The Governments and States of Locke, Aquinas, and Essay Example For Students

The Governments and States of Locke, Aquinas, and Essay St. AugustineIn John Lockes Second Treatise of Government, he identifies a government that is of the peoples consent with his essential raison d;#900;etre being the preservation and protection of personal property. This type of government is extremely comparable with the type of government that St. Augustine describes in his work City of God, while at the same time contrasts the views of Aquinas in the ways a state should operate. The end goal of how each of these philosophers states purposes presents the greatest split between each of their philosophies. To understand how each of these philosophers states are similar and different from each other, a deeper analysis is necessary. The first and possibly most striking similarity between the states that both Locke and St. Augustine propose lies in the fact that both see the state as a necessary evil. Locke describes the perfect life as one in the state of nature, where there are limitless boundaries to freedom. Within these limitless bo undaries to do whatever you want lays the ability for others to do harm to you and your property, because they have complete freedom as well. In order to overcome this lack of security, Locke describes the state as a necessary evil which one must give up certain freedoms in order to be protected under the rule of law. This is similar to St. Augustine in the respect that within the world there are evil men who will do harm to others. Augustine argues that laws are necessary to make sure that people can live with the peace of mind that they are protected from the sins of others. We will write a custom essay on The Governments and States of Locke, Aquinas, and specifically for you for only $16.38 $13.9/page Order now One of the contrasting points the states of Aquinas and Locke possess is rooted in how each state should set up and decide their laws. Aquinas argues that we should set up our laws based on high morals, which all men could agree on, and on the high ideals of natural law. Locke disagrees with this in the respect that all men are Tabula Rasa, which begin life as blank slates and develop their views and ideas based on the experiences they are exposed to. According to Locke the men in the state of Aquinas would all have different experiences and place importance on different morals and ideals. Therefore, Locke argues that in order to have a legitimate set of laws, they must be based on very solid foundations which cannot be subject to argument. Such foundations would be the protection of property, as well as the preservation of an individuals personal rights and freedoms. The role of the government in the eyes of Locke is very simple. It is to protect the peace, safety, security, and pub lic good of the people. Locke arrives at this conclusion from the reasoning behind leaving the state of nature and entering civil society. We leave the state of nature (perfect freedom and perfect equality) in order to be free from being infringed upon by others. Although we must give up some of our freedoms for protection, they are small compared to the benefits of protection that we receive from civil society. To simplify things, we can simply refer to the role of government as to protect our private property. This private property includes our lives, personal rights, and physical objects. In order for the government to be doing its job correctly, Locke believes that all three of these must be protected. Aquinas is contrary to Locke in the respect that he believes the primary role of the government is to make its citizens better people. Aquinas believes that the citizens of a state will become moral if they are repeatedly forced to abide by laws that are based on virtue. According to Aquinas, man is a being that succumbs to sin. In order to make man more moral he needs to be constantly reminded of rules that are virtuous in their own right. The purpose behind these virtuous rules is that if man is forced to encounter them of a regular basis, eventually they will rub off of him and he will become virtuous himself. Aquinas would even say that the virtues that would be made into laws are divine, and to go against them would be to go against God himself. This idea that no one can oppose the government because of its divinity is a point that Locke opposes drastically. .u74f171aba53da4f7edc58504994ba3da , .u74f171aba53da4f7edc58504994ba3da .postImageUrl , .u74f171aba53da4f7edc58504994ba3da .centered-text-area { min-height: 80px; position: relative; } .u74f171aba53da4f7edc58504994ba3da , .u74f171aba53da4f7edc58504994ba3da:hover , .u74f171aba53da4f7edc58504994ba3da:visited , .u74f171aba53da4f7edc58504994ba3da:active { border:0!important; } .u74f171aba53da4f7edc58504994ba3da .clearfix:after { content: ""; display: table; clear: both; } .u74f171aba53da4f7edc58504994ba3da { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u74f171aba53da4f7edc58504994ba3da:active , .u74f171aba53da4f7edc58504994ba3da:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u74f171aba53da4f7edc58504994ba3da .centered-text-area { width: 100%; position: relative ; } .u74f171aba53da4f7edc58504994ba3da .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u74f171aba53da4f7edc58504994ba3da .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u74f171aba53da4f7edc58504994ba3da .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u74f171aba53da4f7edc58504994ba3da:hover .ctaButton { background-color: #34495E!important; } .u74f171aba53da4f7edc58504994ba3da .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u74f171aba53da4f7edc58504994ba3da .u74f171aba53da4f7edc58504994ba3da-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u74f171aba53da4f7edc58504994ba3da:after { content: ""; display: block; clear: both; } READ: Science Essay TopicLocke views all men in the state as equal on all levels, with no man in a state of inequality. This differs from Aquinas and St. Augustine whom believe that the leader (even a tyrant) was one which god placed above all others. In the government created by Locke, the citizens have every right to revolt against an oppressive tyrant. Locke believes this because the government is a body that is composed of the desires of the majority. If the government or tyrant is not abiding by the majoritys desires, then the people have a fundamental responsibility to install a new government. Obviously, this Lockean idea of majority rule is completely contrary to the div ine rule in the writings of Aquinas and St. Augustine. Overall, the main difference between the states that are presented by the three theorist lies in how they believe the citizens will bind to the political community. Locke believes that the preservation of rights and protection of property binds the citizens together. On the other hand, Aquinas and St. Augustine believe that the citizens will group around the idea that they are following the wishes and desires of a superior divine power, with ideological unison among the people. These two different views create rather different societies, each with its strengths and weaknesses. Arguments can be made on either side of the coin that one of the states is more durable than the other. When looking at them from an individual standpoint, it can be safe to say that people are more prone to siding with the Lockean state. The root of this resting in all individuals desire to have their ideas and opinions respected among others. The Lockean state provides a contingency for this with majority rule and freedom being placed above all others. The state outlined by Aquinas and St. Augustine does not; in the respect that the people in their state would be forced to follow the divine laws laid out for them with no contingency for personal beliefs. When looking at practical historical examples of these two states, we can see the Lockean version in the United States. Although still arguably young in respect to the rest of the world, the U.S. is a mixing pot of peoples from a plethora of different backgrounds and ideals. Within this melting pot everyone seems to get along because individual freedoms are not stepped on. Rather, the state and government is more concerned with protecting each individuals freedoms. People do not want to be told that there is only one version of right and wrong, which is exactly what the opposing state proposes. Examples of the type of state that Aquinas and St. Augustine present can be seen in some of the failed regimes of the past century. Prime examples of states that attempted to strive for the better good of its people, and failed, can be seen in both Nazi Germany and communist Russia. These states attempted to take each individual and force them into an ideal mold of what they wanted their citizens to become. Even though these societies succeeded for some amount of time, both have since collapsed and states in the Lockean from have arose out of their ashes. As aforementioned, both of the types of states presented have strong and weak points to ponder on. Both have rose to power at one point in time or another, although the Lockean state has remained where others have fallen. Overall, an argument can be made that in our modern world with globalization and a never ending mixing of cultures; the only way for a state to succeed is to put ideological ideals behind and look to protect the greater good by looking out for the peace, safety, and public good of its people.

Seven Considerations for an Ideal Job

Seven Considerations for an Ideal Job Free Online Research Papers In American society, the purpose of education is to acquire knowledge to apply toward your eventual job; the higher the degree of the education, the more professional, and thus the higher paying, the career. But little in our education actually helps us take a step back and discover what we would be good at, or interested in, or happy doing. Most people simple stumble into a career, and whether they are happy doing it is a matter of luck and happenstance, rather than planning. At the 30 year mark, I am starting a bit late with my career path, but that is how long it took to find what it is I wanted to do, and largely, I stumbled into it. It took years to find the questions I needed to ask myself, much more the answers to those questions. When it comes to my core skills, most of them revolve around dealing with people. I am an excellent communicator, with the ability to hear and answer questions perceptively. I pay attention to the people I am communicating with, and empathize with their point of view, giving clear answers. This is important, especially as I attempt to treat them. From my education and experience of massage therapy, I have found I am quite adept at putting people at their ease, the better to earn their trust as I attempt to sooth their aches. These skills lend to my ability to counsel people. To help them identify the cause of their ailments, and recommend a course of action to treat and prevent. I am an excellent evaluator. Paying attention to a client, both what they say and how they act, allows me to appraise and judge their condition, and extract the essence of what is bothering them. An excellent sense of a touch and manual dexterity helps me with the evaluation, as well as the treatment. By handling the problem areas, I can not only identify, but also communicate to them the source of their problem, and illustrate the proper treatment. This all takes precision, and a through grasp of the micro to be as accurate as possible. Specific treatments cannot be dealt with in a general sense. I must be able to communicate specifically if I am to counsel them on the proper treatment. My core skills of communicating, treating, counseling, evaluating, handling, and precision working are not just isolated areas I have some talent at, but work together and bolster the effectiveness of each skill as a whole set. My ultimate dream location to live and work is San Diego, California. I have always loved the ocean, and wish to live close enough to visit, if not on the coast itself. I hate the cold, and want to be someplace warm, with mild to no winter, and scorching hot summers. I do not want to live too close to my family, as I do not want to put up with the prospect of them stopping by unannounced, so central California or Nebraska is out. An upper-middle class neighborhood, with access to liberal private schools would be best for raising my child; someplace safe, but not isolated from the world and its problems. I want my daughter to have advantages, but not be spoiled or naive. As my main hobby is participation in the S.C.A., access to events is critical, but a couple hours drive time is convenient enough. Above all, the absolute one thing I will not compromise on is that my wife be happy there. My main interests revolve around the human body, and human potential. What people can achieve if they are willing to push themselves to physical and emotional limits. From this comes a distinct attraction to the martial arts, gymnastics, and swordplay. From this study has come the concept that to physically achieve requires emotional balance. A willingness to accept the world that is, rather than the world we want. As I hope to achieve a personal balance, so too I wish to help others achieve a similar state. I see the main obstacle to such achievement to be injury, whether it is a mild sprain or a blown joint. Such injuries are distinctly discouraging, leading to lethargy and abandonment. I would prefer to work inside. I like my own space, and enjoy the dependability of a controlled environment (hazaa to air-conditioning!). I can work outside, and do enjoy the outdoors; but still prefer a spa setting rather than nature. I know myself, and know that attempting to work from home simply would not work. Home contains too many distractions, and a thousand things I would rather do besides work. A commute, albeit a short one, would allow me time to switch ‘mental modes’ between home and work, helping to keep those two worlds separate. While I strive to maintain a professional demeanor, a relaxed atmosphere would promote the trust and communication I am trying to accomplish. Working hands on, one person at a time is also important. My clients need to feel that I am giving them my whole, unrushed attention; not pushing them through on the way to their payment. Late afternoon hours, say 10am to 7pm, would be ideal all around, perhaps with some weekend hour s to match my wife’s schedule at the time. It would allow me the freedom to take care of any family chores that need to be done, allow me to fit into the schedule of other professionals who must toil in the 8-5 world, and still spend a quiet evening with my wife. Though I prefer the independence of accomplishing my tasks on my own, it is always best to have the support of a team. Like minded individuals who share my profession, and can offer help or advise when warranted. When I am at work, I am at work. When I am at home, I am at home. I do not bring my work home with me, to interfere with my family life, nor do I let personal affairs detract from my professional performance. As such, I hope to work with people of a similar outlook. I am looking for work mates who take their job seriously, and accept that the environment will likely change to present new challenges. Adaptation, I have always felt, is the key to successful completion, rather than constant complaining. While I hope for a team effort, with those willing to pitch in and help where needed, I have always felt it paramount that professionals take responsibility for their own work. If the group constantly has to pick up the slack for an individual, resentment quickly sets in, destroying the team spirit that once prevailed. Personally, I have a certain pride. I wish to do my work, whatever it is, with quality and efficiency. I accept to the way things are, and do not waste my time complaining about ‘the way things should be.’ These are the values I hold most dear; personal values that I adhere to, and would very much like to see in those around me. It would be nice to find a way to promote self-sufficiency and acceptance in the people around me, but I just do not have the energy. In a therapeutic career, I would have a chance to get people back on their feet, literally. By pushing them, treating them, and counseling them, I can show them what can be overcome, and perhaps give them a glimpse of what could be accomplished. I hope to have a comfortable salary, but do not have the grand dreams or desires of a Maserati and a manor. My wife and I are planning on a two income family, with each contributing equally rather than adopting the roles of ‘bread winner’ and ‘home body.’ I am not looking for the inflated salaries or bonuses of a CEO, as I am not looking to be responsible for the performance of an entire company, or even the entire group. I see myself as part of a larger whole, but an independent part; accomplishing with the support, but not the interference of those around me. I think making $50,000 gross, riding the crest of inflation towards $100,000 around retirement, is reasonable for the 8+ more years of education I must invest in. Likely, we will have to pay for our own life and health insurance, while paying to put our little girl through private school. The S.D.S. workbooks I filled out states very specifically I should be a Medical Record Technician, with a Holland Code of CIR. My main Holland type of (C) is accurate enough. I am consistent and predictable. I have always had a talent for numbers, and am mildly obsessed with time. I like to have things organized out of convenience, more than putting them that way as a hobby. The secondary type (I) also fits. I am inquisitive, and seek knowledge and answers for their own sake. The final type of (R) is actually a trait I pride myself on. I choose to confront reality as it is, rather than as I wish; though I hate working with tools and machines. With my first two letters CI, my code has average consistency, and I would likely find great satisfaction in any conventional career. Even the values and self-perceptions associated with conventional types match me very closely; while my action mode and style are consistent with a realistic personality. Despite this, I dream of, and am striving for, a career in Physical Therapist, with a Holland Code of SIE. If the true measure of a man is what he does when no one is looking, then I am a social type all the way. Renaissance studies (I am an active member of the Society for Creative Anachronisms), military history, archery, swordplay, hiking; these are the subjects and activities that fill my idle thoughts and sap my free time. If the measure of a man is taken by the company he keeps, then I best fit an enterprising type. Adventurous, energetic, agreeable, self-confident, ambitious; while I may not describe myself that way, this is the list by which my friends identify me. Part of the confusion in nailing down my type may arise from the scoring of section three, careers in the Holland Handbook. The truth is, I have had most of the careers listed under section C. It is very easy for me to see myself doing all of them as I have memories of doing most of them. The fact that I h ave done so many of them is also how I know I would be miserable doing any of them. I am currently a collections specialist, and hate how little I can do to help my customers. Even with this bias, the difference between my lowest category and my highest is 14. Since the difference is less than 15, my interests are somewhat broad, making it easy for me to fit into many categories, but difficult to find a place in any one. Luckily, I have been facing the question of what to do with my life since I was 16. After 14 years of thought, the exploration of several options, and not a little soul searching, I am confident I am on the right path as a Physical Therapist. It incorporates my skills, addresses my values, and fulfills my desires. It directly relates to my hobbies and leisure interests, and incorporates the one job I ever had I was happy in. When I worked as a massage therapist, I was happy, skilled, and good at my job. As a straight, local 30 year old male in a career flooded with young, beautiful women, massage therapy is not a realistic career path for me. But Physical Therapy is something I not only can do, but can be truly happy doing. I am one of those lucky individuals that can learn to do any job and be successful at it, but SIE is the career category where I fit. Research Papers on Seven Considerations for an Ideal JobStandardized TestingResearch Process Part OneThe Effects of Illegal ImmigrationBook Review on The Autobiography of Malcolm XThree Concepts of PsychodynamicMind TravelInfluences of Socio-Economic Status of Married MalesBionic Assembly System: A New Concept of SelfQuebec and CanadaAnalysis Of A Cosmetics Advertisement

Saying Yes

Saying Yes In my most recent monthly newsletter, I offered a poll as to whether I should take a vacation from blogging or keep writing while I’m away at Dance Camp. The overwhelming majority of responders said I should take a vacation. Nevertheless, I wanted to share a quick thought from this week that might be valuable to you as you forge your life and career path. The Power of Yes There’s a computer room here at camp where I spend a couple of hours each morning. As I was getting up from my computer a couple of days ago, I audibly whacked my knee into the table leg. Ouch! â€Å"Do you want me to help you?† said a voice from the other side of the room. â€Å"I’m a trained massage therapist.† â€Å"I don’t think massage will help my bruised knee,† I responded, turning around to see a slim dark-skinned man I did not recognize. â€Å"Oh, I do Reiki too,† said the man, and I said â€Å"yes† to Reiki (a form of energy healing), which he gave to my knee. The knee stopped hurting almost immediately. The next thing I knew, this man from Ghana, whose name is Yaw, was giving healing to my rib area, where I still am having issues after my car accident, and showing me his electronic tools that he uses to help heal scar tissue (I have plenty of it internally from the various muscle tears in my abdominals that I’ve been dealing with for the past few months). I will be hiring Yaw for a full healing session in the next few days. Saying Yes in Business Also in the past week, I completed a questionnaire for Brava Magazine about, amongst other things, how my business got started. My interaction with Yaw and the way my business got off the ground have some parallels. When I first started my business, I became active on LinkedIn, where someone offered to help me and I said yes. A marketing professional, his idea was for me to offer free LinkedIn profile reviews to members. I said â€Å"yes,† which led to my writing articles about LinkedIn and being asked to lead webinars (I said â€Å"yes† to those requests too). I was open to what came into my life, and by saying â€Å"yes† eventually built a business and wrote my best-selling e-book, How to Write a KILLER LinkedIn Profile. The Alternative If I had said â€Å"no† to Yaw, or â€Å"no† to the marketer on LinkedIn, or â€Å"no† to the people who wanted me to deliver a webinar, my week at Dance Camp and my life would look much different right now. Of course it’s impossible to say yes to every opportunity that comes along, and I make choices all the time. But I wonder how many opportunities I let pass me by that would be a contribution to my life? What are you saying â€Å"yes† and â€Å"no† to in your life? Is there more room for â€Å"yes†? What have you said â€Å"yes† to that has led to something unexpected? I’d love to hear your thoughts and stories. And maybe I’ll take next week off†¦ Category:Life and LeadershipBy Brenda BernsteinAugust 13, 2013 2 Comments Martha says: August 13, 2013 at 6:33 pm Good point, as usual, Brenda. My usual problem is saying yes to too much. However, I recently agreed to help a friend with her resume that has led to development of a potential new business for both of us. Even if it doesnt come to much, it has been exciting and reaffirming to work with her on this project. Log in to Reply The Essay Expert says: August 13, 2013 at 11:08 pm Thanks for your comment Martha. Agreed, saying yes too much can come with its own problems! Glad your offer to your friend led to something exciting! Log in to Reply

Ethic's - The concept of truth telling in cancer patients receiving Essay

Ethic's - The concept of truth telling in cancer patients receiving palliative chemotherapy and the impact on nurse-patient relationships - Essay Example ned by the performance of nursing functions with outmost care and diligence but that it moves toward the moral perception and awareness of nursing care. With this shift in the appreciation of nursing care – from performance of duties to moral perception of nursing care - the centrality of the nurse –patient relationship becomes more poignant and pivotal in the understanding of nursing (Gastmans et al, 1998; ; Covington 2005). In the context of nursing care perceived not just as a performance of duty but as a moral awareness, nurses rise up to the demands of care, respect and achieving the goal of holistic well-being for the patient. Thus, nurse-patient relationship opens a â€Å"comportment of the self towards others, which has the inherent goal of enhancing the existence of those others† (van Hooft 1999, p 190). However, the nurse-patient relationship is often plagued with quandaries that time and again challenges nursing care. One of these dilemmas that nurses have to contend with as they practise the profession day in and day out is truth telling in the context of patients undergoing palliative chemotherapy. Recognising the importance of truth telling in the nurse-patient relationship and the dilemma that nurses frequently encounter with it, this paper will look into the concept of truth telling in relation with patients undergoing palliative chemotherapy. In lieu of the significance of truth telling in nurse-patient relationship, this paper aims to understand the intricacies of truth telling vis-a- vis nurse-patient relationship. It intends to gain deeper comprehension of utilitarianism, deontology and the four basic ethical principles of justice, autonomy, non-malfeasance and beneficence. Finally, to attain a clearer comprehension of the impact of truth telling in the nurse-patient relationship in the cancer setting (palliative chemotherapy). As this paper will look into the concept of truth telling vis-a-vis nurse-patient relationship in the context

Community Health Nursing Essay Example | Topics and Well Written Essays - 1500 words

Community Health Nursing - Essay Example Quality of life really depends upon not only what the family can do, but about what the community health nurse can impart to her patient. In the case of Mrs. Thomas, making her comfortable is going to be the nurse’s primary concern. It seems that Mrs. Thomas is on a regime that includes Vicodin, but she doesn’t seem approving of using medication for pain management. However, it is okay for the nurse to reassure Mrs. Thomas that this will help her make a smooth transition in the process in which she is going through. She is in a lot of pain, and managing the pain will definitely take a lot of pressure off of Mr. Thomas knowing that his wife feels better. Unfortunately, many times pain is undertreated by physicians in the U.S. Since Mrs. Thomas is a cancer patient, it only makes sense that she is going to feel badly with the metastasis of the cancer to her lung—and indeed, it probably is as painful as she has described to the nurse. However, not treating the pain i s going to leave Mrs. Thomas without other recourse, and in the process, Mr. Thomas may become severely affected, seeing his wife in pain and feeling powerless to do much about it. Therefore, the best decision seems to be to treat the pain. This is going to be the greatest help for Mrs. Thomas as she now goes through the dying process. B. Discuss three strategies that you could use in the Thomas’s situation to improve the quality of life for Mrs. Thomas and her husband during this illness. Community health nurses definitely can have a positive impact on being able to improve the quality of life for terminally ill patients such as Mrs. Thomas. According to Larsen and Lubkin (2009), â€Å"By evaluating the extent to which nursing interventions improve quality of life for clients and families, nurses are in a position to [help their clients with this]† (pp. 156). Of course, many times people may argue about what does quality of life mean. According to Sinclair (2007), â €Å"Referring to quality of life†¦Ã¢â‚¬â„¢its definition is notoriously problematic.’ The tendency toward superficiality in measurement of quality of life in palliative care has been [criticized]† (pp. 62). Three strategies that could be used in order to improve Mrs. Thomas’s quality of life would include the following: have her listen to music; make sure she has good hygiene and grooming; and making sure Mrs. Thomas has some visitors so she can get some social interaction, perhaps with her family members who live out-of-state. Music can be a quite calming factor, especially when one is not feeling well. Something light and airy, or classical music, might be especially soothing. In addition, Mrs. Thomas should be very well-groomed and be helped to maintain good personal hygiene so that she doesn’t get any kind of infection. Third, perhaps visits from her family members from out-of-state might be a nice touch, if the nurse could get in contact with th em and see if they’d like to visit her. Or, alternatively, the nurse might like to arrange a visit or two from a minister of Mrs. Thomas’s faith or a volunteer who cares for hospice patients. Volunteers who work in hospice might best serve Mrs. Thomas if at least one person came to see her on a regular basis so she could maintain some social contact with others outside her husband. C. Create a holistic nursing action plan appropriate for managing Mrs. Thomas’s care at home by doing the following: ? 1. Discuss ways to optimize Mrs. Thomas’

Impact Of Inhouse Training And Their Percieved Effectiveness Management Essay

Impact Of Inhouse Training And Their Percieved Effectiveness Management Essay chapter 1: Introduction Training is widely understood as communication directed at a defined population for the purpose of developing skills, modifying behavior, and increasing competence. Generally, training focuses exclusively on what needs to be known. Education is a longer-term process that incorporates the goals of training and explains why certain information must be known. Education emphasizes the scientific foundation of the material presented. Both training and education induce learning, a process that modifies knowledge and behavior through teaching and experience. The research model described here pertains to both training and education. Therefore, in this document, training refers to both processes. In contrast to informal In-house training (which is embedded in most instances of human exchange), formal In-house training interventions have stated goals, content, and strategies for instruction. Our intent is to offer a general approach to intervention effectiveness research that addresses formal training across settings and topics. Training intervention effectiveness research is needed to (1) identify major variables that influence the learning process and (2) optimize resources available for training interventions. Logical and progressive study models are best suited to identify the critical elements and causal relationships that affect training effectiveness and efficiency. In training research, it is often difficult to arrive at definitive answers. Typically, many variables minimize effects and make results difficult to interpret. Furthermore, the amount of variance attributed to any one variable is usually small.  [1]   Problem Statement To analyze the Impact of In-house Training Programs and assess their Perceived and Actual Effectiveness as Experienced by Trainees. Research Objectives Following are the research objectives: To assess the effect of environmental variables (e.g. culture, learning environment, venue and management support) on training impact To review how training impact and effectiveness can be enhanced To highlight the relationship between employee ability and In-house training effectiveness To explore how employee motivation affects In-house training effectiveness To analyze the impact of effective trainer-trainee interaction on In-house effectiveness To explore techniques to evaluate In-house training effectiveness chapter 2: Litrature Review The competitiveness of any business often rests on the quality and skills of its employees. Training can improve the performance and productivity of staff and ensure they have the skills that the business needs. Effective training may be crucial when we hire new recruits or when we change business practices or add new products. As the business grows, the skills needed for it to remain successful may change.  [2]   Training and management development activities are currently receiving increased attention in the industrial and academic communities. This emphasis is illustrated by recent figures which report that organizations spend upwards of $30 billion dollars annually for training programs involving 15 billion work hours (Huber, 1985).  [3]   The purpose of training and development can be said to be that of acquiring, developing and retaining the stock of human capital needed for an organization to conduct its operations. In the most general sense, it is carried out purposively in order to improve work performance. Training, therefore, refers to the companys planned and systematic efforts to modify or develop the knowledge, skills and attitudes of their employees through learning experiences. As an activity, it spans many boundaries, including the distinction between education and training, on-the-job and off-the-job training, as well as formal and informal training through work experience. Training invariably represents investment by a company in its employees. At the very minimum, the orientation of new employees to the specifics of the company requires time and close supervision. Most likely, the company will continue to sponsor the further development of employee competencies and expertise. General training improves both the employees internal and external position in the labour market, and is thus generally perceived by employees as a supportive act on the part of the company an act that is reciprocated through increased commitment, independent of the particulars of the employment relationship (Gaertner and Nollen 1989; Meyer and Allen 1997). Given the value of training to employees, sponsoring training can be seen as an act of gift giving on the part of the company. Even training in company-specific skills contributes to the employees attachment to the company (Levine and Tyson1990). Returns on any training investment depend greatly on employee retention. While specific training is often considered to be unique to a firm and therefore of little use to competitors, the enhanced productivity of general training is of great value to other firms. Generally trained employees are likely to be poached by competitors who are able to offer higher wages. Another problem with training arises should employees not be willing or motivated either to acquire new skills or to apply their newly learned skills at the workplace. When In-house trainings are effectively conducted, the management of a companys human resources entails a comprehensive assessment and matching of the skills attainment of the labour force and the skills requirement of the economy. By providing people with the necessary skills and training they need to do their job, effective human resource management, among others, can promote employment growth, address skills shortages and improve flexibility, all contributing to both employee and company needs.  [4]   Businesses often decide that in-house training is the most cost-effective way to improve the skills of their employees. This is because: (1) training can be scheduled at their convenience, (2) training is more focused, consistent and relevant to their needs, (3) travelling and accommodation costs are reduced or even eliminated.  [5]   In-house training can take several forms, for example: (1) a training programme designed and carried out by a company, (2) an off-the-shelf training programme bought from and run by a training specialist, (3) a training programme tailored to a companys needs and managed by a training specialist, (4) an Internet-based training course or (5) an informal, on-the-job training. Formal in-house training, if properly planned and executed, can be highly flexible and cost effective. Positive reactions of trainees, learning, and behaviour change, and improvements in job-related outcomes are expected from well-designed and administered In-house training programs. However, the attitudes, interests, values, and expectations of trainees may attenuate or enhance the effectiveness of training.  [6]   Ensuring that the company has the human capital it requires implies that it needs to invest heavily in the skill and training of its workforce, particularly company specific training. In doing so, companies incur considerable risk. The efficiency of the training investment will depend on the cognitive skills and the motivation of the employees to acquire new capabilities. Flanking training with selectivity practices ensures that trainable employees are hired (i.e. the person-organisation fit is maximised). Through the use of stringent selection procedures the company can take steps to ensure that the profile of employees is such that they are willing to share with the firm the costs and benefits of training as well as being likely to respond well to and learn quickly from training opportunities provided. To this end, the selection of employees that are favourably evaluated for training potential helps to ensure that the companys return on training investment is maximised. Training incentives flanked by performance incentives reward the acquisition and the application of skills. Once recruited, it is imperative that the employee becomes well attuned to the companys expectations for developing skills and experience. To this end, flanking training with guidance practices contributes greatly to the fulfilment of this vital function by providing the employee with a training perspective. Training that is specific to the employer may be of little value outside the particular company, but general expertise and experience will undoubtedly improve the labour market position of workers. Consequently, the sponsoring of training involves a considerable loss, should the employee decide not to stay with the company. From the perspective of the firm, the provision of training has the negative effect that the employee is rendered more valuable to other firms and thus increases the risk of undesired turnover of highly skilled employees. Relational signals increase the attachment of employees and thereby compensate the negative side effect of training. Finally, by applying guidance practices employee attachment can be strengthened through the potential of these practices to integrate employees within the social milieu of the company. A frequent criticism of research on In-house training is its susceptibility to fads and its generally a theoretical approach (Goldstein, 1980; Hinrichs, 1976; Wexley, 1984). Researchers have frequently attempted to increase the effectiveness of training through a focus on techniques. Special attention has also been paid to the arrangement of training environments (Wexley, 1984). But without a theoretical basis for studying the techniques and the training environments, researchers are often at a loss either to explain why they are effective or to predict their effectiveness in other settings or for other trainees (Noe, 1986).  [7]   Professional development literature has consistently stressed the continuing part of continuing education. Since the 1980s, staff training researchers and practitioners have talked about ongoing training. They have urged follow-up sessions in the weeks and months after workshops to sustain new practices. They have preached the importance of encouraging and supporting trainers (through in classroom coaching by trainers and peer leaders) to continue learning and implementing new knowledge and skills, lest the momentum for change be lost (Bents Howey, 1981; Joyce Showers, 1983; Sprinthall Sprinthall, 1980).  [8]   Why is it so difficult for organizations to effectively conduct internal training? There are many reasons why internal workshops or seminars arent productive. Consider the following example. Two managers in a major accounting firm were getting ready to conduct an in-house training session to introduce a new company initiative. The managers worked diligently to gather material and to put together excellent content for the handouts. They were covering a lot of valuable material, but the handouts were getting voluminous. When asked by an outside consultant why they had so much material, the team leader responded, We have so much material to cover in the seminar there is so much the participants have to understand. Then the question was asked, How are you going to engage or involve the participants in the seminar? A blank stare followed, then finally, We havent really thought much about that. We were too busy getting the materials together. How would we get them involved anyway?  [9]à ‚   It cannot be expected from trainers to teach what they do not know, nor is to use yesterday training to prepare todays employees for tomorrows future. We certainly cannot expect trainers to share and learn from each others knowledge and skill unless they r provided with the research, structures, time, and money with which to do it. Ultimately, quality staff development benefits employees by channeling the talents and expertise of all the companys employees in all the companys department. By improving staff development trainers help all employees to reach the high levels of achievement they need to succeed. As a lead-trainer one must acknowledge the importance of engaging people. People learn more when they are engaged. They are more connected and enthused when they are participating. Imagine thinking you could learn how to play golf simply by watching a golf video or reading a book on the perfect swing. The trainer has to DO IT and get feedback and then try it again. He has to participate.  [10]   An In-house trainer however may need training in: (1) presentation/speaking skills, (2) generating rapport/interest, (3) dealing with difficult trainees, (4) types of learning, (5) course and session design/planning skills, (6) evaluation, monitoring and feedback skills, (7) measuring the effectiveness of training, (7) setting up support for employees after training and conducting training needs analyses.  [11]   Evidence exists that the preference for outsider training is the result of managerial responses to (1) the contrasting status implications of learning from internal versus external competitors, and (2) the availability or scarcity of training in-house training is more readily available and hence subject to greater scrutiny, while external training is scarcer, which makes it appear more special and unique. It can be concluded by considering some consequences of the external training preference for organizational functioning.  [12]   The two dilemmas on the employee and organizational levels are closely interrelated. On one side, the benefits of training accrue only to the extent that employees contribute to the organization. Thus, a firm should take into account how it expects a training program to affect employee effort as well as employee turnover. On the other side, trained workers produce at higher rates, which in turn may affect how much they contribute and how often they migrate to other firms in comparison with untrained workers.  [13]   Individual differences can potentially influence the type of training conducted as some individual attributes may engender greater trainability in general or for specific types of training. Intelligence and other abilities have been found to relate to trainability in some instances (Bale, Rickus and Ambler, 1973; Gill, 1982; Williams, Sauser and Kemery, 1982). Further, initial training has been used to predict later training performance (Gordon and Cohen, 1973). More recently, researchers have begun to examine motivational and personality factors that potentially influence trainability (Tubiana and Ben-Shakhar, 1982). Noe (1986) presented a model of the potential influences of such individual difference factors as locus of control, expectancies, and career and job attitudes on training effectiveness.  [14]   Qualitative improvements may be just as important. This could include higher quality goods and services, better teamwork, fewer customer complaints and greater innovation within your business. Employee feedback is a critical component of assessing In-house training effectiveness, Employees need to be asked: (1) if the training was relevant to their job and their level of expertise, (2) how they will put their learning into action for feedback on the training method, (3) what worked and what didnt, (4) what could be improved. We need to remember that the business expectations may not be the same as employees expectations. Training assessment or evaluation forms may also prove to be useful here.   One way organizations gain tacit knowledge is through social ties to other organizations, that is, through networks. Networked organizations are those that are cosmopolitan, externally oriented, and characterized by multiplex, non-redundant affiliations. With respect to the workplace, the information that flows through networks can include knowledge about the performance effects of work reform, the benefits of bundling, and tactics to persuade managers and employees that innovation is beneficial. Recently there has been a proliferation of studies emphasizing the role of networks in In-house trainings (for example, Nohria and Gulati 1994; Strang and Soule 1998). By enhancing access to knowledge, networks promote awareness and early adoption of an innovation. By promoting social interaction, they generate trust and norms of reciprocity-social capital-that are conducive to knowledge transfer.  [15]   When it comes to in-house trainings one variable, of course, is organizational size. Explanations for why large organizations provide more training are: Large organizations have formalized job structures, have internal labour markets, are more unionized, and operate in environments that encourage investment in training. Available evidence indicates a positive relation between organizational size and job training at both the establishment and firm levels (Cohen and Pfeffer 1986:14; Barron, Black, and Lowenstein 1987). Some research suggests a curvilinear relation, with the smallest and largest employers providing the most training (Brown, Hamilton, and Medoff 1990:54-55). Barron et al. (1987, 1989) found that five training activities (e.g., hours of instruction given to new employees by managers, supervisors, and co- workers) increased nonlinearly with the number of employees (logged) and the existence of subsidiaries outside the local area.  [16]   Although little theory or research exists on environmental influences on In-house training, it is likely that companies would provide more employee training when skilled workers are harder to hire and where resource dependencies permit the diversion of resources from production. Thus, resource-rich organizations confronting rapid technological advances, intense domestic and international competition, and high demands for skilled labour may invest in improving their current employees skills (as well as in pirating from other organizations trained workers holding comparable positions).  [17]   The best seminars allot blocks of time where participants are working in smaller groups on specific tasks. They are given a set of open-ended questions to consider. For example; What are the greatest strengths, opportunities and challenges we face over the next six months? Each mini-team can think about and discuss these important questions and then report back to the larger group. In turn, the trainer facilitates and assimilates this information and displays it for all to see.  [18]   Between the components of initial instruction and trainee behaviour, some degree of learning has taken place. The learning is exhibited by trainees in some initial behaviour or response which the trainer can observe. Trainee behaviours at this point might be the first trials of the new behaviour, understanding of the information presented, or other response to exhibit learning of training material. The behaviour depends on trainee attributes and motivation, as described by Noe (1986) and tested by Noe and Schmitt (1986), and on learning principles incorporated into the training program, such as are described in texts on training (e.g. Goldstein, 1986; Wexley and Latham, 1981). CHAPTER 3: METHODOLOGY Primary Data: Sample Respondents were drawn from banks in both private and public sector. In order to study the existence of In-house Trainings and their effectiveness it was important to cover banks from both the sectors. Study of banks from just one sector wouldnt have provided the complete picture. The attitudes and work ethics also vary among private and public sector banks. Private sector in Pakistan employs some of the best talent available in the country thus they are more aware of latest concepts and are willing to implement changes however, the public sector is more about stability and sticking to the rule book and change is only considered necessary when there is no choice left. Since the primary aim of the study was to study the Impact of In-house Training and their perceived effectiveness, banks with varied work ethic and objectives were selected. As much as it is a matter of which industry the banks belong to it is also about the systems they have developed overtime to perform in the modern business world and how they are planning to go forward as they grow. Questionnaires were distributed to all officer level employees during the research. A total of 50 valid responses from 2 banks were used in this study. The actual population is Lahore and the working population is the employees of two banks i.e. Bank of Punjab and Faysal bank. The response rate was high because the participants willingness and interest in the survey. The respondents were mostly well qualified with at least a Masters Degree in their relevant field. Measures Preference scales were setup for questions using a five point Likert rating scale (1 = Very Dissatisfied, 5 = Very Satisfied). The questions were created primarily keeping the literature review as a reference and were validated by the interviews from senior managers along with the perception of employees and regarding the subject of In-house trainings. Data Treatment The Likert scale based questions were analyzed using statgarphics plus 5.1 where multiple regressions were run of the independent variables with one dependent variable. Text from extensive interviews was utilized to justify variable intensity selection and also to know their views on issues related to Training and Development initiatives and their effectiveness. Secondary Data: Internet Internet was mainly used for material pertaining to the literature review and findings of this research project. This included information about motivation, training and development previous research conducted by famous researchers, definitions and theories used as reference in this project etc. The main problem faced in collecting data from the internet was the lack of local data available. No real information was available about current training and development practices going on in Pakistan and what their effects were. Scope To analyze the impact of In-house Trainings and to assess how they can be made more effective and to observe the effects of variables like company environment, culture, trainee learning ability and his or her motivation to learn from In-house Trainings. Limitations The thesis, off-course, has some limitations. First, the sample is relatively small, which limits the significance of the results. As the research is dependent on questionnaire, so individual concerns in filling out questionnaire honestly is a limitation. Sample size was restricted to 50 participants from 2 different banks. Second, there are obviously several other factors that could also play a role in the observed effectiveness of organizational training. For instance, two additional steps commonly listed in the training development and evaluation sequence, namely (a) developing the training objectives and (b) the actual presentation of the training content was excluded. Finally, this thesis focused on fairly broad training design and evaluation features. Although a number of levels within these features were identified previously and examined, given the number of moderators that can be identified (e.g., trainer effects, contextual factors), it is reasonable to believe that there might be additional moderators operating here that would be worthy of future investigation. Independent Variables Independent variables are the manipulated variables-that is, the training inputs and activities that are implemented and studied. They are presumed to cause or influence certain training outcomes. Depending on the study, independent variables could include timing, format, and location of training as well as modifications to the training rationale, content, or educational approach under study. Dependent Variables Dependent variables are the intended aims of training, which are expected to result from exposure to the independent variables. As exposure varies, results may differ, allowing effectiveness to be measured. Sample outcomes of training include participant satisfaction with the course; changes in knowledge, attitude, and behavioural intent; and demonstrated skills or abilities. Sample impacts of training include the following: diffusion of course material into the field, retention of knowledge and attitudes, transfer of behavioural intent into practice, application of learned skills and abilities, transfer of training to new populations, and acceptance of instructional content as normal operating procedure. Theoratical framework A theoretical framework is a conceptual framework as to how one theorizes or makes logical sense of the relationships among the several factors that have been identified as important to the problem. It seems intuitively obvious that an employees work attitudes influence preparation for a particular training program, or that an organizations reward system may affect the extent to which trainees use their newly acquired knowledge and skills. However, these and other variables have been given little attention in the training literature, and training researchers in particular have not focused much attention on factors outside the learning or training environment. In fact, individual and work-related factors that are not directly associated with training have only recently been empirically studied.  [19]   The framework helps us analyze the impact of independent variables like trainees ability and motivation to learn, impacts of the work environment, the organizations learning culture, implementation, content and design of the trainings and the training impact and effectiveness which is dependent variable. Theoretical Framework Flow Work Environment Trainees motivation to learn Trainees ability to learn Training Impact and Effectiveness Training Implementation Content and Design Trainer-Trainee Interaction Organizational Culture Operational definitions of variables: Organizational culture: Organizational culture is the personality of the organization. Culture is comprised of the assumptions, values and norms of organization members and their behaviours Trainees ability to learn: Trainees ability to learn is the trainees performance in a training program, which can be measured by asking trainees to recall trained materials immediately or shortly after completion Of a training program. Training implementation: To put training program into effect according to definite plan or procedure is called training implementation. Trainees motivation: Trainees motivation refers to an individuals desire to engage in training activities and fully embrace the training experience. Content and design: Content and design with reference to training can be defined as the material which is provided to the trainees as well as the structure of the training program which is carried out. Trainer-trainee interaction: Trainer-trainee interaction is defined as how the trainers give instructions to the trainees and get feedback from them in terms of questions or answers if any, by the trainees. Work environment: The work environment is comprised of the physical location, equipment, materials processed or used, and the activities of an employee while engaged in a training program. Hypothesis Ho: trainees ability to learn does not affect training impact and effectiveness H1: trainees ability to learn does effect training impact and effectiveness Ho: trainees motivation to learn does not affect training impact and effectiveness H1: trainees motivation to learn does effect training impact and effectiveness Ho: work environment has no effect on training impact and effectiveness H1: work environment has effect on training impact and effectiveness Ho: trainer trainee interaction has no effect on training impact and effectiveness H1: trainer trainee interaction has effect on training impact and effectiveness Ho: organizational culture does not affect training impact and effectiveness H1: organizational culture does effect training impact and effectiveness Ho: content and design does not affect training implementation and effectiveness H1: content and design does effect training implementation and effectiveness Chapter 4: RESULTS AND ANALYSIS The thesis sites that the companies observed have had difficulty assessing trainings effectiveness. To begin with, the findings were based primarily on the respondents personal experiences and common sense. Little can be said about the direct impact of training, regardless of the respondents perceptions about the value of training. One thing which is clear from the study is that the training question goes beyond how much is spent. Simply because an organization spends a certain percentage of its payroll on training does not tell us whether that money is well spent. The interviews and research review has revealed at least two general factors beyond training content, design, and implementation that probably influence the effectiveness of training. Dependent variable: impact and effectiveness

Prelude to Foundation Author’s Note

When I wrote â€Å"Foundation,† which appeared in the May 1942 issue of Astounding Science Fiction, I had no idea that I had begun a series of stories that would eventually grow into six volumes and a total of 650,000 words (so far). Nor did I have any idea that it would be unified with my series of short stories and novels involving robots and my novels involving the Galactic Empire for a grand total (so far) of fourteen volumes and a total of about 1,450,000 words. You will see, if you study the publication dates of these books, that there was a twenty-five-year hiatus between 1957 and 1982, during which I did not add to this series. This was not because I had stopped writing. Indeed, I wrote full-speed throughout the quarter century, but I wrote other things. That I returned to the series in 1982 was not my own notion but was the result of a combination of pressures from readers and publishers that eventually became overwhelming. In any case, the situation has become sufficiently complicated for me to feel that the readers might welcome a kind of guide to the series, since they were not written in the order in which (perhaps) they should be read. The fourteen books, all published by Doubleday, offer a kind of history of the future, which is, perhaps, not completely consistent, since I did not plan consistency to begin with. The chronological order of the books, in terms of future history (and not of publication date), is as follows: The Complete Robot (1982). This is a collection of thirty-one robot short stories published between 1940 and 1976 and includes every story in my earlier collection I Robot (1950). Only one robot short story has been written since this collection appeared. That is â€Å"Robot Dreams,† which has not yet appeared in any Doubleday collection. The Caves of Steel (1954). This is the first of my robot novels. The Naked Sun (1957). The second robot novel. The Robots of Dawn (1983). The third robot novel. Robots and Empire (1985). The fourth robot novel. The Currents of Space (1952). This is the first of my Empire novels. The Stars, Like Dust (1951). The second Empire novel. Pebble in the Sky (1950). The third Empire novel. Prelude to Foundation (1988). This is the first Foundation novel (although it is the latest written, so far). Foundation (1951). The second Foundation novel. Actually, it is a collection of four stories, originally published between 1942 and 1944, plus an introductory section written for the book in 1949. Foundation and Empire (1952). The third Foundation novel, made up of two stories, originally published in 1945. Second Foundation (1953). The fourth Foundation novel, made up of two stories, originally published in 1948 and 1949. Foundations Edge (1982). The fifth Foundation novel. Foundation and Earth (1983). The sixth Foundation novel. Will I add additional books to the series? I might. There is room for a book between Robots and Empire (5) and The Currents of Space (6) and between Prelude to Foundation (9) and Foundation (10) and of course between others as well. And then I can follow Foundation and Earth (14) with additional volumes-as many as I like. Naturally, there's got to be some limit, for I don't expect to live forever, but I do intend to hang on as long as possible.