This document summarizes research on the role of training and development in promoting growth in the hospitality industry. It discusses how training increases employee skills and motivation, helping retain talent. Training techniques have evolved to improve behavioral traits and technical skills through corporate trainers, role-playing, and practical drills. The major challenges for the hospitality sector are a shortage of skilled employees and high attrition rates. Effective training and development programs are needed to build competencies in areas like people management, business skills, communication, and etiquette to support growth in the industry.
The document provides an overview of training and development at Infosys. It discusses:
- Infosys was rated the world's best in employee training and development for three consecutive years by the ASTD.
- Infosys established the Global Education Centre in 2005, one of the largest corporate training centers in the world, to provide generic, technical, and soft skills training to new hires over 14.5 weeks.
- The training center had a capacity to train around 15,000 new hires per year across various technology areas.
- Training at Infosys is divided into programs for band B and C employees, focusing on areas like induction, process training, quality certification, leadership,
This document provides an overview of the performance appraisal process at AEGIS-BPO, a global BPO company. It discusses how agents, customer executives, and team leaders are evaluated based on metrics like quality, productivity, sales figures, and discipline. Performance is assessed every 6 months to determine incentives, promotions, and training needs. The company provides in-house training to new hires for 7-30 days and sources new employees through newspapers, job sites, referrals, and interviews assessing skills, experience, and communication abilities.
This document discusses human resource management (HRM). It defines HRM as the process of recruiting, selecting, training, and developing employees. The core elements of HRM are organization, people, and management. Some key functions of HRM include personnel management, employee welfare, and industrial relations. HRM aims to achieve organizational goals as well as individual and societal goals. It involves both managerial functions like planning and organizing as well as operational functions like recruitment, training, compensation, and employee separation. The roles of an HRM manager include being a humanitarian, counselor, mediator, spokesperson, problem solver, and change agent. The document also discusses how HRM principles apply specifically in a school setting.
The document discusses various aspects of human resource management including human resource information systems (HRIS), HR audits, international HR practices, diversity and cross-cultural management, work-life integration, and HR outsourcing. It provides definitions and descriptions of each topic, highlighting key functions, benefits, and considerations. For example, it notes that HRIS systems can increase efficiency and effectiveness by facilitating more transactions with fewer resources and providing more accurate information. It also outlines some potential risks of HR outsourcing such as nonperformance of key functions and loss of institutional knowledge.
The document discusses different methods of training and development, including traditional and modern approaches. It describes cognitive methods that focus on changing knowledge and attitudes through lectures, demonstrations, discussions, and computer-based training. Behavioral methods allow trainees to learn skills through simulations, games, role plays, case studies, and equipment simulators. Development methods include on-the-job training techniques like coaching, mentoring, and job rotation, as well as off-the-job training like sensitivity training and transactional analysis.
This document provides an overview of training and development. It discusses the importance of training for organizations to maintain a competitive advantage. It outlines the objectives, need identification process, benefits, and various methods of training, including lectures, on-the-job training, programmed instruction, computer-assisted instruction, and simulations. The different stages of a training program, such as design, implementation, and evaluation, are also described at a high level. Overall, the document serves as an introduction to training and development concepts.
This document discusses employee training and development. It covers the importance of training employees, who should conduct the training, how employees learn best, developing training programs, retraining, orientation, and overcoming obstacles to learning. The key points are that training employees is important for standardized performance, reduced costs and turnover, and improved morale; the logical person to conduct training is the supervisor; employees learn best when actively involved, the training is relevant and practical, and they receive feedback; developing effective training programs involves establishing standards, objectives, procedures, and evaluation.
This document discusses training and development of human resources. It defines key terms like training, education, and development. It differentiates between training and education, and outlines the importance, need, and methods of training and development. The document discusses the steps in the training process and various on-the-job and off-the-job training methods. It also covers staff development processes, models, types of learning, and a manager's responsibilities toward staff development.
The document provides an overview of training and development at Infosys. It discusses:
- Infosys was rated the world's best in employee training and development for three consecutive years by the ASTD.
- Infosys established the Global Education Centre in 2005, one of the largest corporate training centers in the world, to provide generic, technical, and soft skills training to new hires over 14.5 weeks.
- The training center had a capacity to train around 15,000 new hires per year across various technology areas.
- Training at Infosys is divided into programs for band B and C employees, focusing on areas like induction, process training, quality certification, leadership,
This document provides an overview of the performance appraisal process at AEGIS-BPO, a global BPO company. It discusses how agents, customer executives, and team leaders are evaluated based on metrics like quality, productivity, sales figures, and discipline. Performance is assessed every 6 months to determine incentives, promotions, and training needs. The company provides in-house training to new hires for 7-30 days and sources new employees through newspapers, job sites, referrals, and interviews assessing skills, experience, and communication abilities.
This document discusses human resource management (HRM). It defines HRM as the process of recruiting, selecting, training, and developing employees. The core elements of HRM are organization, people, and management. Some key functions of HRM include personnel management, employee welfare, and industrial relations. HRM aims to achieve organizational goals as well as individual and societal goals. It involves both managerial functions like planning and organizing as well as operational functions like recruitment, training, compensation, and employee separation. The roles of an HRM manager include being a humanitarian, counselor, mediator, spokesperson, problem solver, and change agent. The document also discusses how HRM principles apply specifically in a school setting.
The document discusses various aspects of human resource management including human resource information systems (HRIS), HR audits, international HR practices, diversity and cross-cultural management, work-life integration, and HR outsourcing. It provides definitions and descriptions of each topic, highlighting key functions, benefits, and considerations. For example, it notes that HRIS systems can increase efficiency and effectiveness by facilitating more transactions with fewer resources and providing more accurate information. It also outlines some potential risks of HR outsourcing such as nonperformance of key functions and loss of institutional knowledge.
The document discusses different methods of training and development, including traditional and modern approaches. It describes cognitive methods that focus on changing knowledge and attitudes through lectures, demonstrations, discussions, and computer-based training. Behavioral methods allow trainees to learn skills through simulations, games, role plays, case studies, and equipment simulators. Development methods include on-the-job training techniques like coaching, mentoring, and job rotation, as well as off-the-job training like sensitivity training and transactional analysis.
This document provides an overview of training and development. It discusses the importance of training for organizations to maintain a competitive advantage. It outlines the objectives, need identification process, benefits, and various methods of training, including lectures, on-the-job training, programmed instruction, computer-assisted instruction, and simulations. The different stages of a training program, such as design, implementation, and evaluation, are also described at a high level. Overall, the document serves as an introduction to training and development concepts.
This document discusses employee training and development. It covers the importance of training employees, who should conduct the training, how employees learn best, developing training programs, retraining, orientation, and overcoming obstacles to learning. The key points are that training employees is important for standardized performance, reduced costs and turnover, and improved morale; the logical person to conduct training is the supervisor; employees learn best when actively involved, the training is relevant and practical, and they receive feedback; developing effective training programs involves establishing standards, objectives, procedures, and evaluation.
This document discusses training and development of human resources. It defines key terms like training, education, and development. It differentiates between training and education, and outlines the importance, need, and methods of training and development. The document discusses the steps in the training process and various on-the-job and off-the-job training methods. It also covers staff development processes, models, types of learning, and a manager's responsibilities toward staff development.
The document discusses training evaluation and outlines its importance, key concepts, and best practices. It explains that evaluation assesses the effectiveness of training programs and identifies outcomes to measure. A good evaluation involves planning measurable outcomes, choosing an appropriate design, conducting the evaluation, and analyzing results. Finally, the document discusses cost-benefit analysis to determine a training program's return on investment.
This document discusses training, learning, talent management, and development. It defines training as systematically developing knowledge, skills, and attitudes to perform tasks. Socialization refers to the process of adapting to a new job and involves feelings of anxiety during the first day. Effective training identifies skills needed, assesses current skills, identifies gaps, and provides a plan to improve performance through on-the-job and off-the-job methods like lectures, case studies, and coaching. Reinforcement and behavior modification aim to encourage desirable behaviors through positive and negative consequences.
Career planning, development, succession planningRohini B. Agre
The document discusses career planning, development, and succession planning. It outlines the steps in career planning which include preparing skills inventories, developing career paths, training, and counseling. Succession planning ensures leadership continuity, retains intellectual capital, and encourages advancement. The steps in succession planning are preparing a management inventory, performance appraisals, retaining personnel, and staffing plans. Management development programs provide scientific training to enrich knowledge and skills. Organization development is a planned, organization-wide effort to increase effectiveness through behavioral interventions in processes.
A Presentation On Topic "Training & Development"
With A Interesting Case Study.
It Is A Very Important Topic Which Is One Of The Chapter Or An Important Part For The Subject "Human Resources Management" (HRM).
The Presentation Consist Of Following Topics :-
1. Key Terms.
2. Introduction Of Training & Development.
3. Inputs In Training & Development.
4. Training Process.
5. Methods Of Training.
6. Techniques Of Training.
7. Case Study On "Reliance Communications".
Performance appraisal and training copySoumya Sahoo
The document discusses performance appraisal and training needs. It explains that performance appraisal involves setting standards, measuring performance against those standards, providing feedback, and using the results to determine training needs. If performance meets standards, employees are rewarded, and if not, a performance development plan is created which may include additional training. The objectives of performance appraisal are also outlined.
This document discusses employee training and development. It outlines key challenges that training addresses like competing in the market, improving quality and customer service, reducing costs, enhancing productivity, and adapting to new technologies. It differentiates between training, which improves current job performance, and development, which enhances future roles and responsibilities.
The document details the training process, including assessing needs, ensuring employee readiness, creating a learning environment, selecting methods and materials, conducting training, transferring learning, and evaluating the impact. It provides examples of training needs assessment, factors for an effective learning environment, different training methods like lectures and on-the-job training, and Kirkpatrick's model for evaluating training at different levels.
This document summarizes training and development in organizations. It discusses the systems approach to training, which includes four phases: needs assessment, program design, implementation, and evaluation. The needs assessment phase involves analyzing gaps in organizational, task, and individual employee performance. The design phase considers trainee readiness, learning principles, and instructor characteristics. A variety of training methods are discussed for implementing programs for managerial and non-managerial employees. Evaluation criteria include reactions, learning, behavior change, and results. Special topics like orientation, skills, and diversity training are also mentioned.
The document outlines the details of an MBA training program, including expectations, lesson plans, and benefits of training and development. It discusses Infosys investing Rs. 520 crore in their Global Education Centre to train technology professionals. Training objectives are to increase skills and productivity while organizational attitudes range from seeing training as unnecessary to using it to solve problems and stay current. Benefits are improved performance, motivation and skills for individuals and organizations.
The document discusses training and developing employees. It describes the orientation and training processes. The orientation process helps new employees feel welcome and understand expectations, facilities, policies, and benefits. Training teaches new skills and reduces liability risks. Effective training is aligned with company strategy and fosters learning and performance. Key steps in training include needs analysis, instruction design, implementation, and evaluation. Various training methods are outlined such as on-the-job training, lectures, e-learning, and behavior modeling. Change management and evaluating the impact of training are also summarized.
This document provides a summary of a training and development project report compiled by five students. It includes an index listing the topics covered in the report such as the nature of training and development, importance of training, training process, and methods of training. It also includes two case studies on training at Hotel Taj President and Hotel Hilton Towers. The document encourages visiting a website for more projects, reports and information on topics related to management, marketing, human resources and other business areas.
This document discusses strategic human resource development and learning strategies within organizations. It aims to 1) understand the philosophy and objectives of strategic HRD, 2) analyze concepts like a learning culture and organizational learning, and 3) evaluate tensions between individual and organizational control and development. It outlines elements of HRD including learning, training, education, and development. It also discusses creating a learning culture, single and double loop learning, the learning organization concept, and balancing individual vs organizational control and development in HRD strategies.
This document discusses training and development. It defines training as assisting employees to enhance their efficiency and effectiveness through gaining knowledge and skills. Training focuses on technical skills, is short term, and aims to fulfill specific job requirements. Development focuses on managerial skills and providing learning opportunities for career growth. Training needs arise when there is a gap between required and actual performance. Benefits of training include competitive advantage and improved human relations. The training process involves various types of training and a four level evaluation approach. Costs must be balanced with benefits, and effective training utilizes adult learning principles like experience, relevance, and style.
Training involves a lot of work. Challenges faced in Training are inevitable. This chapter focuses on understanding different challenges faced in training and also helps understand Learning Organization theory advocated by Peter Senge. This presentation is an initiative by Welingkar’s Distance Learning Division.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/SlideShareEffectHR
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This document discusses training and development in organizations. It begins by defining training as developing skills for present jobs, while development focuses on long-term learning beyond the current job. Effective training and development leads to benefits like increased productivity, quality and motivation. The document then outlines the training process, including needs assessment, planning, implementation, and evaluation. It provides examples of different training methods and the importance of evaluating training to measure its impact.
Training and development are important for organizations to address rapid changes in technology and customer expectations. Training refers to increasing an employee's knowledge and skills for their current job, while development prepares them for future opportunities through building knowledge, skills, and attitudes. Some key differences are that training focuses on current job tasks, is temporary in nature, and aims for better performance in the current job, whereas development considers future job tasks, is permanent, and aims for better performance in future roles. Organizations benefit from training and development through improved quality, customer satisfaction, performance, and motivation. A training program typically involves setting a policy, needs analysis, design, delivery, and evaluation.
This document discusses training needs analysis (TNA), outlining its importance, benefits, levels, and process. TNA identifies performance gaps to determine training needs. It helps achieve goals, gives a competitive edge, and ensures training is effective and budgets are managed well. TNA occurs at organizational, task, and individual levels. The six-step process includes setting outcomes, prioritizing competencies, evaluating skills, identifying gaps, selecting methods, and considering costs. Methods involve surveys, observations, interviews, feedback, and assessments.
The document discusses career management and career planning. It defines career as a person's course through life, usually involving special training and considered one's life's work. Career development is an ongoing process of gaining knowledge and skills to establish a career plan. Career management consists of career planning and succession to shape employee progression according to organizational needs and individual performance. The aims of career management are to satisfy organizational management succession needs, provide training and experience to develop employee potential, and guide employees to fulfill their potential and achieve successful careers. The process involves career dynamics, policies, assessments, planning, development, counseling and progression. Objectives of career planning include reducing turnover, increasing productivity, enhancing motivation, and achieving organizational goals by providing employee career paths.
Introduction to Performance Management - Meaning, Process, Need, Difference between Performance Appraisal and Performance Management, Components of Performance Management System
Career planning is a process by which employees select career goals and paths to attain them. It involves analyzing individual potentials and career opportunities, matching individual and organizational needs, and implementing action plans. Career planning benefits both employees through career development and organizations by increasing loyalty and availability of career prospects. Succession planning identifies talent pools to fill future vacancies at higher levels and develops strategies to implement successors for key executive roles. Both career planning and succession planning are important for attracting and retaining talent, enabling employees to meet future challenges, and promoting job satisfaction.
This document outlines different types of training provided in organizations: induction/orientation training introduces new employees; job training increases skills for current roles; safety training minimizes accidents; promotional training prepares for advancement; refresher training updates skills; remedial training addresses issues; and internship training provides practical experience. It also provides examples of training programs from companies like Infosys, Siemens, and Motorola that improved employee productivity and performance through continuous learning initiatives.
A project report on hr practice in hotel industryProjects Kart
The document provides an overview of the hotel industry and human resource practices within it. It discusses that the hotel industry is large and growing, offering diverse career opportunities. It also classifies hotels based on star ratings and amenities, and describes the various core departments within hotels like food and beverage, front office, and housekeeping. The roles of supporting departments like marketing, engineering, and finance are also outlined. Finally, it discusses the importance of safety, security, and developing training programs for employees.
The document discusses training evaluation and outlines its importance, key concepts, and best practices. It explains that evaluation assesses the effectiveness of training programs and identifies outcomes to measure. A good evaluation involves planning measurable outcomes, choosing an appropriate design, conducting the evaluation, and analyzing results. Finally, the document discusses cost-benefit analysis to determine a training program's return on investment.
This document discusses training, learning, talent management, and development. It defines training as systematically developing knowledge, skills, and attitudes to perform tasks. Socialization refers to the process of adapting to a new job and involves feelings of anxiety during the first day. Effective training identifies skills needed, assesses current skills, identifies gaps, and provides a plan to improve performance through on-the-job and off-the-job methods like lectures, case studies, and coaching. Reinforcement and behavior modification aim to encourage desirable behaviors through positive and negative consequences.
Career planning, development, succession planningRohini B. Agre
The document discusses career planning, development, and succession planning. It outlines the steps in career planning which include preparing skills inventories, developing career paths, training, and counseling. Succession planning ensures leadership continuity, retains intellectual capital, and encourages advancement. The steps in succession planning are preparing a management inventory, performance appraisals, retaining personnel, and staffing plans. Management development programs provide scientific training to enrich knowledge and skills. Organization development is a planned, organization-wide effort to increase effectiveness through behavioral interventions in processes.
A Presentation On Topic "Training & Development"
With A Interesting Case Study.
It Is A Very Important Topic Which Is One Of The Chapter Or An Important Part For The Subject "Human Resources Management" (HRM).
The Presentation Consist Of Following Topics :-
1. Key Terms.
2. Introduction Of Training & Development.
3. Inputs In Training & Development.
4. Training Process.
5. Methods Of Training.
6. Techniques Of Training.
7. Case Study On "Reliance Communications".
Performance appraisal and training copySoumya Sahoo
The document discusses performance appraisal and training needs. It explains that performance appraisal involves setting standards, measuring performance against those standards, providing feedback, and using the results to determine training needs. If performance meets standards, employees are rewarded, and if not, a performance development plan is created which may include additional training. The objectives of performance appraisal are also outlined.
This document discusses employee training and development. It outlines key challenges that training addresses like competing in the market, improving quality and customer service, reducing costs, enhancing productivity, and adapting to new technologies. It differentiates between training, which improves current job performance, and development, which enhances future roles and responsibilities.
The document details the training process, including assessing needs, ensuring employee readiness, creating a learning environment, selecting methods and materials, conducting training, transferring learning, and evaluating the impact. It provides examples of training needs assessment, factors for an effective learning environment, different training methods like lectures and on-the-job training, and Kirkpatrick's model for evaluating training at different levels.
This document summarizes training and development in organizations. It discusses the systems approach to training, which includes four phases: needs assessment, program design, implementation, and evaluation. The needs assessment phase involves analyzing gaps in organizational, task, and individual employee performance. The design phase considers trainee readiness, learning principles, and instructor characteristics. A variety of training methods are discussed for implementing programs for managerial and non-managerial employees. Evaluation criteria include reactions, learning, behavior change, and results. Special topics like orientation, skills, and diversity training are also mentioned.
The document outlines the details of an MBA training program, including expectations, lesson plans, and benefits of training and development. It discusses Infosys investing Rs. 520 crore in their Global Education Centre to train technology professionals. Training objectives are to increase skills and productivity while organizational attitudes range from seeing training as unnecessary to using it to solve problems and stay current. Benefits are improved performance, motivation and skills for individuals and organizations.
The document discusses training and developing employees. It describes the orientation and training processes. The orientation process helps new employees feel welcome and understand expectations, facilities, policies, and benefits. Training teaches new skills and reduces liability risks. Effective training is aligned with company strategy and fosters learning and performance. Key steps in training include needs analysis, instruction design, implementation, and evaluation. Various training methods are outlined such as on-the-job training, lectures, e-learning, and behavior modeling. Change management and evaluating the impact of training are also summarized.
This document provides a summary of a training and development project report compiled by five students. It includes an index listing the topics covered in the report such as the nature of training and development, importance of training, training process, and methods of training. It also includes two case studies on training at Hotel Taj President and Hotel Hilton Towers. The document encourages visiting a website for more projects, reports and information on topics related to management, marketing, human resources and other business areas.
This document discusses strategic human resource development and learning strategies within organizations. It aims to 1) understand the philosophy and objectives of strategic HRD, 2) analyze concepts like a learning culture and organizational learning, and 3) evaluate tensions between individual and organizational control and development. It outlines elements of HRD including learning, training, education, and development. It also discusses creating a learning culture, single and double loop learning, the learning organization concept, and balancing individual vs organizational control and development in HRD strategies.
This document discusses training and development. It defines training as assisting employees to enhance their efficiency and effectiveness through gaining knowledge and skills. Training focuses on technical skills, is short term, and aims to fulfill specific job requirements. Development focuses on managerial skills and providing learning opportunities for career growth. Training needs arise when there is a gap between required and actual performance. Benefits of training include competitive advantage and improved human relations. The training process involves various types of training and a four level evaluation approach. Costs must be balanced with benefits, and effective training utilizes adult learning principles like experience, relevance, and style.
Training involves a lot of work. Challenges faced in Training are inevitable. This chapter focuses on understanding different challenges faced in training and also helps understand Learning Organization theory advocated by Peter Senge. This presentation is an initiative by Welingkar’s Distance Learning Division.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/SlideShareEffectHR
Join us on Facebook: http://www.facebook.com/welearnindia
Follow us on Twitter: https://twitter.com/WeLearnIndia
Read our latest blog at: http://welearnindia.wordpress.com
Subscribe to our Slideshare Channel: http://www.slideshare.net/welingkarDLP
This document discusses training and development in organizations. It begins by defining training as developing skills for present jobs, while development focuses on long-term learning beyond the current job. Effective training and development leads to benefits like increased productivity, quality and motivation. The document then outlines the training process, including needs assessment, planning, implementation, and evaluation. It provides examples of different training methods and the importance of evaluating training to measure its impact.
Training and development are important for organizations to address rapid changes in technology and customer expectations. Training refers to increasing an employee's knowledge and skills for their current job, while development prepares them for future opportunities through building knowledge, skills, and attitudes. Some key differences are that training focuses on current job tasks, is temporary in nature, and aims for better performance in the current job, whereas development considers future job tasks, is permanent, and aims for better performance in future roles. Organizations benefit from training and development through improved quality, customer satisfaction, performance, and motivation. A training program typically involves setting a policy, needs analysis, design, delivery, and evaluation.
This document discusses training needs analysis (TNA), outlining its importance, benefits, levels, and process. TNA identifies performance gaps to determine training needs. It helps achieve goals, gives a competitive edge, and ensures training is effective and budgets are managed well. TNA occurs at organizational, task, and individual levels. The six-step process includes setting outcomes, prioritizing competencies, evaluating skills, identifying gaps, selecting methods, and considering costs. Methods involve surveys, observations, interviews, feedback, and assessments.
The document discusses career management and career planning. It defines career as a person's course through life, usually involving special training and considered one's life's work. Career development is an ongoing process of gaining knowledge and skills to establish a career plan. Career management consists of career planning and succession to shape employee progression according to organizational needs and individual performance. The aims of career management are to satisfy organizational management succession needs, provide training and experience to develop employee potential, and guide employees to fulfill their potential and achieve successful careers. The process involves career dynamics, policies, assessments, planning, development, counseling and progression. Objectives of career planning include reducing turnover, increasing productivity, enhancing motivation, and achieving organizational goals by providing employee career paths.
Introduction to Performance Management - Meaning, Process, Need, Difference between Performance Appraisal and Performance Management, Components of Performance Management System
Career planning is a process by which employees select career goals and paths to attain them. It involves analyzing individual potentials and career opportunities, matching individual and organizational needs, and implementing action plans. Career planning benefits both employees through career development and organizations by increasing loyalty and availability of career prospects. Succession planning identifies talent pools to fill future vacancies at higher levels and develops strategies to implement successors for key executive roles. Both career planning and succession planning are important for attracting and retaining talent, enabling employees to meet future challenges, and promoting job satisfaction.
This document outlines different types of training provided in organizations: induction/orientation training introduces new employees; job training increases skills for current roles; safety training minimizes accidents; promotional training prepares for advancement; refresher training updates skills; remedial training addresses issues; and internship training provides practical experience. It also provides examples of training programs from companies like Infosys, Siemens, and Motorola that improved employee productivity and performance through continuous learning initiatives.
A project report on hr practice in hotel industryProjects Kart
The document provides an overview of the hotel industry and human resource practices within it. It discusses that the hotel industry is large and growing, offering diverse career opportunities. It also classifies hotels based on star ratings and amenities, and describes the various core departments within hotels like food and beverage, front office, and housekeeping. The roles of supporting departments like marketing, engineering, and finance are also outlined. Finally, it discusses the importance of safety, security, and developing training programs for employees.
The document discusses training and development in organizations. It covers the differences between training and development, the importance of training, common types of training including skills training, retraining, and diversity training. It also outlines the typical training process model including needs assessment, developing training, and evaluating training. Finally, it discusses various training methods such as classroom instruction, computer-assisted instruction, and on-the-job training, as well as their pros and cons. Performance management and addressing problems in performance appraisals are also briefly covered.
The document discusses various training methods used to equip employees with necessary skills and knowledge. It describes on-the-job training methods like coaching and mentoring which involve learning on the job from managers. Off-the-job methods like vestibule training, role playing and lectures are conducted away from the workplace to allow full concentration on learning. Both approaches have advantages like cost-effectiveness and allowing specialized training, and disadvantages such as disruption to work or requiring skilled trainers. The goal of training is to increase productivity, safety, and employee satisfaction through continual skills development.
Motivational factors and the hospitality industry by Nisha AgrawalN V Jagadeesh Kumar
The document summarizes a case study about the Mandarin Oriental hotel in Bangkok implementing an "o-zone" department dedicated to employee well-being and work-life balance. A survey was conducted to evaluate employee perceptions of o-zone. O-zone provided both intrinsic and extrinsic job motivations. It offered areas for socialization, recognition, personal care services, discounts, and relaxation. Employees reported feeling appreciated and enjoying a pleasant work environment. However, future challenges may include lack of time management and potential negative impacts on work and customer satisfaction if overused. The o-zone enhanced employee hygiene factors and organizational commitment according to the conclusions.
This project report summarizes training and development practices and career progression in the insurance sector. It analyzes the T&D programs at four insurance companies - AVIVA, Birla Sunlife Insurance, TATA-AIG, and National Insurance Corporation. Interviews and surveys were conducted with HR managers and employees. The report finds variations in T&D practices across companies and makes suggestions. It acknowledges the support received from participating organizations and the project guide.
The Employees' State Insurance Act 1948 established a social security scheme in India providing medical, cash, and maternity benefits to employees.
An Employees' State Insurance Corporation was established as a statutory body to administer the Employees' Insurance Scheme. The Corporation is governed by representatives of central and state governments, employees, employers, and medical professionals.
The ESI scheme provides sickness, maternity, disability, and dependents' benefits to insured employees and their families. It covers factories and establishments employing 10 or more workers. The total contribution is 6.5% of wages, with 4.75% paid by employers and 1.75% by employees. Benefits include free medical care, cash benefits for sickness/m
The document discusses the importance of grooming and maintaining a professional appearance when representing a business. It emphasizes that first impressions matter and grooming is an important factor. It provides tips for maintaining good hygiene, dressing appropriately, having good manners, and presenting a positive attitude. Grooming details include being clean-shaven, trimming nails, maintaining conservative hairstyles and footwear, and wearing neat, ironed uniforms. Smiling, acting with honesty and taking responsibility are also advised to make a good impression.
This document provides information about a training and development project completed by 5 students. It includes an acknowledgement, index, and sections on the nature of training and development, inputs in training and development, importance of training, the training process, methods of training, and two case studies with an analysis. The key information presented includes definitions of training and development, the steps in the training process, and various methods used for training such as lectures, on-the-job training, case studies, and role playing.
Get this Hotel Housekeeping Training Manual from here: http://www.hospitality-school.com/training-manuals/housekeeping
Download free sample copy from here: https://www.dropbox.com/s/uzocqmfaoot53vc/Hotel%20Housekeeping%20-%20Preview%20Copy.pdf
Read 160+ free hotel management training tutorials from here: http://www.hospitality-school.com/free-hotel-management-training
7 steps to identifying your organizations training needs white paper - Sept 2010The Blockchain Academy
The document outlines a 7-step process for identifying an organization's training needs. It discusses assessing existing training programs, industry and job requirements, career development opportunities, leadership needs, recurring mandatory trainings, and future anticipated needs. A variety of methods are described for evaluating needs, such as surveys, job analyses, and operational metrics. The goal is to conduct a comprehensive examination to determine any knowledge or skills gaps that training could address.
The document provides an overview of a seminar on staff development presented by Ms. Binsy Cherian. It defines staff development and discusses the need for programs to support ongoing learning and skill development for healthcare workers. The seminar covers topics such as the objectives, types (e.g. continuing education, in-service training), and standards of effective staff development programs, as well as some common barriers to implementation.
This document is a training report submitted by Rishabh Dattatraya Bhalerao documenting his five month industrial training at the Renaissance Mumbai Convention Centre Hotel. The report includes details about the hotel such as its location in Powai, Mumbai, that it is managed by Marriott International, and has 271 rooms and 15 meeting rooms totaling 230,000 square feet of meeting space. The report provides an overview of Bhalerao's training experience and learning across different hotel departments.
Introduction to Human Resource Management in Hospitality IndustryCrystial Parrilla
The document discusses human resource management (HRM) in the hospitality industry. It defines HRM and explains its importance. The major activities of HRM departments are recruiting, selecting, training, motivating, evaluating, and compensating employees. It also provides details on these HRM activities and their objectives.
A project report on training and development with reference to halProjects Kart
This document provides an overview of Hindustan Aeronautics Limited (HAL), an aerospace and defense company based in India. It outlines HAL's mission to become a globally competitive aerospace industry achieving self-reliance in design, manufacturing and maintenance of aerospace and defense equipment. The values of HAL include customer satisfaction, commitment to quality, cost effectiveness, innovation, trust, respect for individuals and integrity. HAL was formed in 1964 by merging Hindustan Aircraft Limited with two other companies and traces its roots back to the pioneering efforts of an industrialist in the early 20th century.
There has been a global increase in tourism over the last 60 years due to factors like increased disposable income, more paid holidays, and cheaper travel. Popular destinations include cities, beaches, and mountain areas for their culture, recreation, and scenery. Tourism is important for many economies, but can negatively impact the environment if not managed properly. Ecotourism is an alternative that involves small-scale tourism to benefit local environments and communities in a sustainable way.
Personal grooming and appearance are essential for working in the aviation and hospitality industries. Maintaining good hygiene, dressing professionally, and paying attention to details like hair, nails, teeth and attire help make a strong first impression and influence how people perceive you. Proper grooming habits demonstrate traits like professionalism, intelligence and credibility that are important in these customer-facing roles. The document provides extensive guidelines on maintaining a neat appearance, from dressing appropriately to practicing good hygiene.
Developing a succession plan is important for retaining top talent and ensuring leadership continuity. Only 1% of companies rate their succession plans as excellent. Succession planning identifies key positions, assesses the competencies and skills required for each role, and develops employees to fill roles when current leaders depart. It is a systematic, ongoing process to retain intellectual capital and encourage advancement, not a one-time event. Tools like talent profiles and a decision matrix can help evaluate employees' performance and potential to identify candidates for development and succession.
The document provides an overview of the history of the hotel industry through short biographies of important founders and developers. It discusses influential figures like Ellsworth Statler, Conrad Hilton, Cesar Ritz, and Kemmons Wilson who established some of the first major hotel chains. It also outlines key innovations and trends that shaped the industry, such as the limited-service hotel concept, technological advances, marketing emphasis, and the impact of events like 9/11.
This document discusses employee training and its importance for organizations. It defines training as a planned process of teaching employees new skills and knowledge to improve their performance in current or future jobs. The main benefits of training include improved employee skills and productivity, higher morale, and the ability to adapt to changing job requirements and technology. Organizations need to provide training to employees for reasons such as filling gaps between employees' existing qualifications and job needs, adapting to environmental changes, and addressing increasing job complexity. The overall goal of training is to enhance both employee and organizational development.
Training and development is a framework for helping employees improve their skills, knowledge, and abilities both personally and professionally. The goal is to develop the best workforce possible so that employees and the organization can achieve their work goals and serve customers. Providing training internally and externally helps employees build careers, prepares them for future challenges, and remains competitive in the job market. Some common training topics include communication, computer skills, customer service, diversity, ethics, and health and safety. The benefits of training and development include increased job satisfaction, better performance, reduced turnover, and an enhanced company image.
This document discusses training and development in organizations. It begins by defining training and development as formal efforts to improve employee performance and self-fulfillment through educational methods. It emphasizes that ongoing training is vital for business success. The document then covers the philosophy, concepts, definitions, objectives, importance and process of training. It distinguishes between training, which improves current job skills, and development, which enhances conceptual skills for future roles. The overall goal of training is to reduce gaps between required and actual employee performance.
This document summarizes a research paper that examines training and development practices in public and private banks in Kenya and India. The paper aims to analyze problems in training and development and suggest improvements. It reviews literature on training and development and establishes the need for the study. The objectives are to examine the role of training in empowering employees, compare policies for human resource development, study training methods, and understand employee attitudes toward training. Hypotheses are that employee characteristics are unrelated to training empowerment and sectors differ in human resource policies. The research design is an exploratory survey comparing managers and employees in both countries' banking industries. Data collection methods include questionnaires, interviews, and documents. Statistical analysis includes measures of central tendency, t-tests
Training and development refers to improving employee performance through learning and development opportunities. It aims to develop employee competencies, improve performance, and meet future organizational needs. The key aspects of training and development include needs assessment, designing training programs, delivering instruction, and evaluating impact. Training improves employee and organizational performance, leads to competitive advantage, and benefits both employees and employers.
Training and development refers to improving employee performance through learning and developing skills, knowledge, and attitudes. The goal is to minimize performance gaps and meet future needs of the organization. Training provides specific skills for current jobs, while education involves theoretical learning. Development helps employees grow into higher positions through general knowledge and attitudes. Effective training and development programs provide skills, education on concepts, development opportunities, and focus on ethics, attitudes, decision-making, and problem-solving skills. This helps organizations gain competitive advantages like removing performance deficiencies, increasing employee retention, and meeting future needs from within.
Training and development refers to improving employee performance through learning and development opportunities. It aims to develop employee competencies, improve performance, and meet future organizational needs from within. Training needs are assessed through analyzing individual and group performance deficiencies. Methods to assess needs include performance appraisals, interviews, and analyzing organizational goals. The training process involves assessing needs, designing instructional programs, delivering training, and evaluating impact on performance. Training benefits both employees through skill development and the organization through improved productivity, quality, and competitive advantage.
1) Training is an important benefit for attracting and retaining employees, as it improves their competencies and contributes to organizational success.
2) Effective training evaluates both short and long term impacts, analyzes organizational needs, jobs, and employee skills, and creates the right conditions for learning and development.
3) Training programs should motivate employees, develop new skills and knowledge, include real-world practice, and ensure accountability in order to maximize learning.
The document discusses training and development in organizations. It defines training as modifying behavior through learning from instruction, while development refers to learning for future career growth. Training focuses on current job skills, while development provides broader learning for growth. Education involves learning for a different job. The purpose of training is to improve performance, productivity and reduce errors. Training needs arise from new technologies or methods. It provides benefits like higher efficiency and motivation while potential disadvantages include costs and time away from work.
The document discusses training and development in organizations. It defines training as modifying behavior through learning from instruction, while development refers to learning for future career growth. Training focuses on current job skills, while development provides broader learning for growth. Education involves learning for a different job. The purpose of training is to improve performance, productivity and reduce errors. Training needs arise from new technologies or methods. It provides benefits like higher efficiency and motivation, though it also has costs. Areas of training include building knowledge, technical skills, social skills, and techniques. The training process involves assessing organizational objectives and training needs before designing and implementing programs.
Dissertation report on performance appraisalMonika Deswal
This document appears to be a dissertation project report submitted for an MBA degree. It discusses a study conducted on employee satisfaction with performance appraisals at Hotel Samrat in New Delhi. The report includes an introduction to the hotel industry and Hotel Samrat, objectives and scope of the study, a literature review on relevant concepts like human resource management and performance appraisal, the research methodology used, data analysis and findings, and conclusions and suggestions.
The document discusses training and development in organizations. It defines training and development, explaining that training focuses on current job skills while development focuses on future growth. It outlines the training process, including need assessment, program design, delivery, and evaluation. Challenges to effective training like employee schedules and technology changes are also examined. The role of training in organizations is to help them adapt to changes in the business environment, learn and implement new practices, and achieve excellence. An effective training system takes a systematic approach involving analyzing needs, designing the program, delivering instruction, and assessing outcomes.
This document discusses the importance of training and development in organizations. It makes three key points:
1. Training and development play an important role in organizational effectiveness and employee experiences. It impacts productivity, health and safety, and personal development. Most organizations invest in training and development through specialist staff and paying employees during training.
2. In today's fast-paced world, organizations must continuously invest in updating employee skills to stay competitive. Strategic advantages come from core competencies developed in employees through training and skill development.
3. There are several reasons why training is needed, including changing technology, demanding customers, and the need to improve productivity. Continuous training is needed to keep employees skilled with new technologies and customer
The document discusses training and development in organizations. It defines training as modifying behavior through learning from instruction, while development refers to learning for future career growth. Training aims to improve current job skills, while development provides general learning for growth. Education refers to training for a different job. The document also discusses the purposes, types, processes, advantages and issues of training in organizations.
This document discusses staff development programs for nurses. It defines staff development as formal and informal learning opportunities that help employees perform their roles competently. The goals of staff development programs are to ensure efficiency, consistency, and regulatory compliance through training. Programs address weaknesses, build confidence, and provide career advancement opportunities for nurses. Common types of staff development include induction training, job orientation, in-service education, continuing education, and training for special functions. Evaluation of these programs identifies areas for improvement and assesses how training is applied in practice.
The document discusses employee training and development at State Bank of India. It begins by defining training and development, explaining their purposes and differences. It then discusses the need for and importance of training and development in improving employee skills, motivation, productivity and the organization. It outlines the objectives and types of training, including e-learning. Specifically, it describes State Bank of India's e-learning portal called Gyanodaya, which employees can use to access training materials, updates and other work-related information online.
The document discusses training programs and processes at Taj Hotels, including the Taj Management Training Programme, Hotel Operations Management Trainee Program, Food Production training, and motivational programs like the Taj People Philosophy, Balanced Scorecard system, and STAR recognition system. Trainees undergo both classroom and on-the-job training over 12-24 months to prepare for management roles in departments like food and beverage, front office, and housekeeping.
Training and development are important strategies for organizational growth. There are several factors that contribute to increased needs for training, including changes in technology and a desire for employee development. The training process involves needs analysis, developing training programs and manuals, delivering training, and evaluating effectiveness. Siemens uses workforce planning to identify training needs and provides apprenticeships, commercial academies, and graduate programs. Benefits to Siemens include a flexible, skilled workforce that improves productivity and commitment while attracting new employees. Siemens measures training effectiveness through objective setting and feedback to ensure training supports business goals.
Hindustan Unilever's recruiting process begins with the requirements of several departments and follows best practices in its recruitment and selection process.
The Importance of Training Courses Provided by the Department of Human Resour...inventionjournals
This document summarizes a study on the importance of training courses provided by human resources departments and how they can improve employee performance. The study finds that while UAE organizations offer training, the implementation has not been effective. Many employees are unaware of available training programs. Financial constraints also limit training budgets. The study aims to investigate training courses and practices to enhance human resource development. Its goals are to identify the best training for sustainability and examine challenges in implementing training.
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Tech transfer making it as a risk free approach in pharmaceutical and biotech iniaemedu
Tech transfer is a common methodology for transferring new products or an existing
commercial product to R&D or to another manufacturing site. Transferring product knowledge to the
manufacturing floor is crucial and it is an ongoing approach in the pharmaceutical and biotech
industry. Without adopting this process, no company can manufacture its niche products, let alone
market them. Technology transfer is a complicated, process because it is highly cross functional. Due
to its cross functional dependence, these projects face numerous risks and failure. If anidea cannot be
successfully brought out in the form of a product, there is no customer benefit, or satisfaction.
Moreover, high emphasis is in sustaining manufacturing with highest quality each and every time. It
is vital that tech transfer projects need to be executed flawlessly. To accomplish this goal, risk
management is crucial and project team needs to use the risk management approach seamlessly.
Integration of feature sets with machine learning techniquesiaemedu
This document summarizes a research paper that proposes a novel approach for spam filtering using selective feature sets combined with machine learning techniques. The paper presents an algorithm and system architecture that extracts feature sets from emails and uses machine learning to classify emails and generate rules to identify spam. Several metrics are identified to evaluate the efficiency of the feature sets, including false positive rate. An experiment is described that uses keyword lists as feature sets to train filters and compares the proposed approach to other spam filtering methods.
Effective broadcasting in mobile ad hoc networks using gridiaemedu
This document summarizes a research paper that proposes a new grid-based broadcasting mechanism for mobile ad hoc networks. The paper argues that flooding approaches to broadcasting are inefficient and cause network congestion. The proposed approach divides the network into a hierarchical grid structure. When a node needs to broadcast a message, it sends the message to the first node in the appropriate grid, which is then responsible for updating and forwarding the message within that grid. Simulation results showed the grid-based approach outperformed other broadcasting protocols and was more reliable, efficient and scalable.
Effect of scenario environment on the performance of mane ts routingiaemedu
The document analyzes the effect of scenario environment on the performance of the AODV routing protocol in mobile ad hoc networks (MANETs). It studies AODV performance under different scenarios varying network size, maximum node speed, and pause time. The performance is evaluated based on packet delivery ratio, throughput, and end-to-end delay. The results show that AODV performs best in some scenarios and worse in others, indicating that scenario parameters significantly impact routing protocol performance in MANETs.
Adaptive job scheduling with load balancing for workflow applicationiaemedu
This document discusses adaptive job scheduling with load balancing for workflow applications in a grid platform. It begins with an abstract that describes grid computing and how scheduling plays a key role in performance for grid workflow applications. Both static and dynamic scheduling strategies are discussed, but they require high scheduling costs and may not produce good schedules. The paper then proposes a novel semi-dynamic algorithm that allows the schedule to adapt to changes in the dynamic grid environment through both static and dynamic scheduling. Load balancing is incorporated to handle situations where jobs are delayed due to resource fluctuations or overloading of processors. The rest of the paper outlines the related works, proposed scheduling algorithm, system model, and evaluation of the approach.
This document summarizes research on transaction reordering techniques. It discusses transaction reordering approaches based on reducing resource conflicts and increasing resource sharing. Specifically, it covers:
1) A "steal-on-abort" technique that reorders an aborted transaction behind the transaction that caused the abort to avoid repeated conflicts.
2) A replication protocol that attempts to reorder transactions during certification to avoid aborts rather than restarting immediately.
3) Transaction reordering and grouping during continuous data loading to prevent deadlocks when loading data for materialized join views.
The document discusses semantic web services and their challenges. It provides an overview of semantic web technologies like WSDL, SOAP, UDDI, and OIL which are used to build semantic web services. The semantic web architecture adds semantics to web services through ontologies written in OWL and DAML+OIL. Key approaches to semantic web services include annotation, composition, and addressing privacy and security. However, semantic web services still face challenges in achieving their full potential due to issues in representation, reasoning, and a lack of real-world applications and data.
Website based patent information searching mechanismiaemedu
This document summarizes a research paper on developing a website-based patent information searching mechanism. It discusses how patent information can be used for technology development, rights acquisition and utilization, and management information. It describes different types of patent searches including novelty, validity, infringement, and state-of-the-art searches. It also evaluates and compares two major patent websites, Delphion and USPTO, in terms of their search capabilities and features.
Revisiting the experiment on detecting of replay and message modificationiaemedu
This document summarizes a research paper that proposes methods for detecting message modification and replay attacks in ad-hoc wireless networks. It begins with background on security issues in wireless networks and types of attacks. It then reviews existing intrusion detection systems and security techniques. Related work that detects attacks using features from the media access control layer or radio frequency fingerprinting is also discussed. The paper aims to present a simple, economical, and platform-independent system for detecting message modification, replay attacks, and unauthorized users in ad-hoc networks.
1) The document discusses the Cyclic Model Analysis (CMA) technique for sequential pattern mining which aims to predict customer purchasing behavior.
2) CMA calculates the Trend Distribution Function from sequential patterns to model purchasing trends over time. It then uses Generalized Periodicity Detection and Trend Modeling to identify periodic patterns and construct an approximating model.
3) The Cyclic Model Analysis algorithm is applied to further analyze the patterns, dividing the domain into segments where the distribution function is increasing or decreasing and applying the other techniques recursively to fully model the cyclic behavior.
Performance analysis of manet routing protocol in presenceiaemedu
This document analyzes the performance of different routing protocols in a mobile ad hoc network (MANET) under hybrid traffic conditions. It simulates a MANET with 50 nodes moving at speeds up to 20 m/s using the AODV, DSDV, and DSR routing protocols. Traffic included both constant bit rate and variable bit rate sources. Results found that AODV had lower average end-to-end delay and higher packet delivery ratios than DSDV and DSR as the percentage of variable bit rate traffic increased. AODV also performed comparably under both low and high node mobility scenarios with hybrid traffic.
Performance measurement of different requirements engineeringiaemedu
This document summarizes a research paper that compares the performance of different requirements engineering (RE) process models. It describes three RE process models - two existing linear models and the authors' iterative model. It also reviews literature on common RE activities and issues with descriptive models not reflecting real-world practices. The authors conducted interviews at two Indian companies to model their RE processes and compare them to the three models. They found the existing linear models did not fully capture the iterative nature of observed RE processes.
This document proposes a mobile safety system for automobiles that uses Android operating system. The system has two main components: a safety device and an automobile base unit. The safety device allows users to monitor the vehicle's location on a map, check its status, and control functions remotely. It communicates with the base unit in the vehicle using GPRS. The base unit collects data from sensors, determines the vehicle's GPS location, and can execute control commands like activating the brakes or switching off the engine. The document provides details on the design and algorithms of both components and includes examples of Java code implementation. The goal is to create an intelligent, secure and easy-to-use mobile safety system for vehicles using embedded systems and Android
Efficient text compression using special character replacementiaemedu
The document describes a proposed algorithm for efficient text compression using special character replacement and space removal. The algorithm replaces words with non-printable ASCII characters or combinations of characters to compress text files. It uses a dynamic dictionary to map words to their symbols. Spaces are removed from the compressed file in some cases to further reduce file size. Experimental results show the algorithm achieves better compression ratios than LZW, WinZip 10.0 and WinRAR 3.93 for various text file types while allowing lossless decompression.
The document discusses agile programming and proposes a new methodology. It provides an overview of existing agile methodologies like Scrum and Extreme Programming. Scrum uses short sprints to define tasks and deadlines. Extreme Programming focuses on practices like test-first development, pair programming, and continuous integration. The document notes drawbacks like an inability to support large or multi-site projects. It proposes designing a new methodology that combines the advantages of existing methods while overcoming their deficiencies.
Adaptive load balancing techniques in global scale grid environmentiaemedu
The document discusses various adaptive load balancing techniques for distributed applications in grid environments. It first describes adaptive mesh refinement algorithms that partition computational domains using space-filling curves or by distributing grids independently or at different levels. It also discusses dynamic load balancing using tiling and multi-criteria geometric partitioning. The document then covers repartitioning algorithms based on multilevel diffusion and the adaptive characteristics of structured adaptive mesh refinement applications. Finally, it discusses adaptive workload balancing on heterogeneous resources by benchmarking resource characteristics and estimating application parameters to find optimal load distribution.
A survey on the performance of job scheduling in workflow applicationiaemedu
This document summarizes a survey on job scheduling performance in workflow applications on grid platforms. It discusses an adaptive dual objective scheduling (ADOS) algorithm that takes both completion time and resource usage into account for measuring schedule performance. The study shows ADOS delivers good performance in completion time, resource usage, and robustness to changes in resource performance. It also describes the system architecture used, which includes a planner and executor component. The planner focuses on scheduling to minimize completion time while considering resource usage, and can reschedule if needed. The executor enacts the schedule on the grid resources.
A survey of mitigating routing misbehavior in mobile ad hoc networksiaemedu
This document summarizes existing methods to detect misbehavior in mobile ad hoc networks (MANETs). It discusses how routing protocols assume nodes will cooperate fully, but misbehavior like packet dropping can occur. It describes several techniques to detect misbehavior, including watchdog, ACK/SACK, TWOACK, S-TWOACK, and credit-based/reputation-based schemes. Credit-based schemes use virtual currencies to provide incentives for nodes to forward packets, while reputation-based schemes track nodes' past behaviors. The document aims to survey approaches for mitigating the impact of misbehaving nodes in MANET routing.
A novel approach for satellite imagery storage by classifyiaemedu
This document presents a novel approach for classifying and storing satellite imagery by detecting and storing only non-duplicate regions. It uses kernel principal component analysis to reduce the dimensionality and extract features of satellite images. Fuzzy N-means clustering is then used to segment the images into blocks. A duplication detection algorithm compares blocks to identify duplicate and non-duplicate regions. Only the non-duplicate regions are stored in the database, improving storage efficiency and updating speed compared to completely replacing existing images. Support vector machines are used to categorize the non-duplicate blocks into the appropriate classes in the existing images.
A self recovery approach using halftone images for medical imageryiaemedu
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Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
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