaching method, which also known as internship and apprenticeship method, the employees/ worker is, trained on the job by his/her immediate supervisor. Apprenticeship: In MKDL the person who appointed under apprenticeship, they supervised through their supervisor and they have three months for apprentice period after successful completion of apprenticeship period they appointed as a regular employee/ worker.Job trainee: A manag ement or HR department selects a trainee who moved from job to job at certain intervals. Specials assignment: MKDL provides lower level executives with first hand experience in working an actual problem. Off the job training: Off the job training means that training is not part of the everyday job activity. In MKDL training program, do not arrange by them. BEPZA selected one officer for training and it arrange in outside from the organization. Off the job method following that method. Lecture: It is an old method. Selected expertise gives some lecture to the trainees Conference:Participant gain knowledge and understanding by attending these conferences. Group discussion: Group discussion exchange of ideas and opinions take place which help the participants to develop leadership qualities. Case studies: The case based on actual business situation are prepared and given to the trainee managers for discussion and arriving ata proper discussion. Role playing: The trainer use this method for develop the employer human relation and development of leadership qualities. 4. 11. Training place, Duration and Trainer: Place: MKDL only arrange training program for their worker and the apprentice.BEPZA select the place for the training program. Duration: The training program depends on training objectives. Sometimes for long time or some time for short time. For the apprentices training program arrange for three months. Trainer: For the worker and new employee’s trainer are the upper levels of the worker. However, off the job training, trainers are outside if the organization. 4. 12. Training Evaluation in MKDL: Training evaluation model starts with training need assessment it means that what kind of training are essential for smooth operation of the company.MKDL evaluates TNA by the process of employee or the worker working condition or it called yearly secrete report. 4. 13. Training Program are: * Personal proactive equipment: * First aid * Fair training or dealer * Health and safety * Awareness safety about toxic hazard * Awareness aids 4. 14. Compensation: MKDL compensation systems policies are given below: Gradation of workers| Minimum wages| Remarks| i. Apprentice | US $20(consolidated)| Training for 3 months; may be extended for another 3 months in the maximum. | ii.HELPER| a) US $30 b) US $25| ON completion of training, a works becomes permanent unless terminated during the training period. | iii. Junior operator(Jr. )| a) US $36 b) US $30| A helper, when allowed to operate a. m. chain, shall be deemed to have been upgraded as a Jr. operator. | iv. OPERATOR| a) US $45 b) US $40| A Jr. operator shall be promoted as an operator on completion of 2 years service as such. | v. Sr. operator | a) US $50 b) US $45| An operator having served of 2 years as such shall upgrade as Sr. operator. | vi. High skilled| a) US $58| On completion of 2 years service as a Sr. perator,a worker shall be eligible for promotion as high skilled worker but subject to attaining required skill. | 4. 15. Some other compensation for: * Maternity benefit: A female employee who has completed minimum of six month service shall be entitled on application to maternity leave with pay for eight weeks after confinement on ground maternity. No female worker is entitled to such kinds of maternity benefit if she has two or more children. * Festival leave: Every employee allowed at least eleven days festival holiday with pay in a calendar year. * Compensation for injury sustain while on duty. Every worker shall be entitled to casual leave with full wages for ten days in a year. * Every worker shall be entitled to fourteen days sick leave on half average wages in a year. 4. 16. Payment of wages: * For employee paid on monthly basis , salary paid within the 7 days of the month. * For employee paid on weekly basis, wages by the first working days of the work. * For terminal employees, termination benefit and any other dues payable to the terminated employee pa id within 7 days from the date of termination. * Overtime wages: Overtime wages given MKDL by this method: Basic salary *2*OT Hours/208 * Provident fund:The provident fund given by this method: Basic salary *8033% 4. 17. Worker not entitled to compensation in certain cases: * If worker does not present himself for work at the appointed time during normal working hours at least once a day if so require by the employer or lay-off is due to unauthorized absence from work by workers in another part of the employer. * If worker refuse to accept on the same wages. 4. 18. Performance appraisal: Performance is something a single person does. This differentiates it from more encompassing constructs such as organizational performance or national performance which are higher level variables.Job performance is a commonly use, yet poorly defined conceot in industrial and organizational psychology, the branch of psychology that deals with the workplace. It most commonly refers to whether a person performs their job well. Despite the confusion over how it should be exactly defined, performance is an extremely important criterion that relates to organizational outcomes and success. Among the most commonly accepted theories of job performance. 4. 18. 1. Why performance appraisal is important in MKDL: * PERFORMANCE APPRASIAL can serve as a useful basis for promotion or reward. It serves as a guide for formulating a effective training and development program. * Managers can identify employees who are performing at or above expected level. Then it may help to increase competition. * It identifies the employee’s good or poor performance. * It helps to understand that in which way employer improve their performance. 4. 19. Who will be appraise: * Self – appraise also included, it help to improve employees confidance level to work efficiently. * For worker their performance appraise by supervisor. * Consultant or the auditor appraises whole organization. 4. 20. Methods of performance appraisal:PERFORMANCE appraisal methods are available for judging the performance of the employees. In MKDL performance appraise by upper level of an employee. The method is called the confidential report or yearly secret report. And performance appraise by behaviorally anchored rating scale (BARS) CHAPTER- FIVE * Findings * Recommendations * Conclusion * References 5. 0 Findings: Due to my internship program I got some findings. Such as: 1. In MKDL both internal and external sources of recruitment are followed. 2. For workers, external sources of recruitment are followed. 3. For officers internal sources of recruitment are followed. . Immediate supervisor provide training to the workers in MKDL. 5. In selecting workers normally previous experience is highly considered. 6. Performance is evaluating by the boss/supervisor and it is done annually. 7. The relation is good between employers, employees, worker, trade union (WRWC) and (BEPZA). . 8. The have no internal aud itor. In MKDL HR department so the have to face problem to audit their report. 9. Supervisor are not more efficient that’s why the can’t supervise the worker properly. 10. The company does not pay the salary in due time, trough there is no problem to pay it timely. 1. The salary structure is below standard in some cases. The salary structure is insufficient comparing with present economic situation. 12. MKDL does not provide any transport facilities to their worker. Which is very necessary. 13. The maintain safety and healthy environment for their employees. 14. They arrange on the job training for their employees. 5. 0. Recommendations: For smooth operation of HR department the following task must be completed as soon as possible. 1. MKDL should provide the salary in due time because it helps the employee to give more concentration to the organization. . They should increase the involvement of employee in designing the training program. 3. Fire training and other inju ry training should be providing to the new workers. 4. Supervisor have to more effective because the motivate worker to do their jobs better. 5. Training should be evaluated properly. 6. HR department should recruit an internal auditor. 7. Company HR department should be free from any types of biasness especially on recruitment and selection process. 8. Salary structure should be updated and matched with the market situation.. 9.Company’s HR department should arrange more effective training program in order to increase the employee’s ideas and creative power. 10. The organization provides conveyance bill but when the work late night, they fall in trouble for the transportation. 11. More and more business professional should be appointed in training and development department and it should be off the job. 5. 2. Conclusion: Human Resource Department measures the organization strength in every respect. This aspect must from part of the organization strategic and administr ative thinking. Effort should constantly be made to improve the organization productive capacity.Human Resource is a key factor to consider in organizational development and must emphasized in responding the micro and macro environment changes of Bangladesh. MKDL played a challenging role in Bangladesh. Because MKDL REPRESENTIATIVE OF Bangladesh. For their contribution, our country economic growth increases. Our population directly benefited through the operation of the organization. MKDL and their sister’s company engaged to increase our economic growth. Bangladesh government should provide necessary opportunity for EPZ sector so that it can operate smoothly. . 3 References: 1. Profile of MKDL 2. Many official report of MKDL 3. Different officials and workers working area in MKDL 4. Web site of MKDL 5. Human Resource Management and Industrial Relation By Dr. Abdul Awal Khan Dr. Md. Abu Taher Appendix : Questionnaire for Management Staff: (Give the answer into the tick mark ( ) in the appropriate place) Officer name: Age: Department: Post Name: 1.Does your organization practice HR development? Yes No 2. Does HR department give extra priority to their employee? Yes No 3. Are you getting any extra allowance for training? Yes No 4. Do you get any facility (Lunch or Tiffin) during your office time? Yes No 5. Is your organization getting any suggestion from you if they needed any strategic decision? Yes No 6. In department of HR training and development officers are available? Yes No 7.Do you face any problem when HR department need some improvement for their worker? Yes No 8. What is the time duration of training? 3 month 6 month 1 year Questionnaire for Worker: (Give the answer into the tick mark () in the appropriate place) Worker name: Age: Department: Post Name: 1. Do you get facility from HR department? Yes No 2. Do you use any personal protective equipment?Yes No 3. Do you get personal equipment from your organization? Yes No 4. Do you get train ab out fire drill training? Yes No 5. After training program has your performance ability increased? Yes No 6. Are you get OT and provident fund amount from your organization? Yes No 7. Are you satisfied on your increment amount? Yes No 8. Who get the more priority for training program in your organization? Technical person Non Technical personMITHUN KNITTING AND DYEING LIMITED Annual Confidential Report (Officer) PART-1 (To be filled by concern employee) NAME (IN CAPITAL LETTER): Designation: Department: Date of birth: Age: Qualification: Joining date: Salary while joining: Last increment: Present salary: a) Basic salary: TK.Pay scale: b) House rent allowance: TK c)Conveyance allowance:TK d) Medical allowance: TK e) Other allowance TK TOTAL PART-2 TOTAL POINTS: 100 POINT SCORED: EXCELLENT: 91-100 AVARAGE: 51-70GOOD: 71-90 BELOW AVERAGE: 00-50 GRADE: Assessment of Dept. Head Signature with date: Name Designation: PART-3 (To filled by approving authority) Remark/ General/ Assessment: Approval:- Signature with date: Signature with date: Name: Name: Designation: Designation: