Kit Kat

The main competitors of Kit Kat are ‘Time Out’, ‘Mars’, ‘Twix’, and ‘Ferrero’. Among the entire competitors ‘Time Out’ is on the top name of the list. According to the survey most of the people prefer Kit Kat rather than the other chocolates. Cadbury is one of the most popular companies for chocolate. It is known for its original milk chocolates. But when it comes to the snack bars, the first preference is ‘Kit Kat’. Hence we can say that the competitors are trying to improvise the original wafer coated with milk chocolate with other ingredients, such as ‘Tim Out’, which inserted flakes, ‘Twix’ which is combined with caramel flavour and ‘Kinder Buenos’ using hazelnut chocolate. This shows that the difference between Kit Kat has a different way to promote their chocolates and their competitors have different ways of promotion as they give there ingredients importance. Consumers are becoming more design conscious, demanding for goods which are aesthetically pleasing. Talking about Kit Kat, the packing is outstanding because of the striking red and convenient size. The chocolate also has a double packing. First is the outer layer which is red in colour and the second is the inner silver layer which is made of foil to protect the chocolate from bacteria and fungus. Products and there packing are affected by the lifestyle of people. More people are eating Kit Kat on the move, creating opportunities for chocolate bar line to compete in the snack market. Thus having an upper hand over its rivals, Kit Kat has done a good job by putting its product picture in front of their packing, so that it gives a clear meaning of what type of confectionary chocolate bar is Kit Kat. Nevertheless, â€Å"Time Out† has also done a good job by telling straight forwardly that it is a snack bar. On the other hand, â€Å"Twix’ packing may be a bit dull and misleading because there packing has only the product name but not what type of snack it is. At the same time, the gold packing is not so appealing to the customers. As for â€Å"Kinder Buenos† there packing is good and interesting but is big and bulky compared to others. As far as marketing system is concerned, Cadbury focuses on their product placement. The punch line will be, â€Å"location, location, location†. The product will normally be placed on the middle shelf, where most consumers find it at the same eye level, from adults to teenagers. When we talk about â€Å"Twix†, their concern is not with the placement of the product, but Mars Inc, their brand product is the one which takes care of its recognition. The same case is with â€Å"Kinder Buenos†, where Ferraro, their brand does the same for it, and helps maintain the sales. While Kit Kat on the other face, does its promotion by inducing a price which is lower to its competitors. The reason is believed to be the ingredients which are mostly local. This enables them to reduce the price. This acts as strength, because when supply and demand mechanism is taken into consideration, lower price leads to higher demand.

Capabilities in the Workplace Bangles Pvt. Ltd.?

Abstract: A business is likely to flourish when it makes best use of its core competencies, organization capabilities, and increases its capacity. This paper describes a firm, Bangles Pvt. Ltd, which is headquartered in UK and is looking to expand into the Asian market via its online store. The paper discusses the core competencies the firm has along with its organizational capabilities which will help the firm in making this expansion successful. Introduction: Bangles Pvt. Ltd is an online business based in the United Kingdom and run through social media sites, the company’s own personal website, and through other buying/selling websites such as eBay and other portals. The business originated in 2006 after the owner finished her Arts degree from a local college and decided to use her expertise in her own small enterprise. Initially she took the responsibility of production herself and began to produce highly colourful, intricately designed, handmade bangles on order. However, as business began to boom she hired two other designers to help her with the production in 2007 and currently employs 10 people to produce bangles in the ranges of collections titled casual/everyday bangles, semi-formal bangles, bridal bangles, and exclusive designs. The company basically operates upon an order service in which customers either send their orders in the inbox on sites such as Facebook or fill out order forms on the company’s own personal website. The sites are full of colourful albums full of designs of various bangle creations which are updated regularly and articles targeted towards different target audiences regarding how to use the bangles and other fashion tips (Bangles Pvt Ltd, 2014). While the company instantly began to gain steady business and maintained a commendable reputation, the company is currently facing a number of issues as it plans to expand further into other markets and has also recently begun to supply bangles in Asia via the owner’s relatives and friends who live there. The Asian market shows high potential for the company as the use of bangles is highly widespread in many Asian countries and the designs of the bangles support Asian cultural traditions while adding a contemporary touch to what is traditionally worn by Asian women. However, this will add an additional burden upon the employees at Bangles who are already over-absorbed in producing bangles for current customers. The owner i s slightly worried that if the brand is not managed properly by the distributors she appoints (friends and relatives), which may cause a detrimental impact upon the company’s name and future prospects (Bangles Pvt. Ltd, 2014). Thus, it is essential for her to ensure that the operations and delivery processes in Asia are properly conducted and reliable. There is also danger that her products will end up in the retail market in Asia if no controls are implemented and may be sold to customers in bulk. The owner of Bangles also needs to ensure that her employees in Asia conform to company policy and are highly cooperative with her and her UK-based employees. She needs to maintain decorum with her employees and coordination with respect to meeting customer demand and responding to customer preferences. This paper will outline the company’s main core competencies, organizational capabilities, and capacity-building tools which can help Bangles solve its current expansion prob lems in the Asian market. The paper will then conclude by providing recommendations as to what the organization needs to further develop and commenting upon its managerial practices while summarizing the main points made in the paper. Core Competencies, Organizational Capabilities, and Capacity-Building: Core competencies are the unique qualities or strengths that a firm has which differentiate them from their competitors and are difficult to replicate. They are a source of competitive advantage for a firm and enable the firm to perform efficiently and effectively in a particular area relative to their competitors (Gupta, 2013). Bangles Pvt. Ltd has several core competencies which strengthen the firm and result in increased business. One of the core competencies of Bangles Pvt. Ltd is the diversified workforce, which consists of close friends and students of the owner who originate from different countries and are able to provide Bangles with unique and original ideas for bangle designs. Thus, the aesthetic appeal of Bangles’ products suits the modern tastes of consumers in the UK, India, Pakistan, Turkey, China, and Nigeria as the designers of Bangles originate from the countries mentioned. Another core competency of the firm is the owner’s personal involvement in the business and the fact that the owner provides customers with a personalized service and is highly interactive with the customers. Additionally, the owner also provides a customized service to customers who wish to get their own bangles designed at an affordable price. Also, the owner’s large social circle and connections with people in Asia who can help in expanding and managing the business is also a core competence as the owner will not have to associate with unknown parties in order to achieve expansion into Asia. The organizational capabilities of the firm are the manner in which people are managed in a firm in order to gain a competitive advantage (Grafton, Lillis, & Widener, 2010). The organizational capabilities of Bangles include the owner’s excellence in human resource management as she has been successful in motivating employees since the business’s inception. The owner’s charismatic leadership style and the informal organizational culture of th e firm help the employees remain comfortable and united with one another. The owner also attempts to organize the employees in the organization through the use of various communication tools including a personal group on WhatsApp, an intranet which enables the employees to interact with one another, and through the use of video conferencing when applicable (Bangles Pvt Ltd, 2014).The business’s strong internal associations and the fact that all of the designers in the firm are educated, trained, and experienced in the field of arts and crafts enables the firm to perform faster and more efficiently in order to quickly meet customer demand. The lack of misunderstandings between employees and the close connection between employees and the owner also serves as a source of competitive advantage and enables the work to be done quicker. The organization is currently working on capacity-building as it has previously increased its capacity by purchasing three small machines, which hel p cut the thread and sew on the beads for intricately and delicately designed bangles. Using these machines has sufficiently increased the capacity of the firm and Bangles has been able to complete more orders than it previously had. The company has recently tried division of labour and instead of asking one designer to complete a full pair of bangles, they have tried to break down the tasks and let one worker complete a portion of an order while the others complete other portions. This has shown commendable results recently as capacity has slightly increased. In order to solve the problems arising from an expansion into the Asian market, Bangles must use its core competencies, organizational capabilities, and capacity-building tools to its advantage. The owner can use the core competency of having a diversified workforce to be able to accurately meet the aesthetic demands of customers in Asian countries. Moreover, the owner needs to use her social connections in order to appoint a reliable manager in Asia who will help in the distribution of Bangles’ products and also manage the brand image of the firm. The owner can make use of the firm’s strong communication network to set up a system in which she communicates with customers in Asia herself or responds to their messages as soon as possible if there is a difference in timings in order to provide them with a personalized and customized service where applicable. Thus, to efficiently manage business in Asia, the owner must make use of her charismatic leadership style to constantly remain in touch with employees and the manger in Asia and ensure she is updated upon changing trends. The owner must also have a rigid plan towards crisis management in order to ensure that she is able to solve such problems without increasing hassle and confusion and risk in damaging the brand’s reputation. The owner can also extend the intranet to include employees in Asia and to ensure that she communicates wit h them personally in order to ensure that they are familiar with the organizational culture and are absorbed into the enthusiasm of being a part of the organization. These are the strategies that the firm can use by making use of its existing core competencies and capabilities. However, the firm may also need to enhance other departments in order to efficiently compete in the Asian market. Conclusion and Recommendations: It is evident that the firm has numerous core competencies and organizational capabilities which enable the firm to efficiently compete in the market and which can be used to its advantage in expanding into the Asian market. However, the firm may consider increasing its efficiency and capacity by hiring additional designers in Asia who can produce the bangles there and ship them to customers easily and without additional cost. Moreover, the firm may also hire additional staff in the UK to ensure that there is always someone available online to cater to customer queries and demands. In order to appropriately achieve this, Bangles may also consider giving its staff training in customer service and managing across cultures. Hence, the firm’s core competencies of a diversified workforce, strong social connections, and the owner’s personal involvement in the business serve to be highly beneficial while organizational capabilities of a strong communication network and informa l organizational culture are redeem high benefits. References Bangles Pvt. Ltd. (2014) Facebook Page [online] Accessed on: February 20, 2014 Available at: https://www.facebook.com/bangles Grafton, J., Lillis, A. M., & Widener, S. K. (2010). â€Å"The role of performance measurement and evaluation in building organizational capabilities and performance.† Accounting, Organizations and Society. Vol. 35(7) pp. 689-706. Gupta, R. K. (2013). â€Å"Core Competencies for Business Excellence.† Advances in Management. Vol. 6 (10). pp. 712-723

Good Leadership Is More Important Than Good Management Essay

Leadership and management are crucial factors that determine the company’s further development. Management tries to control everything even humans, whereas leaders attempt to liberate humans and powers (Kotter 2001). Generally, the work management does is to make plan and budget, organize, control and solve the problem. The aim of management is to set up the rules. The leader’s work is to ensure the direction and target of the company, integrate all the resources, impel and encourage employees, its aim is to change, and it is obviously that this is the way leadership runs (Kotter 2001). More specially, leadership cares about the value and meaningfulness, whether the target the organization has achieved is worth or not. Leadership follows closely to humans, the dignity, value, potential and development. If management is concentrate on technology and means, procedures and methods, then leadership put emphasis on humanity and objective, the results and art (Northouse 2007). For example, management is focus on the function of power, but leadership cares the effect of enchantment. In fact, for every organization even country, they need both leadership and management. The aim cannot be achieved if lacking any one of these two. Since the leadership is playing the direction instructor role in the management process, this essay believes leadership is more crucial. Therefore, the essay will first have a literature review on leadership and management, following that, it will explain the interdependence of both two functions. Finally, it will illustrate the reason why leadership is more important through examples. Many studies have research on leadership and management from different perspective. According to Kotter (2001), the meaning of management is dealing with the assigned task, managers do key works such as planning, organizing and controlling, and then achieve the expected goal. Through management, the current organization performance can be maintained efficiently (Cuban 1988). It is certainly that in the management process, the leadership will always exhibits, but the main functions of management is preservation rather change (Bush & Heystek 2003). Both of management and leadership have their special value towards various situations, however, management deals with the technical issues while leadership deals with values (Bush and Heystek 2003). According to Kouzes and Posner (2002), leadership is the ability how the leader encourages others to volunteer to make efforts to the organization. As for leadership, it has five following styles: country club management, team management, organization man management, impoverished management, and authority obedience (Blake & Mouton 2003). Among these five styles, â€Å"team management† is proposed most. Blake and Mouton (2003) think the leadership is the ability to deal with both production and humans, and team management is the most appropriate one. In terms of Fiedler (1967), the situation has more influence on leadership. Three main situations are leader member relationship, the structure of the mission and the authority power. Different situation will show different leadership. Furthermore, all these three divisions also have impact on the leadership. Tannenbaum and Schmidt (1958) conclude four main styles, autocratic, known as the telling style, the leader takes the mission and let it known to the group; persuasive (the selling style), the leader would like to motivate the group without discussion, only through persuading them to believe the tasks is a good chance; consultative (the consulting style), the leader will consider member’s advices and their feelings when facing the decisions; democratic (the joining style), the leader will invite discussion, in this step the leader is not only a decision maker. Presently, how the organization can adapt to the fast changing society has become a critical problem for people to think about. In such a competitive era which is compete on knowledge (Bell 1999), an organization, particularly an enterprise which wants to gain the everlasting success should focus on both leadership and management, in this way to adapt to the changing world and keep the competitive advantage (Welch, J & Welch, S 2005). Although the leadership and management are diverse, both of they are very crucial to the organization and interact each other. Therefore, the organization needs both the objective view from managers and vision brought by the leaders (Bolman & Deal 1997). For achieving the vision and keeping high efficiency of the organization, it is necessary to pay great attention to both leadership and management. The interdependent relationship between leadership and management can be illustrated through balanced scoreboard (Kaplan & Norton 2005) shown in the following figure. The Banlance Scorecard (Kaplan & Norton 2005) According to the figure above, it looks into the key area of a business, external area like consumers, financial performance, internal one such as innovation and learning process. It clearly shows a comprehensive view of the two functions. Managers should use measurable methods to have a deep understanding of consumers’ demands, and leader should give the company goal with these demands. Managers are required to use any internal business strategy to let the consumer satisfied while leaders are give all the supports that reach that strategy. So under nowadays such a fierce globalized competition, every company wants to hold the consumers and market share. So the managers and leaders are pretty interdependent, with leaders are responsible for search the demand to adapt the change, and managers control the process and give advices. It is thus clear that good leadership and good management are very important aspects of an organization, however starts from the key esprit of the firm, leadership represents the excellence of the enterprise, and it could realize the value of every employee. Leadership needs sustained training and creation, it is regard as the key factors that influence the development, alternative and reproduce of an organization. Based on this understanding, compared with good management good leadership is a more critical issue. Following section will take Sony and P&G as cases to explain why leadership is more important than management. Sony is a leading firm in the high-tech manufactures industry, it first develops the memory stick and MP3 player, but its sales revenue did not performance well. And soon after the emerging of Samsung and Apple, Sony was soon surpassed by the two competitors. Samsung has more brand value than Sony since 2005, and the Ipod and Macbook from Apple are popular rather than Vaio (Chang 2008). Actually a firm like Sony who can perform on the international stage will of course have a good management within the company for until now Sony still do a very good job. And from the external environment, the different strategies Sony and Samsung takes will not lead to the different performance on its sales. Sony has the right strategy, the complete resources, the powerful energy, but the winner turns to Apple and Samsung. Why Sony could so easily be surpassed by the competitors? The main reason why such gap exists is because the company lacks of the leadership. Many enterprises failed due to the unsuccessful integration of strategy and operation. Take Sony’s competition with Apple as an example, Apple has no core technology on the MP3 player market, all the things they do is to implement the innovation with its computer processor technology. But in the contrast, although Sony has every factor to success, the wrong steps results in the lost in the MP3 player market. Sony took defensive strategy rather than offensive one, such strategy is not appropriate to its market and organizational management. There are two characteristic of current market: the rapid change of new technology and the fast depreciation of old ones. Sony actually do little effort to face the two emerging companies, the new leader team organized by the formal president of Sony could not meet their new visions. Why Apple and Samsung could win is not only because they know the market trend and importance of innovation, but also because the right vision from the leaders. The vision is not a dream but based on the careful market analysis and knowledge of current organizational situation. This is the reason Sony failed in the competition and meanwhile it also shows the more importance of leadership than management. Senge (1994) said that an efficient leadership is that the leader could change the path of an organization’s development and destiny, because every success eventually depends on the leaders. P&G, a global successful company in FMCG (Fast Moving Consumer Goods) industry, their leadership management is a good experience to learn. There has a rule in P&G, inter-dependence is a lifestyle (McDonald 2009). Every department, products and areas among the company should trust each other and closely cooperate. P&G is proud of getting the success if take other’s advices. The rule shows P&G has make a closely partnership with their suppliers, consumers, communities and employees. In this way, P&G has built an entire smooth value chain and leads to a multiple- win situation. Good leadership shown in P&G Company as following: Friendly and long-term cooperation with partners. P&G’s leadership with partners could be shown as they always built a long-term relationship. Many partners think P&G has enough respect toward its partners. The reason P&G seldom change partners is due to two reasons: first is in this way to keep the brand image, second is P&G hopes the partners should be familiar with P&G’s business, thus they can reduce lots costs and time. Innovative cooperate strategy. P&G’s another leadership performs to be creative cooperation with Wal-Mart. When many manufacturers are complained about big retail stores such as Wal-Mart and Carrefour, P&G always take an initiative position in the bargaining with the retailers. P&G make an evolution on its supply chain. They use the information technology to realize the continuous replenishment program,which manage the products by categories. The team from P&G and Wal-Mart are from many departments such as sales, marketing, operation, IT and finance, but they share the same goal. In the cooperate process, P&G carefully absorb the advices from the retailers and at the same time, P&G design some products for Wal-Mart. The two companies also intend to expand their business into other areas. Provide training and communication with employees. P&G regards people as their wealth. P&G provide systematic training program, internal promotion. Most of the management is recruiting internally; this basically increased the employee’s loyalty. Besides, P&G not only provide a competitive wages, but also its comfortable working environment. All these are the elements that can show P&G performance on leadership. P&G takes more social responsibility. Aims at sustainable management and environment protection, from 1994, P&G would release its global environment reports to the public annually. Its target is to show a clear vision of the company’s work for improving the global environment. Commitment to consumers. P&G’s belief is they produce and offer best quality products in order to improve the life of global consumers. As returns, they will first gain the leading market position and increasing profit, thus to make the society prosperity which our employees, stakeholders works and lives in. P&G put customers as the first position; they listen to their suggestions, including sales and R&D. P&G set the free call for consumers in order to keep connection with consumers, they always think and solve the problems from consumers perspective and explore the potential demands. 3E model. The 3E model of P&G is ultimately an excellent indication of their works on leadership. The 3E model includes: envision, energize, enable. Envision encourages people to have a clear plan and strategy toward their targets, concentrate on achieve the goal; find the possibility and not the limitations. Energize inspire employees to listen, understand and trust, approve the employee’s performance. Enable improve employees productivities. And also create possible conditions for employees to get success. The 3E model seems very simple but it has included everything related to the leadership. In this model, leadership is a behavior not a job. It clearly gives three missions to the managers: setting the goal, inspiring the employees, provide any helps. From all these aspects of P&G case, people can know that leadership is not just depends on one person or one group, it rely on the whole organization. And leadership not only considers for small aspects such as company strategies, but also considers more about the social responsibility it have in the society. Generally speaking, there are three outcomes of excellent leadership: -The productivity. The only results when the employees cannot finish his job on time are the waste of time and the reduction of quality. The main reason of such consequence is the uncertain guidance and follow-ups. If the leader cannot offer guidance the employees need, then the job cannot achieve the expected level. So lots of time and strength are wasted thus reduced the productivity. -The stability within the organization. As said above, the current society is based on knowledge. If the organization wants to approve the value of the employees, it should provide continuous training and developing opportunities for them. In this way to show the organizations confirmation on their value through spending time and money invest on the knowledge. The company could use such method to increase the stability of the employees and improve the efficiency. -The consumer’s satisfaction. The excellent external consumer services are based on the internal customer service. If the company could realize that the employees are the key customers for them, then they could get the chance to earn huge profit. As a leader, the company’s attitude towards the employees mainly determines whether they wish to work for the company. To care the employees give the company a chance to provide an excellent consumer services from inside-out. Bass and Avolio (1994) mentioned that the leadership should include behaviors like inspiring others, intellectual stimulation, coaching and development, respect and faith. This paper thinks, the leadership is, under the organization’s process of implement its target, the ability of the leader influence other related be led and the interaction between leader and the one to be led. The leadership itself is not only a capability but also a process. In the process, it includes the process of onstruct a binary relationship between the leader and followers, and also includes the functions leader set the organization, improve the efficiency, and leaders help organization adapt the environment, develop and innovative process.? Conclusion To sum up, good management is also an important issue concerning the organizational development. The reason why leadership is more important is that leadership is on a higher level. Take riding the horse as example; if the stableman has an excellent technique to control the horse, perhaps the stableman has management talent. But if he always goes to the wrong direction, that is to say, though the high technique of his management, but still cannot achieve the target, then he is doing the incorrect thing. Clawson (2008) said that leadership is nothing if without changes. So under nowadays a fiercely global trend competition and rapid changing of information and technology, leadership becomes more important for the organization. But only integrate the power of these two functions can, the organization develop on the right way.

SHOULD DRUGS BE BANNED Essay Example | Topics and Well Written Essays - 750 words

SHOULD DRUGS BE BANNED - Essay Example Production of illegal drugs occurs mainly in underdeveloped countries where poor farmers are exploited by drug traffickers. Drug production business causes several environmental damages and involves a high rate of corruption and criminal activities. Recent technological advancements like electronic money laundering have enabled drug traffickers to earn huge profits. Even in those countries which are economically benefitted by the drug production business the problems created by these drug traffickers more often debilitates these benefits and the growth of the country. Among the drugs the illegal trade of cocaine and marijuana has spread from urban cities to small rural towns. The use of these drugs has stabilized at high rates and is affecting the health and safety of the American population. It has also increased the rate of violent and criminal activities associated with drug trafficking. Trafficking of these drugs by Mexican, Columbian and Canadian organizations has increased over the past years. In addition media, internet and groups favoring legalization of these drugs have increased the popularity and sale of these drugs (Almanac of Policy Issues, 2004). On a health basis large consumption of illicit drugs has adverse effects on the health such as birth defects, poor performance in academics, negative psychological effects such as anger, excitement and aggression, neurological problems in case of drug overdose and involvement in criminal and violent activities. Consumption of harder drugs such as crack cocaine is associated with severe psychological and pharmacological effects and has increased the emergency hospital admissions related to its use. Consumption of illegal drugs also affects social relations of individuals and increases the rate of accidents and other disasters. It also causes unnecessary financial burden both for the individual and the government which spends for police, military, and expenditure for treatment and welfare programs. Another major concern in the recent years has been the rise of HIV related infections among those using drug injections (UNRISD, 1994). Drug trade can be controlled by law and order measures , effective government regulatory policies and strategies, provision of alternative opportunities of income generation for farmers involved in the production of these drugs, implementing harsh sanctions on consumers, and designing effective awareness strategies can all help to reduce the demand for illicit drugs (UNRISD, 1994). In his message against drug abuse and trafficking, the Secretary General of the United Nations, Ban Ki-Moon has called for a concerted effort by governments, law and order, society and the media to promote greater awareness about the potential harmful effects of these drugs. He further added that providing alternative work opportunities for farmers could help bring about a change. Ban also cited the drug rehabilitation program offered at a center in northern Italy which had changed the lives of nearly 1200 men and women (Chakwe, 2013). In an earlier report Ban cited the pathetic state of the Afghan people, a majority of whom are involved in drug production an d trafficking and called for the need of vigilant law enforcement measures to

Australian History Convict Transportation Essay

Australian History Convict Transportation - Essay Example For which the impact of the changes has brought the mortality rate of convicts on board to a lower rating. From the embarkation of convicts for their exile to a remote or distant land, several emotional responses are encountered - swearing, cursing, wrangling, and lamenting. Included in it, is the verdict that they will be going through while on board a transport. Their predicaments initially in the hulks during their actual voyages include such as: authorities who less care about their welfare, and the unsanitary conditions, resulting them to death before, during or immediately, after the voyage, where historians attribute the initially high mortality rates to a failure in organization.1 To ensure convicts' health and welfare, standard operating procedures are conveyed with a brief summary of regulations such that: The British Government has hitherto regarded the transportation of prisoners as the chief mode of providing labor in the colonies; punishment and utility have been connected so as to render convict labor alike beneficial to the colonists and conducive to the best interests of the parent state; all convicts sent out are to be newly clad, and ample rations of wholesome food are to be apportioned to them; health is preserved by cleanliness, which is strictly attended to, and the ship owners are bounded by the terms of their charter to supply each prisoner with at least half-a-gallon of water per day; and care is also taken that they are not subjected to any oppressive or capricious treatment.2 Attempts had been made to reduce the death rates in prison hulks, including the provision of adequate space, proper nutrition, personal cleanliness, hygienic living conditions, reasonable working conditions, regular medical care, the exclusion and isolation of those with contagious diseases, and also an opportunity for secular redemption. The result was impressive. Death rate in the hulks had been reduced. However, after a period of experimentation and learning, they were repeated on the convict ships. Though, initially, improvements were achieved in the hulks.3 The evidences according to records describe and picture convict voyages with much higher mortality rating than in the later phases. Deaths were caused more by diseases than by accidents and violence. Where, most deaths that were caused by diseases are attributed to acute infectious diseases rather than to chronic diseases. The main acute infectious diseases cited are dysentery in the Atlantic slave trade; typhus, cholera, and smallpox on European voyages to North America and Australia; cholera and meningitis on Indian voyages to Fiji; and dysentery on Pacific Islander voyages to Fiji and Queensland. The occurrences of epidemics on intercontinental voyages created differentiating opinions that caused some individuals to conduct researches comparing the early and the later phase of the convict era. During the early phase (before 1815), determining factors before the embarkation of convicts aboard comprehend the high mortality rates of convicts. The lack of immunity of the populations at the ports or regions of embarkation to a range of acute infectious diseases, and the ease with which these diseases spread in the often unsanitary conditions under which passengers were housed prior to embarkation. Medical examinations prior to embarkation were perfunctory. Infectious diseases were often carried on board by sick passengers where

The dynamics shaping an organisations Financial reporting and Essay

The dynamics shaping an organisations Financial reporting and accounting procedures - Essay Example Previous research asserts that IAS, in contrast to domestic accounting standards, restricts and confines managerial discretion as far as the choice of accounting methods is concerned and necessitates a higher level of disclosure (Ashbaugh & Pincus 2001). In harmony with the idea that higher quality accounting standards pave the way for enhanced firm transparency, it was further affirmed that the adoption of IAS leads to lower analyst forecast error. In like manner, the act of having third parties to audit a firm's financial reports can improve the quality of the financial information reported by management (Dopuch & Simunic 1982; Watts & Zimmerman 1986). The significance and merit of an audit derives from users' expectations that auditors will spot, distinguish, correct and reveal relevant lapses or misstatements in the financial reports (DeAngelo 1981; Watts and Zimmerman 1986). To the extent that external auditors probe information in the financial statements to autonomous and impa rtial analysis, such external audit increases and enhances the consistency and integrity of financial statements. Company Overview Under the old Corporation Law of the Philippines, Act 1459, the Philippine Long Distance Telephone Company (PLDT) was incorporated on November 28, 1928, subsequent to the agreement of partnership of four telephone companies under common ownership by American entities. In 1967, effective control of PLDT was sold by General Telephone and Electronics Corporation (a major shareholder since PLDT's incorporation) to a group of Filipino businessmen. On March 24, 2000, NTT Communications Corporation, through NTTC-UK, became PLDT's strategic partner with roughly 15% economic and voting interest in the issued common capital stock of PLDT. Concurrent with NTT Communications Corporation's investment in PLDT, it acquired 100% of Smart Communications, Inc. PLDT's charter, like those of all other Philippine corporations, was initially limited to a period of 50 years but has since been extended twice for 25 years each, the last extension being for an additional 25-year period to 2028. Under its amen ded charter (Republic Act No. 7082), which became effective on August 24, 1991, PLDT is authorized to provide virtually every type of telecommunications service, both within the Philippines and between the Philippines and other countries. The Philippines' biggest and an extremely expanded telecommunications company, its business is categorized under three principal domains: Wireless, Fixed Line, and Information and Communications Technology. Philippine Accounting Practices - Brief Historical Background The Accountancy Act 1967, which substituted the Accountancy Act 1923, directed the standardisation of accounting education, set and specified the examination process for CPA registration, and synchronised the practice of accountancy. The Act permitted

Techniques lab Report Example | Topics and Well Written Essays - 1000 words

Techniques - Lab Report Example Calculations performed on the changes in mass revealed that the experimental mass of the NaCl was 1.464 g. The -1.942% error between the two results was attributed to experimental errors arising from the improper use of the pipets during the transfer of the solution to the evaporating dish for heating. The results obtained showed that the difference in the masses between the expected and experimental results to be small (-0.029 g), resulting in a relatively small % error of -1.942%. The % error was caused by systematic errors resulting from improper use of the pipet during the transfer on the 25 mL NaCl solution to the evaporating dish. Minute air bubbles might have been sucked together with the NaCl solution, resulting in a reduced amount of NaCl being heated at the end, thus lowering the final mass. The pipet used in the experiment has a precision of uncertainty of  ±0.01 mL; therefore the 25 mL taken from the volumetric flask was between 24.99 mL – 25.01 mL. This uncertainty is relatively low, making the pipet’s readings relatively precise, thus reducing the chances of random errors resulting from observational mistakes during the filling up of the pipet. a. Filling the 100 mL volumetric flask beyond the mark would lead to a lower actual (experimental) molarity. This is because adding more water will make the solution more dilute, thus lowering the molarity. b. The density of the solution would decrease if the volumetric flask was topped beyond the mark because the density if governed by the formula Density = Mass / Volume1. Therefore, increasing the volume would lead to a subsequent decrease in the density. a. Having the liquid level in the pipet being below the line would lead to a reduction of the mass of the NaCl obtained after the subsequent heating because the amount of NaCl pipet is less than the required amount. c. Using the pipet to deliver the NaCl solution to

Are men the victims of equality in contemporary organizations Essay - 1

Are men the victims of equality in contemporary organizations - Essay Example The fact that such practices exist indicates that organizations are not gender neutral. Just like certain issues can place women in a disadvantaged position, there could be issues that can place men at disadvantage. It is this exclusion along with the perceived improvement of the position of disadvantaged groups that has contributed to the perception that men have been disadvantaged by equality (Burke and Black reading) However, with the magnitude of such special policies incorporated by organizations for women perhaps they are now putting men at a disadvantage. Besides, the gradual increase of women in workforce could pose the threat of marginalization to men in the organization. This paper discusses if men are turning into victims of equality in contemporary organizations. Given that they have always been the dominant sex and wielded power over women, can they really be victims? The paper discusses factors that may or may not contribute to men’s disadvantaged position. Given that men have outnumbered women in organizations it is difficult to conceive how they can be victims. Traditionally women have been perceived to be the victims of male domination in organizations. They are the ones who face the glass ceiling and find it difficult to get entry into senior positions. If they do manage to get there it becomes difficult for them to sustain at the top due to the isolation they feel from male dominated social network at top management levels. Current research builds on the findings that senior executive leadership is dominated by corporate masculinity, which accommodates women as ‘token’ or ‘other’ (wallaby.vu.edu.au/adt-VVUT/uploads/approved/adt-VVUT20070911.142850/public/03Chapter2.pdf)-Sinclair 1994; Maier 1999; Halford and Leonard 2001). According to Kanter’s Tokenism Theory (Kanter 1977-find articles) it would be the women who hold a token position in organizations. Since they have been the one to be considered

Letter from Birmingham Jail Essay Example | Topics and Well Written Essays - 500 words - 1

Letter from Birmingham Jail - Essay Example In contrast, the unjust laws disrespect people’s moral autonomy, as well as, personality by placing a particular group in the society superior to the other. In effect, morality is paramount and forms the basis that dictates the obedience of the law. The laws should not only be concerned with the political authority, but also the moral judgment about wrong and right in a given situation (Pollock, 2012). Any law that violates the universal morals does not deserve obedience. Just people need laws that protect their moral, as well as, constitutional rights. As King (1963) notes, people have the right to disobey the unjust laws if compelling moral grounds exist to underscore the action. No one should deprive the laws of moral sentiments, and any action to remove morality from the legislation renders them unjust and mostly oppressive. In disobeying the law, people should invoke a higher duty such as conscience and morality. In this respect, invoking morality will justify the people’s decisions to disobey the unjust laws that tend to infringe upon their moral autonomy. The implication is that just people have the responsibility and freedom over their moral decisions to fail to comply with the laws, which undermine their human personality. Indeed, the shared moral standards should inform the people’s real sense of obligation to the laws. Pollock (2012) argues that the people’s preoccupation to obey laws should depict a striking balance b etween the moral autonomy and obligation to the state. Critics might argue that false perception of the law as a total representation of the morals exists. The society has a blurred borderline between the ethics and the laws. Hence, morality entails doing what the law dictates for fear of the consequences of the disobedience such as the punishment. However, cynics should note that people make the laws, and they have a moral obligation to disobey the legislation

Robin Hood Case Assignment Example | Topics and Well Written Essays - 1000 words

Robin Hood Case - Assignment Example This ensures that Robin is always can always plan ahead of the Sheriff and each of the Sheriff’s moves will be reactionary. Robin Hood’s key problem is that of infinite resources within Sherwood Forest as a result of change of route by the more wealthy travellers. Following what currently is in place is not sustainable as the lack of resources including insufficient rations will continue to bite and the group will eventually disintegrate. The two characters need a new plan which will uplift their current situation and ensure that they remain true to their pursuit of justice ideals. Applying a uniform tax to all travellers as suggested by Robin Hood will work to ensure that the group loses its key support base of the farmers and the poor. Robin’s last proposition seems to make much more sense in light of the current situation. What is logical is to partner with the rich barons who have the ability and resources to sustain the Merrymen and in exchange, Robin takes up the political course to free King Richard. This is definitely a bad idea as the exercise will now target Robin’s key support base of the poor and the farmers. This is a common pitfall for even established organizations who after sometime start to take for granted their key customers. A similar scenario is replicated when Robin opts to attack his main stay of political support – the poor travellers and famers. The pros of accepting this offer includes the fact that Robin will now have more resources for the welfare of the Merrymen. Another pro emerges in the coalition that will be formed as a result of this cooperation. A working relationship between Robin and the Barons will isolate the Sheriff and Prince John. The cons include the possible loss of focus as now Robin will be forced to concentrate on two concurrent causes, one against the Sheriff and the other directed towards liberating King Richard. Association with the

Research Method Essay Example | Topics and Well Written Essays - 2000 words

Research Method - Essay Example However, the Internet, on the other hand, introduces a new world for unethical behaviour. Whereas e-commerce has undergone extensive growth in last 10 years, consumers concerns about ethical issues continue to increase, as well. Even many businesses and consumers are revelling in e-commerce; business issues linked to online purchasing and selling become the negative side of the matter. E-Commerce is the capability of an organisation to have a lively online presence that allows the organisation to carry out its business electronically, basically having an electronic/online shop. Goods/services can be advertised, vended and paid for all electronically devoid of the need for the buying to be processed by an actual human being (Shivani and Grewal 167). Because of the vastness of online advertising, a website can be open to millions of individuals the world over for almost zero cost and with information being capable of changing almost instantly, the website can, at all times, be updated with all the newest products to match with clients’ demands (Berthon et al 261). The major advantage of E-Commerce is its ability to offer safe shopping transactions through the internet and besides instant authentication, as well as validation of credit card transactions (Shivani and Grewal 167). Ethics, in contrast, is the branch of philosophy, which studies what is right and also what is wrong. Ethical rules are regulations to follow in people interactions with others and in their actions, which impact others. They apply to everyone and are meant to attain fine results for individuals and situations, in general; not only for ourselves, and not only for a single situation (Berthon et al 261). Business ethics is involved with the several ethical questions, which managers must tackle as part of their day to day business decision-making (Shivani and Grewal 167). Acting ethically is normally practical since most of

The War on Drugs Essay Example for Free

The War on Drugs Essay Despite large amounts of government funding and agencies working together the war on drugs is the most counterproductive measure the United States has launched because its main focus was to stop drug trafficking and criminal activity, but it has done nothing but increase incarceration and large amounts of spending by the U. S. One of the first bills introduced to the United States was the National Prohibition Act in 1920 and also the 18th Amendment. This bill prohibited the manufacture, transportation, and sale of alcohol on a national stage for every day consumption. The only way to get a hold of alcohol at the time was to obtain a prescription from the doctor for medical purposes. This was just another way the government can tax and control the use of alcohol consumption at the time. In 1933 the prohibition act was repealed. Because of the increase of other drug substance abuse outside the abuse of alcohol with the approval of President Franklin D. Roosevelt and the Department of the Treasury the Federal Bureau of Narcotics was introduced and the adoption of the Uniform State Narcotics Drug Act was established and created. First the war on drugs has been a long and expensive campaign the United States has invested in, to include resources, and manpower. President Johnson was the first president to focus illegal drug use. He be believed half of the crime committed in the U. S. was in drug relation and grow by 90 percent over the next decade. The Johnson Administration was the true beginning on the War of Drugs. President Johnson created the Reorganization Plan of 1968 which merged the Bureau of Narcotics and the Bureau of Drug Abuse to form the Bureau of Narcotics and Dangerous Drugs within the Department of Justice. The belief during this time about drug use was summarized by journalist Max Lerner in his celebrated work America as a Civilization: As a case in point we may take the known fact of the prevalence of reefer and dope addiction in Negro areas. This is essentially explained in terms of poverty, slum living, and broken families, yet it would be easy to show the lack of drug addiction among other ethnic groups where the same conditions apply. (Inciardi The War on Drugs IV, 248) The use of term War on Drug was first used by President Richard Nixon in 1971. President Nixon was also wanting to continue the anti- war precedent set by Johnson. The start of the U. S. to counteract the war, was to implement the Comprehensive Drug Abuse Prevention and Control Act of 1970. When President Nixon and Admistration declared the end the war on drugs it was manly stated for laws and acts that was made from earlier prohibitation act and laws not for the new era of drugs to sweep the United States . The actual term war on drugs was coined when in 1971 Congress of the United States released a report that there was a growing trend among the United States serve members from Vietnam that were addicted to heroin and other control substances. The Bureau of Narcotics was replace with the Drug Enforcement Administration in 1973. As early as 1982, with the intense epic of drug use sweeping the nation the United States increased aid and more involvement, tasking the help of the CIA and military indirection efforts national and international levels. Nixons drug force agencies practice illegal acts to make arrest to meet demands of the public, this put a widely held of the arrested made was of African-American personal. The following two presidents Ford and Carter, kept the tradition of continuing to respond with programs of their predecessors. In 1982, Ronald Regan became President with a radical bias within the War on Drugs received a new revitalization. In a speech delivered soon after taking office, Reagan announced, â€Å"We’re taking down the surrender flag that has flown over so many drug efforts; we’re running up a battle flag. Within his first five years of being president he strengthened drug enforcement. He created mandatory sentencing, forfeiture of cash and real estate. In 1986 Reagan was able to pass the Anti-Drug Abuse Act through Congress. This legislation cost the tax payers a additional $1. 7 million to fund, established 29 mandatory minimum sentences for drug offenses. Reagans former Vice-President George H. W. Bush was the next in the oval office. He shared the same political views and background as past presidents. Intensifying narcotics regulation when the First National Drug Control Strategy was issued by the Office of National Drug Control in 1989 and doing nothing to reduce sentencing disparities and racial bias carrying over from the Reagan administration. The following three presidents Clinton, Bush and Obama continued with the trend and maintaining the promise to overcome the epidemic of drugs that will not be tolerated and over come during taking office. There are over one million people every year in the United States incarcerated due to drug law violations. With the increase of the youth involvement of drug violation, this has had a everlasting effect of them to include permanent removal of education opportunities, the ability to vote, obtaining employment become far more difficult because of violations of their youth. Studies show that the War on Drugs has made a permanent underclass of people who have few educational or job opportunities, often as a result of being punished for drug offenses which in turn have resulted from attempts to earn a living in spite of having no education or job opportunities. The drug was is said to have wasted billions of wasted tax dollars and misallocated spending. The government has spent more money on the drug war then it was spent of the wars in Iraq and Afghanistan combined. Due to the over whelming account of people being incarnated it has put a financial drain and a puts a stain on the legal and law enforcement resources. Due to prohibition in the United States, criminal organization have found other means of transportation, growing and distribution causing a lost of many lives. Drug cartels are the only organizations that gain profit from prohibition which is regenerated for smuggling, violence and corruption in government networks. The next generation on fighting the war of drugs is coming. The question is to ask are selves to spend are tax payer money on prevention or treatment. The US funded a research study that showed that all of the Governments effects to stop drug trafficking coming into the United States all little to no effect. From the RAND Corporation the study, Sealing the Borders: The Effects of Increased Military Participation in Drug Interdiction, was prepared by seven researchers, mathematicians and economists at the National Defense Research Institute, a branch of the RAND, and was released in 1988. (R. Reuter 1988) There have been similar conclusions conducted by seven on organizations. The RAND corporation has also included that budget money for drug enforcement should be spent on treatment other then prevention. In 2008 a declaration was announced to balance a drug policy to the prevention, research, education and treatment. Many people are in favor of treatment and prevention instead of punishment sue to the high amounts of financing for law enforcement and court cost of the tax payers. In conclusion, the measure the United States have implemented to combat drugs, smuggling and drug abuse have been at best unsuccessful, and at worst counterproducvtive. If the United States truly desires to curb drug abuse, new forward thinking methods such treatment and rehabilitation would have to be implemented.

Definition of Europe in the 21st Century

Definition of Europe in the 21st Century Europe is ringed from Kalingrad in the North, to the Caucasus and Central Asia, to the Balkans by an arc of danger and instability. (EU Commissioner for external relations Christopher Patten, July 2001). Does this mean that at the present time Europe and the European are one and the same thing? Introduction: The European or EU citizen is at the present time becoming synonymous with the definition of the point to where the continent of Europe extends. This seems to be the case with the present reaction to enlargement and the focus on crime from outside the borders of the EU and the fears of crime from the newly integrated countries and from those countries that ring the EU. Enlargement will illustrate the new tiered system in the EU, the newly ascended countries from post-Communist countries, which are viewed as not truly European. Therefore this discussion will illustrate how the definition of what Europe is in the 21st Century has been narrowed from the expanse of the European continent to the membership of the EU; whereby countries are aiming to join this political unit in order to gain legitimacy within the global political and economic structure. Enlargement A Case Study of a Narrow Definition of Europe: Enlargement of the EU is a mixed blessing, because on one hand it is helping to achieve a status of stability and cohesiveness throughout the region. On the other hand, there are concerns that in making the Union larger will in fact de-stabilize the region. This is due to prejudice of certain groups which would have free access in the region, one such group are the Roma Gypsy migrants from Slovakia. In the past few months the newspapers have displayed the concerns of the British public and politicians about these migrants when the nation joins the EU. Therefore this introduces the question whether the EU really respects the integrity of cultural difference? Other problems include the possible de-stabilizing of the economy by incorporating smaller, less affluent countries; marginal and war torn countries; and transitional countries. These countries could also cause the EU problems in regard to its unique approach of ensuring cohesiveness by using the rule of law, because if the EU get s too large it may not be possible any longer to ensure its political and legal stability. Therefore the consistency and coherence that the rule of law ensures is no longer apparent due to the sheer size of the Union. Another problem lies in the fact that smaller nations may not have the legal, political and economic clout to ensure that their agenda is considered. Although previously it has been mentioned that the EUs rule of law acts as a check and balance to more powerful nations, in truth the original countries in the EU were mainly ex-colonial empires. The newer nations that are joining the EU are akin to colonies of a colonial power, therefore there is an inherent imbalance in the Union. However in response to the negative effects of the possible de-stabilization of the region, one must consider that in order to join the Union each nation must have fulfilled the Copenhagen Criteria. This criterion states that each joining nation must be: Be a stable democracy, respecting human rights, the rule of law, and the protection of minorities; have a functioning market economy; adopt the common rules, standards and policies that make up the body of EU law. The EU paints a very enthusiastic picture of enlargement, where the only outcome of enlargement is beneficial. In truth this is a very lopsided picture because of the public outcry against the possible immigration into the original EU states. This can be seen in the article by Cathy Newman in the Financial Times: Britain will throw open its doors to workers from the former communist countries joining the European Union on May 1, but those that refuse to get a job will be denied benefits and thrown out, the government has pledged Tony Blair after months of pressure from the Tories and the right wing press over fears of an influx of immigrants from the former Soviet bloc vowed: If they cant support themselves, they will be put out of the country. This article illustrates the problems that have occurred within one nation over the policy of enlargement. Although the enlargement is supposed to bring together the European region, the public opinion of at least one EU nation is resisting the expansion, in relation to economic migrants migrants which the nation has traditionally refused asylum applications. However these fears may be unfounded because as Kraus Schwager argue that increased migration from East to West EU countries would only occur under the fear of rejection to Union membership. In fact they argue that the EUs expansion will have a beneficial effect on the economy of these smaller nations and this will result in a boost of their economies and job market, hence reducing the amount of migrants from East to West. The conclusion of their article they state that: Policy makers who are, for whatever reason, reluctant to accept large numbers of immigrants should not feel troubled with enlargement. On the contrary, the prospect of joining the EU may well reduce immigration. The economic and social benefits which probably accrue to Eastern Europe from accession should be presented as a means to reducing the incentives to emigrate. Policies which enhance convergence of income levels in eastern and Western Europe, such as the internal market and, possibly, Structural Funds should be promoted. .. In this process, diverging interests of major EU members have created substantial uncertainty about the date and conditions of accession. It is quite plausible that such uncertainty has raised the fear among potential migrants that accession may fail or be postponed for a long time. According to our result, this may have increased immediate immigration. Thus, if immigration is not desirable, for future accession rounds a straightforward and predictable neg otiation process is to be recommended. Hence Kraus Schwager argue that the fears of the right, which have been fed to the public through the media, concerning immigration from the East that will de-stabilize the economy, have no place. This is because the possible migrants would prefer to stay in their homeland with a stronger and growing economy rather than move to another nation. However, although these fears may be unfounded the resistance to these new citizens from the Eastern Europe illustrates the possible de-stabilization of the EU politically. In addition to this it causes problems legally because the cornerstone and the uniqueness of the EU lies within the rule of law and one of the most important laws that is upheld is the Free Movement of EU Citizens, which includes their ability to trade, reside and work in part of the EU. Yet, the accession of the new Eastern European nations has heralded blocks to this ability by many of the original and major EU players. In the UK it has caused a debate because the governme nt was going to allow a free movement of possible immigrants but this has been resisted by the right, as well as members of the public. This is illustrated by the arguments of Michael Howard, leader of the Conservative Party: Mr Howard, seeking to make political capital out of Labours discomfort on the issue, will accuse the Government of complacency over the implications of the EUs expansion in May. This comes as the Government sought to play down fears that Britain would be flooded by migrants seeking work in more prosperous parts of the EU. During a high-profile visit to Burnley, the scene of race riots in2001, Mr Howard will demand that Britain copy the transitional arrangements adopted by Germany and France to prevent citizens from new EU members from working there. Mr Howard will say: The Conservative Party has always supported the enlargement of the EU to take in the former communist countries of Eastern Europe. We continue to do so. But he will continue: Almost every other country in the EU has quite rightly taken the precaution of putting in place transitional arrangements to deal with immigration from the accession countries. It is still not too late for the British Government to put in place transitional arrangements as well. If we were in government, we would do so. The Government has approached this problem in typical fashion. First it failed to address it, then it ignored it, now it is claiming to face up to it. In short the cohesiveness that the EU has claimed will occur with the enlargement has not happened in the expected manner. Ever since enlargement there have been a greater amount of problems combating organized crime, because of decreased security, corruption of public officials in favour of organized crime groups in the newly acceded nations and the breaches of human rights in arrests. Therefore this creates problems for combating organized crime with either prisoners being let off on technicalities, the vastness of places to hide decreasing the effectiveness of policing or the police not interested in fighting organized crime. Kennedy has commented that the EU is committed to justly and fairly fighting organized crime within the realms of human rights and justice; however its weakness is that it relies only on specific domestic member state intelligence: We are being told that Europol and Eurojust the new European body to strengthen collaboration between justice ministries and prosecution services- will only act on specific intelligence. This is to rely on the integrity of the state and its officials [I]t also means relying on the intelligence of other countries and, as I have said before, we have no idea about how this may be collected and by what standards. Justice does not permit shortcuts, but governments will readily pursue quick and dirty solutions to problems if not kept under scrutiny. Therefore by purely relying on only specific intelligence this will reduce the effectiveness of the fight against organized crime, especially when there is the added problem of corrupt post-communist regimes that have joined the EU after enlargement; whereby the true European, i.e. the EU citizen needs to be protected especially those original member states which define the true Europe.

Medical Benefits Of Honey Biology Essay

Medical Benefits Of Honey Biology Essay Honey is a sticky solution which is made by worker honeybees. Nectar is a normal sweet material which is described as a plant exudation that is gathered by honeybees and combined with certain secretion for the purpose of ripening and maturation.1 The main source of honey is flower nectar which, after collection , is modified and stored in honeycombes in order to be used as nourishment for the young brood.2 Chronic wound treatment is expensive and complicated. It is estimated that 1% of the population of both the United Kingdom and United States have a chronic ulcer, in the company of wound treatment price in Britain only approximately about 1 billion pound per year. The chronic healing is always excruciating, malodorous gate for expansionist infection and a potential repository for antibiotic resistant bacteria.3 Its difficult for patients to endure chronic lesions for a long time and this could have effect on the patients quality of life, work prospects, relationships, and continual pain. Zumla and Lulat ( 1982 ) described that the ancient Egyptians remembered employment of honey in 500 of 900 remedies. Hippocrates recognized the worth of honey as a unit of the diet, mix it with vinegar for pain, water for thirst, and water with different other medical substances for acute fever.4 There are many study conducted and shown successful result in several types of wounds. Chronic wounds are casing high incidence of hospital admission and the development of biofilms that inhabits the healing in this wounds. Pseudomonas argonosa one of the main bacteria that dalliances in the chronic wound healing. Manuka honey has approve to be the therapeutic treatment among the ether type of honey which inhabits the development of the biofilms in infected wounds. In this study, I have compared between microtiter plate and Calgary plate and there effectiveness preventive and inhibition of manuka honey. I believe that they were many patients in Oman who have diabetic chronic wound and there are not getting good results for their cases which end them with imputative lamps. I have selected this topics because that the use of manuka honey will contribute enhancing the wound healing in chronic wounds. Treatment of wounds using honey: The medical letters on medicating wounds with honey has been consulted recently in expert wound-care journals, with a concentrate on the medical indication and the clinical face. In this stage, scientists are considered on the therapeutic effects notice when honey is taken as a wound dressing.5 There were many reports in the medical journals that show the different type of wounds has been treated successfully with honey: abrasions, fistula, amputations, foot ulcers in lepers, abscesses , infected wounds arising from arising from trauma, bed sores, large septic wounds, burns, burst abdominal wounds following caesarean delivery, leg ulcers, malignant ulcers, sickle cell ulcers, skin ulcers, cancrum, cervical ulcers, surgical wounds, chilblains, cracked nipples, cuts, tropical ulcers ,wounds to the abdominal wall and perineum, varicose ulcers, diabetic foot ulcers and other diabetic ulcers.5 Honey can generate a moist wound environment and can prevent or clear existing wound infections. Its can derided wounds and remove malodour, it reduces oedema and exudates, prevents and minimises hypertrophic scarring and hastens healing. Some honeys are available in the form of sterile product licensed for the use in wound care in Australia, Canada, the European Union, Hong Kong, New Zealand ant the USA.6 The type of honey which is normally used in the modern products is prepared specifically for wound management. It should be filtered, gamma irradiated and CE marked. The quantity of honey which can be used in the dressing is enough to cover the wound surface or fill the cavity or sinus, although It can overlap the wound margins. In the UK, wound treat honey is available in liquid form, in simple dressing form ( tulle or pad ) or in alginate dressings and the dressing may need to be changed daily initially until the level of exudates reduces with time the period between dressing changes can be extended. PROPERTEES OF CHRONIC WOUNDS: The process of acute wound healing has been divided into four steps: coagulation, inflammation, cell proliferation and repair of the matrix, and epithelialization and remodeling. The signs of an infected wound are : tumor, rubor, dolor, calor, and function laesa. Other standard have been suggested, like less transcutaneous oxygen tension ( TcPO2 ), presence of necrotic tissue, foul order, pan, wound break down, or simply lack of healing. The clinical endpoint for infection has been proposed: if Ë‚ 105 bacteria/g tissue are present, the wound is colonized whereas above 105 bacteria/g tissue it is infected. The susceptibility of colonizing bacteria to generate themselves and proliferate in a biofilm due to the weak of successful antibiotic therapy. Chronic wounds divide into various groups such as venous leg ulcers, diabetic foot ulcers, and pressure ulcers. Each group has their specific principles for treatment based on current knowledge of pathogenesis. Venous leg ulcers are accelerate by malfunction of venous valves causing venous hypertension in the crural veins, raised pressure in capillaries, and edema. Venous pressure more than 45mmHg inevitably leads to development of a leg ulcer. The therapy of the venous leg ulcer is compression, which often heals the ulcer. Repetitive load of the neurophatic is the main cause of diabetic foot ulcer and usually ischemic foot and treatment is offloading and restoration of circulation. Pressure ulcers are produced by sustained or repetitive load on usually vulnerable areas such as the sciatic tuberculum, sacral region, heels, and shoulders in th e immobilized patient. Medicament is pressure relief with discharge mattresses, cushion seats, and ambulation of the patient. Chronic wounds in the form of to be stuck in the inflammatory step characterized by a continuing influx of neutrophils (polymorphonuclear neutrophils [PMNs]) that lanch cytotoxic enzymes, free oxygen radicals, and inflammatory brokers that cause wide collateral harm to the host tissue. The two responses cellular and humoral have a part in the inflammatory methed of chronic wounds. In the infection, (polymorphonuclear neutrophils [PMNs]) are detected in high amounts in chronic wounds. MMPs belong to a family of zincdependent endoproteinases that are involved in the degradation of extracellular matrix (ECM) components. They are maked by several different cells, for instance fibroblasts, macrophages, eosinophils, but in particular the PMNs. MMP production is stimulated by cytokines, growth factors, and cell-cell contact. The MMPs participate in the first stage of the wound-healing process, by throw devitalized tissue, and are therefore believed to play an important role in normal wound healing and remodeling. As for the repair stage, MMPs are important for angiogenesis, wound matrix contraction, migration of fibroblasts and keratinocytes, and epithelialization. However, many papers proposed that elevated levels of active MMPs impair wound healing. Consequently, wound care items have been developed that aim at relieving the supposedly disadvantage effects of elevated MMPs in order to promote healing. In especially, infections with P. aeruginosa show altered amount of MMPs and MMP-regulating cytokines. Additionally, there are rarely any reports on antibody evolution against P. aeruginosa, with specific reference to chronic wounds.16 Pseudomonas argonosa biofilm cells Bacterial biofilms are polycellular communities in which cells are an integral component within an extracellular matrix at close vicinity to one another. Biofilms are after linked to solid surfaces but they converse to multicellular aggregates, flocks and grauls hanging in the aqueous phase in many habitats. It may produce foul, green-pigmented discharge and necrosis.7 Also they can be assimilation by single species or mixed species consortia. They are some figure of definite features are required for the type of biofilm formation : 1 Attachment to the involving particular agglutinant proteins. 2 Cell to cell binding involving proteins,extra-cellular DNA and polysaccharide in order for the cells to resist the hydrodynamic forces. 3 Cell motility to enable the cells to crawl on the surface. The bulk of P.aeruginosa biofilm cells even at the early stage express a type that is recollecting of gene expression seen in the early stationary phase of planktonic cells by analysis based of transcriptomics. This would in part demonstrate the high tolerance to antibiotics since a lot of drugs are comparatively ineffective against slow or non-growing stationary cells. Furthermore quorum sensing ( QS ) regulated gene expression also contributes to biofilm tolerance. Davies et al. ( 1998) explained that a QS incomplete las I mutant of P.aeruginosa formalized biofilms that were much liable to biocides. Also, biofilms constituted by a las R, rhlR double mutant of P.aeruginosa is more exposed to killing by tobramycin and hydrogen peroxide than biofilms formed by a wild-type counterpart suggestive of biofilm specific QS controlled genes.8 Biofilm development: First, various species release to develop similar structural and functional endpoint over biofilm formation, including the various stage of microcolony formation, matrix embedded mature biofilms, and tolerance to antimicrobial agent. Moreover, these species may or may not employ cell surface structures such as pili, flagella and LPS. Second, the use of various channel for biofilm formation and function occur also within a species like the development of tobramycin resistance in P. aeruginosa.8 The biofilm life cycle. 1: each cells populate the surface. 2: extracellular polymeric substance (EPS) is produced and attachment becomes irreversible. 3 4: biofilm architecture develops and matures. 5: single cells are released from the biofil.9 Manuka honey: Honey has various antimicrobial factors. About 80% of honey content by weight is sugar and it is relatively acidic ( typical pH ranges from 3.2 to 4.5 ), making it unsuitable for microbial growth.6 Manuka honey has been promoted to therapeutic advantage over other honeys which are grown in New Zealand and Australia.10 It is reported to have a high concentration of a trimethoxybenzoic acid and methylglyoxal ; 2-methoxybenzoic acid and methlglyoxal were linearly related in fresh manuka honey.11 Recently it has been documented that the antibacterial activity of this honey is due to reactive methylglyoxal ( MG ) which is more concentrated ( up to 100 times ) in manuka honey compared others honeys.10 This led to the development of an industry standard phenol equivalent named unique manuka factor ( UMF ).11 Where MG is a strong protein-glycating agent and a serious harbinger of advanced glycation end products (AGEs), GM and AGEs play a role in the pathogenesis of weakening diabetic wound healing and can adjust the structure and the function of the target molecules. Along with MG, hydrogen peroxide, flavonoid and aromatic acids are present in natural honeys.10 Hydrogen peroxide is produced in low concentration by the enzyme glucose oxidase which is present in the honey from bee hypopharyageal glayls. It is produced when honey is diluted with the body fluids and the acidity of the honey is neutralised also the body fluids. If the honey is used as topically like a wound dressing, hydrogen peroxide is formed by dilution of the honey with body fluids. C6 H12 O6 + H2O + O2 C6 H12 O7 + H2O2 The New Zealand beekeeping industry recognized that storage of manuka honey increased the UMF rating and thus also its market value. The colour of honey is linked to the configuration of 1,2-dicarbonyl compounds output on non-enzymatic caramelisation or Maillard reactions see Figure 2.11 Figure 2. Main properties of manuka honey in the treatment of diabetic ulcers. The black arrow represents known action, the white arrows represent hypothetical mechanisms of action. MG: methylglyoxal; AGEs: advanced glycation end products; MRJP1: major royal jelly protein.3 In addition, ripeness of stored honeys has been showed to increase the 5-hydroxymethylfurfural ( HMF ) amount. Another thing is that some beekeeper in New Zealand are heating the honey to manipulate the UMF activity which may raise HMF beyond the current international standard of 40mg/kg for culinary honeys.11 The susceptibility of the honey to effect the action of the cells that are central to the wound healing method has been investigated by exposing monocytic cells to diluted honey and measuring the rate of release of cytokines that indicate cell activitation. Monocytes are precursors of macrophages, which are substantial cellular organizers of wound healing. Impaired healing is formed by numerous, complex factors which are not entirely understood at present, but it has been linked to reduced numbers of macroghages and inactive macrophages. The susceptibility of agents to stimulation such cells therefore has importance in estimate their wound healing potential.12 There were a study published for comparison of desloughing efficacy after 4 weeks and healing outcomes after 12 weeks in sloughy venous leg ulcers treated with Manuka honey ( Woundcare 18+ ) vs. Standard hydrogel therapy ( Intrasite Gel ). The study shows 108 patients with venous leg ulcers having à ¢Ã¢â‚¬ °Ã‚ ¥ 50 wound area covered in slough, not taking antibiotic or immunosuppressant therapy were recruited from ascular centres, acute and community care hospitals and leg ulcer clinics. The efficacy of wound care 18+ to deslough the wounds after 4 weeks and its impact on healing after 12 weeks when campared with IntraSite Gel control was determined. The treatment was applied weekly for 4 weeks and follow up was made at week 12. From the results of the study it was demonstrated that at week 4, mean percentage of reduction in slough was 67% Wound Care 18+ vs. 52.9% Intra Site Gel (p = 0.054). Mean wound area covered in slough reduced to 29% and 43%, respectively (p = 0.065). Median reduction in wound size was 34% vs. 13% (p = 0.001). At 12 weeks, 44% vs. 33% healed (p = 0.037). Wounds having >50% reduction in slough had greater probability of healing at week 12 (95% confidence interval 1.12, 9.7; risk ratio 3.3; p = 0.029). Infection developed in 6 of the WoundCare18+ group vs. 12 in the IntraSite Gel group. The WoundCare 18+ group had increased incidence of healing, effective desloughing and a lower incidence of infection than the control. Manuka honey has therapeutic value. This study confirmd that manuka honey may be considered by clinicians for use in sloughy venous ulcers.13 Calgary Biofilm Plates: The Calgary Biofim Plates was developed at the University of Calgary by their microbiologists. This Device now has a commercial name as The MBEC assay. It working by the idea of the microorganisms to grow on 96 pegs protruding down from a plastic lid. The MBEC assay plate has two parts. The upper part of the plate is polystyrene lid with 96 identical pegs. The mean surface area of each peg is 108.9mm2. The lid is inserted into the lower part of the plate a microtiter plate is set up to contain an inoculated growth medium. The plate is kept on a gyrorotary shaker in an incubator, which provides the shearing force that facilitates the formation of 96 biofilms on the peg lid. Biofilms take shape on the polystyrene pegs when planktonic bacteria adsorb to the surface. In the presence of shear, these bacteria become irreversibly attached and grow to form mature biofilms.14

Education in Victorian England Essay -- European Europe History

Education in Victorian England Monitorial System In the Monitorial System, there was no direct instruction from the teacher. This was, in fact, one of its greatest selling points in the late 1700's; it was incredibly economical. There could be as many as 500 students under one teacher. The teacher selected a few older students(10-12 years old) to act as monitors who, in turn, were responsible for instructing small groups of students, the teacher acting as supervisor, examiner, and disciplinarian. Work was minutely subdivided and learned by repetition. When a group had learned one subdivision of information, they were tested by the teacher before passing on to the next section. There was a complicated system of promotion and censure, both within the small groups and between groups. Unusual successes or lapses were rewarded with small honors or humiliations: laps of honor" around the school by those to be promoted, rewards of half-pences, dunce's caps, and signs worn around the necks of offenders. The punishment for offenses such as swearing, lying, tardiness, coming to school dirty, skipping school, being absent from church, or being otherwise disobedient, included confinement in a closet, being handcuffed behind the back, being washed in front of the whole school, or expulsion.(Lawson/Silver 243) Its factory-like method of dispensing information might appear to be well suited for the Victorian era, but because the Monitorial system equated the acquisition of facts with knowledge, and made no allowance for individual rates or styles of learning, its use was in decline by the 1830's. Â   Elementary Education Act of 1870 From 1780 to 1870, all elementary schools were "voluntary," that is, they were established... ... --- . North and South. London: Penguin Books Ltd., 1986. Lawson, John and Harold Silver. A Social History of Education in England. London: Methuen & Co. Ltd., 1973. Ley, J.W.T. "The government Education Bill: Dickens's view on Some of Its Points." The Dickensian 11.5 (May 1906) 123-125. Mangnall, Richmal. Historical and Miscellaneous Questions. New York: D. Appleton & Company, 1848. Morrison, Arthur. A Child of the Jago. Chicago: Academy Chicago Publishers, 1995. Pool, Daniel. What Jane Austen Ate and Charles Dickens Knew. New York: Simon and Schuster, 1993. Roach, John. A History of Secondary Education in England 1800-1870. London: Longman Group UK Limited, 1986. Thackeray, William. Vanity Fair. Harmondsworth: Penguin Books Ltd .,1968. Wardle, David. English Popular Education 1780-1975. London: Cambridge University Press, 1976.

Essay --

Potty training is one milestone, eagerly awaited on by parents. Potty training is a process. The process of potty training takes between three and six months, depending on the child. Potty training takes time, dedication, and patience. There are many steps to training a child, some steps are more difficult and the steps may be difficult for the child to grasp. The process of potty training will be difficult and have setbacks along the way. Before starting the process you need to know if your child is ready. You need to be watching for signs of potty training readiness. The signs include increased interest in using the potty, child feels uncomfortable in diapers, child talks about the potty, child goes to the bathroom on a schedule, child follows instructions, and the child stays dry for longer periods of time. When it comes to age, there is no right age to start potty training because every child is different. Most parents think about training their kids between the ages of eighteen months and three years old. Be sure to not rush the child into potty training too soon from pressure of others. Also before starting the process, you need tools. You may need many different tools to complete this process. The tools include a potty chair, training pants, footsteps, and books or films on potty training. These tools will help the child feel excited about the process, be comfortable, and help them feel independent. Now, the fun part. The process of potty training a child. There are many steps to the process. First, introduce the potty. Introduce the potty to your child around their first birthday. To be successful at this, keep books and films on potty training in the bathroom and talk to he child about potty training on occasions... .... To do this you may use a sticker chart, give the child some candy, or buy the child something they want. Be sure not to go nuts. Doing this will make the child react to praise the same way they act to punishment. Praise and the reward the child, but don't over exaggerate and scare the child. The process of potty training takes time, patience, and dedication. To be successful at this process, stay consistent with the process. Talk to the child about the potty, encourage the child to use the potty, make the process fun, make it comfortable, and reward the child. Learning the process and knowing what you need to do, will help the child be successful at completing this process. Potty training may seem like a difficult task, but doesn't need to be. So, NEVER give up on your child or the process of potty training them. No matter what, you child will be potty trained.

The Philippine National Police

Philippine National Police ( PNP ) The Philippine National Police or PNP is the national police force of the Republic of the Philippines with a manpower strength of 113,928 as of end-July 2007. It provides law enforcement services through its regional, provincial, municipal, district and local police units all over the islands. Created by virtue of Republic Act 6975, otherwise known as the â€Å"Department of the Interior and Local Government Act of 1990†³, the PNP came into being on January 29, 1991, at Camp Crame, Quezon City, when the Philippine Constabulary and the Integrated National Police were retired as mandated by law.Vision The Men and Women of the PNP are committed to a vision of a professional, dynamic and highly motivated Philippine National Police working in partnership with a responsive community towards the attainment of a safe place to live, work, invest and do business with. Mission To enforce the law, to prevent and control crimes, to maintain peace and order , and to ensure public safety and internal security with the active support of the community. Functions 1. Law Enforcement. 2. Maintain peace and order. 3. Prevents and investigates crimes and bring offenders to justice. 4.Exercise the vested powers from the Philippine Constitution and pertinent laws. 5. Detain an arrested person for a period not beyond what is prescribed by law. 6. Implements pertinent laws and regulations on firearms and explosives control. 7. Supervise and control the training and operations of security agencies. History Early Policing Organized policing started in 1500s when nightmen or bantayans patrolled the streets of Manila. The nightmen were under the direction of the alguacil mayor who provided them with muskets as weapons and alarm bells as their means of communication.In 1836, the Spanish colonial authorities formed the Cuadrillo, a rural police force, to enforce peace in the countryside. Six years later, its general function was assumed by the Cuerpo de Carabineros de Seguridad Publica. The Carabineros de Seguridad Publica was organized in 1712 for the purpose of carrying outlaws of the Spanish government. Native Filipinos served up to the rank of sergeant under the command of Spanish officers. It was the earlier version of mounted riflemen in the history of the Philippine police system. In 1852, the notoriously dreaded Guardia Civil took over peacekeeping duties in the islands under a Royal Decree.Guardia Civil in the provinces was composed mainly of Filipinos who worked under the jurisdiction of the alcaldes or mayors. They followed a military structure and received semi-military training yet lacked other dimensions of today’s police service. The capture of General Emilio Aguinaldo, president of the First Philippine Republic, signaled the start of the American occupation of the Philippines. Maintaining peace and order, particularly in the countryside, remained the biggest problem of the Americans. The Americans failed to subdue the followers of Aguinaldo like Gen.Macario Sakay. Hostilities continued in Batangas, Mindoro, Cebu, Bohol and Samar. A military solution to the peace and order problem was ruled, hence, the birth of the Philippine Constabulary. Pacification Campaigns To fight rampant lawlessness, the Philippine Constabulary divided the entire country into constabulary districts. Banditry was rampant in Southern Luzon. Records referred to the bandits as tulisanes. The style of fighting of the early American Constables and the bandits was â€Å"man-to-man, on foot, and generally by arms and bolos. The American foot soldiers had a hard time repelling the tulisanes in their fight in the mountains as their enemies were familiar with the terrain. Malaria and cholera were the diseases that the afflicted the American troops whenever they conducted foot patrol in the hinterlands. The Insular Force The Americans are credited for creating the Philippine Constabulary, the principal instrument of the ci vil authorities for the maintenance of peace and order. The PC began as a small unit—the Insular Force in 1901. It was set up by virtue of Organic Act No. 75, enacted by the Second Philippine Commission on July 18, 1901. The Constabulary then was composed of six thousand men led by American officers and former members of the Spanish Guardia Civil. Under close American direction and control, it functioned as a military organization. Since its formation, the Constabulary had been primarily discharging police law enforcement and public safety functions. Its officers and men had served with distinction both in the field of law enforcement and in combating violence and lawlessness, and in various aspects of public service.There was even a time in history when they performed the duties of teachers, sanitary inspectors, midwives, doctors and foresters. The Philippine Constabulary was mandated as a civilian organization on March 15, 1945 when it was placed under the general supervisi on of the Interior then later transferred to the Secretary of National Defense on March 30, 1950. The Secretary of Interior had supervision over the Constabulary as early as January 13, 1939 until the outbreak of World War II. As an insular police force, the officers of the Constabulary carried the civilian title of â€Å"inspector. Its peacekeeping duty was limited to areas where military rule had been lifted. The Constabulary At War The participation of the Constabulary in the dark years of the Second World War began upon President Roosevelt’s declaration of a state of emergency in the United States. Manila prepared for war. The word had been sent: Japan, the Axis power’s ally in Asia, would soon attack the Far East. Filipinos woke up on the morning of December 8, 1941 to the news that the Japanese had attacked Pearl Harbor.The first war casualties of the Constabulary came from the bombing of Pan-American Airways installation at San Pedro, Maklati in the afternoon o f December 8. Six Constables from the Headquarters Company were wounded. The next days and months saw relentless Japanese bombings on the country’s landmarks, airfields and naval bases. The Death March The Japanese had taken Manila but were surprised that no defense forces were waiting to be captured. The Japanese forces then began the siege of Bataan, ordering four infantry regiments with artillery and tank support to crush the American and Filipino soldiers.The Japanese then prepared to transfer the prisoners and surrendered troops to Camp o’ Donnel in Capas, Tarlac in what has been known as the â€Å"Death March. † Because of torture and starvation, 4,326 prisoners of war died in the infamous march. The Postwar Constabulary The county was left in shambles after the Second World War. Manila was in ruins. Loose firearms and dead bodies littered the streets. This was also the period when communist ideology had been propagated in the countryside and hard-line sup porters had been won. The Hukbong Mapagpalaya ng Bayan or Hukbalahap became a force to reckon with in Central Luzon.The Hukbalahap was born in Pampanga and was spawned by a feudal land system in the province dominated by landlords. Pampanga was an â€Å"ideal ground† for the agrarian unrest. It achieved legal status during the Japanese occupation when it merged with the guerilla forces in fighting the Japanese. The communist movement, meanwhile, capitalized on the agrarian problems of the country to cement its presence. Agrarian unrest was prevalent in agricultural lands in Luzon as well as the sprawling haciendas in the south. Luis Taruc became a leader of the HMBs and founded his own government in Central Luzon.It was during this turbulent period that the Philippine Constabulary was reactivated into the Military Police Command . Faced with peace and order problems, the Military Police Command was suffering from its own internal crises. The last war had killed many Constable s. There was a dearth for trained personnel who would be utilized to address the problems. Constabulary records showed that there were about 20,000 Hukbalahaps in Luzon in 1946. The Military Police Command, on the other hand, had 23,000 informal enlistees. ReorganizationOn January 1, 1944, the Military Police Command was dissolved by virtue of Executive Order No. 94 issued by President Manuel A. Roxas. The Command’s 12,000 officers and men were absorbed by the newly reorganized Philippine Constabulary. The revitalized PC was in charge of the country’s peace and order â€Å"except those which were purely military in nature. † Brig. Gen. Mariano Castaneda became chief of the PC and instituted reforms. On June 21, 1948, President Elpidio Quirino offered general amnesty to the Huks. Taruc, who had been elected a member of Congress representing Pampanga, returned to Manila.But Taruc had no plans to surrender. He only went to Manila to collect his back salaries and us ed the money for his comrades’ operations in Central Luzon. President Ramon Magsaysay was credited for crippling the Huk movement by mobilizing the Philippine Constabulary. Magsaysay used the â€Å"friendly touch† for winning over the Huks, building roads for them and giving them lands. The Rise of the Communist Party of the Philippines The Philippine Constabulary’s attempt to maintain peace and order did not end with the decimation of the Huks.On December 26, 1968, Jose Maria Sison, a Political Science student at the University of the Philippines, founded the Communist Party of the Philippines. The communist ideology spread through a small discussion group called Kabataan Makabayan organized by Sison and his colleagues in the middle sixties. Sison then rose to become the leader of the CPP and organized the military wing of the CPP, the New People’s Army. But the communists suffered a crushing blow on January 9, 1969 in the hands of the Constabulary who k illed the most number of communist leaders in one encounter in Orani, Bataan.The PC Metropolitan Command The upsurge of mass demonstrations and violence during the latter part of the 60s and the expansion efforts of the communist movement triggered the creation of the PC Metropolitan Command. To quell the unrest, President Ferdinand Marcos issued Executive Order Number 76 on July 14, 1967 establishing the PC Metrocom which became the PC’s striking force as it was authorized to conduct 24/7 patrol in the entire Metro Manila and was tasked to â€Å"supplement or complement local police action in the repression and prevention of crimes†¦Ã¢â‚¬  Martial Law and the PCThe Philippine Constabulary took on a pivotal role when President Marcos declared Martial Law on September 21,1972. Marcos mobilized the Constabulary and other major services of the military to dismantle the â€Å"unconstitutional opposition† and to prevent widespread hooliganism and gangsterism. Convinc ed that there was a need to restructure the social base that bred lawlessness, Marcos reorganized the government machinery to effect his desired changes in the social, economic and political structures. On March 21, 1974, President Ferdinand E.Marcos signed Presidential Decree 421 unifying all the police, fire and jail services in Metro Manila. The move was significant as it created an elite force, the Metropolitan Police Force, that was placed under the aegis of the PC Metrocom. The decree was also the first step in fulfilling the constitutional mandate for an integrated national police force. The Metropolitan Police Force was tasked to carry out the integration of all police units nationwide. Brigadier General Prospero A Olivas, commanding general of the Metrocom, was assigned the task of launching the pilot project under the supervision of Fidel V.Ramos and Brigadier General Cicero C. Campos, deputy Chief for police matters. General Olivas would have the power and direction over the Metrocom, including tactical, strategic movements, deployments, placements and utilization of the entire force and the training thereof. On August 8, 1975, Marcos issued Presidential Decree No. 765 establishing the Integrated National Police with the Philippine Constabulary as the nucleus and all police officers as components. They were all placed under the supervision of the Ministry of National Defense.The Creation of the Philippine National Police The People’s Revolution of 1986 saw the birth of the 1987 Constitution that included a provision on the PNP which was to be â€Å"national in scope and civilian in character. † In 1991, the Philippine National Police was created with the passage of Republic Act No. 6975, otherwise known as the â€Å"Department of the Interior and Local Government Act of 1990. † The principal authors of the Republic Act 6975 were Senators Ernesto N Maceda and Aquilino Pimentel, Congressmen Jose S Cojuangco Jr. nd Rodrigo Gutang. Upon its signing into law on December 13, 1990, the PNP underwent a transitory period; and on 31 March 1991, President Corazon Aquino named General Cesar Nazareno as the first Director General of the Philippine National Police. On January 29, 1991, at Camp Crame, Quezon City, the Philippine Constabulary and the Integrated National Police were retired officially and the Philippine National Police was born. Like any new evolving organization, the PNP suffered from birth pains.To address these concerns, Republic Act 8551 or the PNP Reform and Reorganization Act of 1998 was enacted on February 17, 1998 to amend certain provisions of Republic Act No. 6975. This move was in response to the growing clamor to transform the PNP â€Å"into a more responsive, effective and relevant police organization. † Under this Act, the PNP shall be strengthened and evolved into a highly efficient police force that is community and service-oriented and fully accountable in the performance of its act ion. PNP SEAL : Meaning And SymbolismLapu-Lapu Hero – The great Filipino hero of Mactan, the prototype of the best and most noble in Filipino manhood who is the symbol and embodiment of all the genuine attributes of leadership, courage, nationalism, self-reliance and a people-based and people powered community defense. The benevolent and heroic warrior who derived added strength from a cohesive, determined and loyal people is today a fitting symbol and a prototype as well of people power to preserve our values, customs, traditions, way of life and the rule of law thru a solidly community-based police system.Lapu-Lapu also personifies for us today civilian constitutional authority. Laurel – Green Laurel with 14 leaves, symbolizes the 14 Regional Commands. It is also a symbol of the honor, dignity and the privilege of being a member of a noble organization where the call to public service is par excellence a commitment to public trust. Shield – The symbol of the P hilippine Constabulary, the first National Police by virtue of Organic Act No. 175, enacted by the Philippine Commission on 18 July 1901.The Philippine Constabulary for the close to 90 years of service to the nation has performed with honor, professionalism and courage. The PC has carved out a large part of the glorious pages of Philippine history, as attested by its proudly and deservedly garnering 86 of the 92 â€Å"Medals of Valor† the highest honor that a grateful Filipino nation can bestow on its gallant sons in the service of the Republic. Most appropriately therefore, the Philippine Constabulary became the nucleus of the Integrated National Police in 1975 to nurture the then embryonic concept of the nationalization of the country's local police forces.Three Stars – Luzon, Visayas and Mindanao and the 1,700 islands and the territorial integrity wherein the National Police must enforce the law and maintain peace and order with professionalism, zeal and dedication in keeping with the highest ideals and traditions of service to our country and people. Service †¢ Honor †¢ Justice – Added distinct ideals for the officers, men and women of the PNP to insure efficiency, integrity, cohesiveness, camaraderie and equanimity to enhance community acceptance and support to attain its mission of peace keeping and law enforcement.Sun – Symbolize the flowering, maturing and ultimate realization of the glorious evolution of the PC/INP into a National Police Organization – â€Å"national in scope and civilian in character† – as enshrined in the 1986 Constitution. The Traditional light rays which represents the fightingest provinces whose ideals of courage and patriotism the members of the National Police must possess. Ranks Distribution The following ranks are observed in the PNP as of 2009 with the following (in descending order):[10] Commissioned officers Director General (P D/Gen. ) – General Deputy Dire ctor General (P D/DGen. ) – Lieutenant General Director (P Dir. – Major General Chief Superintendent (P C/Supt. ) – Brigadier General Senior Superintendent (P S/Supt. ) – Colonel Superintendent (P Supt. ) – Lieutenant Colonel Chief Inspector (P C/Insp. ) – Major Senior Inspector (P S/Insp. ) – Captain Inspector (P Insp. ) – Lieutenant Note: Rank in Italics is the Army equivalent. There is no Second Lieutenant rank-equivalent in the P. N. P. Non-commissioned officers Senior Police Officer IV (SPO4) – Senior Master Sergeant / Chief Master Sergeant Senior Police Officer III (SPO3) – Master Sergeant Senior Police Officer II (SPO2) – Technical Sergeant Senior Police Officer I (SPO1) – Staff SergeantPolice Officer III (PO3) – Sergeant Police Officer II (PO2) – Corporal Police Officer I (PO1) – Private First Class Note: Rank in Italics is the Army equivalent. There is no Private rank-eq uivalent in the P. N. P. (Philippine National Police) List of PNP CHIEFS #| Name| Term of Office| | | Start| End| 1| Cesar P. Nazareno[1]| 31 March 1991| 28 August 1992| 2| Raul S. Imperial[1]| 28 August 1992 (acting) 28 October 1992 (official)| 6 May 1993| 3| Umberto Rodriguez[1]| 6 May 1993| 8 July 1994| 4| Recaredo Arevalo Sarmiento II[1]| 8 July 1994| 1997| 5| Santiago L. Alino[2]| 1997| 1998| 6| Roberto T. Lastimoso[2]| 1998| 1999| 7| Edmundo L.Larozza[2]| 1999 (acting)| 1999| 8| Panfilo M. Lacson[2]| November 1999| January 2001| 9| Leandro Mendoza[2]| 16 March 2001| 2002| 10| Hermogenes E. Ebdane, Jr. [3]| July 2002| 23 August 2004| 11| Edgar B. Aglipay[3][4]| 23 August 2004| March 6, 2005| 12| Arturo Lomibao[4][5]| March 13, 2005| August 29, 2006| 13| Oscar Castelo Calderon[5][6]| August 29, 2006| October 1, 2007| 14| Avelino Ignacio Razon, Jr. [6]| October 1, 2007| September 27, 2008| 15| Jesus Ame Verzosa[7]| September 27, 2008| September 14, 2010| 16| Raul Macalalad Bacalz o| September 14, 2010| September 8, 2011| 17| Nicanor Ancheta Bartolome| September 8, 2011 | PNP Key Officers DESIGNATION| RANK| NAME| | C, PNP| PDG| NICANOR A BARTOLOME| | TDCA| PDDG| ARTURO G CACDAC JR| | | TDCO| PDDG| EMELITO T SARMIENTO| | TCDS| PDDG| ROMMEL DF HEREDIA| | IAS| PCSUPT| ALEXANDER ROLDAN| | OIC, HRAO| | PSSUPT | NESTOR M FAJURA| | | SDS| PCSUPT| BERNARDO C FLORECE JR| | C, PIO| PCSUPT| GENEROSO R CERBO JR| | ___________________| _______| _____________________| | | | | DIRECTORIAL STAFF| UNIT| DESIGNATION| RANK| NAME| DPRM| Dir, DPRM| PDIR| ELPIDIO Z DE ASIS JR| | Dep Dir, DPRM| PCSUPT| JOSE ERWIN T VILLACORTE| | Acting EX-O, DPRM| PSSUPT| NOEL G CONSTANTINO| | | | | DI| Dir, DI| PDIR| AGER P ONTOG JR| Dep Dir, DI| PCSUPT| NOEL O DELOS REYES| | EX-O, DI| PCSUPT| DIOSDADO G RAMOS| | | | | DO| Dir, DO| PDIR| SAMUEL B DICIANO| | Dep Dir, DO| PCSUPT| RICARDO C MARQUEZ| | | EX-O, DO| | VACANT| | | | | DL| Dir, DL| PDIR| ARNULFO DR PEREZ| | Dep Dir, DL| PCSUPT| RAUL BASIL IO D BOAC| | EX-O, DL| PCSUPT| PERCIVAL G BARBA| | | | | DPL| OIC Dir, DPL| PCSUPT| JESUS T GATCHALIAN| | Dep Dir, DPL| PCSUPT| JESUS T GATCHALIAN| | Acting EX-O, DPL| PSSUPT| ALLEN N FORTES| | | | | DC| Dir, DC| PDIR| ROQUE G RAMIREZ| | Dep Dir, DC| PCSUPT| DANILO S CONSTANTINO| | EX-O, DC| PCSUPT| ALEXANDER C IGNACIO| | | | | DPCR| Dir, DPCR| PDIR| LINA C SARMIENTO| OIC Dep Dir, DPCR| PCSUPT| ROLAND A VICENTE| | Acting EX-O, DPCR| PCSUPT| ROLAND A VICENTE| | | | | DIDM| OIC, DIDM| PCSUPT  | JOSE JORGE E CORPUZ| | Acting Dep Dir, DIDM| PCSUPT| JOSE JORGE E CORPUZ| | EX-O, DIDM| PCSUPT| CHRISTOPHER A LAXA| | | | | DHRDD| Dir, DHRDD| PDIR| REY L LANADA| | Dep Dir, DHRDD| PCSUPT| ISAGANI F GENABE JR| | EX-O, DHRDD| PCSUPT| RONILO V QUEBRAR| | | | | DRD| Dir, DRD| PDIR| FELIPE L ROJAS| | Dep Dir, DRD| PCSUPT| DOMINADOR E AQUINO JR| | EX-O, DRD| PCSUPT| DANILO   J ALCORIZA| | | | | DICTM| Dir, DICTM| PDIR| ANGELITO N PACIA| | Dep Dir, DICTM| | VACANT| | Acting EX-O, DICTM| PSSUPT| W ENCY T PASCUAL| | | | DIPO-NL| Acting Dir, DIPO-NL| PCSUPT| WILSON R VICTORIO| | Dep Dir, DIPO-NL| | VACANT| | Acting EX-O, DIPO-NL| PSSUPT| JAMES B BUCAYU| | | | | DIPO-SL| Acting Dir, DIPO-SL| PCSUPT| GEORGE T REGIS| | Dep Dir, DIPO-SL| PCSUPT| FEDERICO E LACISTE JR| | EX-O, DIPO-SL| PCSUPT| FIDEL G POSADAS| | | | | DIPO-VIS| Dir, DIPO-VIS| PDIR| JAIME D CALUNGSUD JR| | Dep Dir, DIPO-VIS| PCSUPT| VALIANT G DE GUZMAN| | EX-O, DIPO-VIS| PCSUPT| HENRY S RANOLA JR| | | | | DIPO-EM| D,DIPO-EM| PDIR| FELICISIMO V KHU JR| | Acting Dep Dir, DIPO-EM| PCSUPT| BIENVENIDO G LATAG| | EX-O, DIPO-EM| PCSUPT| EDGARDO C INGKING| | | | |DIPO-WM| Dir, DIPO-WM| PDIR| MANUEL R BARCENA| | Dep Dir, DIPO-WM| PCSUPT| FRANCISCO R CRISTOBAL JR| | EX-O,DIPO-WM| PCSUPT| PATERNO P HERNANDEZ| | | | | NATIONAL SUPPORT UNITS| LSS| Dir, LSS| PCSUPT| REX MILTON A DOLINO| | DDA, LSS| PSSUPT| JOSE ERNESTO E FERNANDEZ JR| | CDS, LSS| PSSUPT| MANUEL DG OBRERA| | | | | ITMS| Acting Dir, ITMS| PSSUPT| ROGELIO M DAMAZO| | Acting Deputy Director| PSSUPT| JOEL VICTOR V CANAPI| | Acting CDS, ITMS| PSSUPT| NAPOLEON C TAAS| | | | | FS| Dir, FS| PCSUPT| ROLANDO A PURUGGANAN| | Acting DDA, FS| PSSUPT| FELIXBERTO S LAGIWID| | Acting CDS, FS| PSSUPT| TED PEDRONISTO A QUIANO| | | | |HS| Acting Dir, HS| PSSUPT| MA ANGELA M VIDAL| | Deputy Director| PSSUPT| FLORENIA A ZENAROSA| | CDS, HS| PSSUPT| MARIE YVONNE S REYES| | | | | | | | | CES| Acting Dir, CES| PCSUPT| WILLIE M TOLENTINO| | DDA, CES| PSSUPT| RODEL D CALUNGSUD| | Acting CDS, CES| PSSUPT| JOB F MARASIGAN| | | | | CHS| Dir, CHS| PSSUPT| DEODY O BARRET| | DDA, CHS| PSSUPT| ELIGIO A MATIVO| | | | | LS| Dir, LS| PCSUPT| FRANCISCO A UYAMI JR| | LS| PSSUPT| ULYSSES J ABELLERA| | CDS, LS| PSSUPT| BARTOLOME C TOBIAS| | | | | HSS| Dir, HSS| PCSUPT| CARMELO E VALMORIA| | DDA, HSS| PSSUPT| ROLANDO R MACUSI| | Acting DDO, HSS| PSSUPT| RAMON C APOLINARIO| CDS, HSS| PSSUPT| TEODORO J BASA| | | | | ES| Dir, ES| PCSUPT| CRISTINO C CAMPANILLA| | DDA, ES| PSSUPT| JEROME P PAGARAGAN| | CDS, ES| PSSUPT| JOEL FELIX MATEO D RUNES IV| | | | | TS| Acting Dir, TS| PCSUPT| HENRY P LOSANES| | DDA, TS| PSSUPT| JOSE L GENTILES| | CDS, TS| PSSUPT| JOHN Q SOSITO| | | | | PRBS| Dir, PRBS| PSSUPT| VIRGIL F BOMBITA| | | DD, PRBS| PSSUPT| RICHARD A ALBANO| | | | | CLG| OIC Dir, CLG| PSSUPT| LIZA M SABONG| | DDA, CLG| PSSUPT| LIZA M SABONG| | DDO, CLG| | VACANT| | CDS, CLG| PSSUPT| EMMANUEL L ARANAS| | | | | MG| Dir, MG| PCSUPT| FRANCISCO DON C MONTENEGRO| | DDA, MG| PSSUPT| ASHER A DOLINA| DDO, MG| PSSUPT| FERDINAND P YUZON| | CDS, MG| PSSUPT| SAMUEL DG SYLIM| | | | | AVSEG| Acting Dir, ASG| PCSUPT| JESUS GORDON P DESCANZO| | DDA, ASG| PSSUPT| ARTURO M EVANGELISTA, SR| | DDO, ASG| PSSUPT| LUIS RICARDO C CHAVEZ| | Acting CDS, ASG| PSSUPT| JOSE V CARILLO| | | | | SAF| Dir, SAF| PDIR| CATALINO S CUY| | DDA, SAF| PCSUPT| GETULIO S NAPENAS| | CDS, SAF| PSSUPT| MORO VIRGILIO M LAZO| | | | | HPG| Dir, HPG| PCSUPT| LEONARDO A ESPINA| | DDA, HPG| | VACANT| | DDO, HPG| PSSU PT| PETRONIO A RETIRADO| | CDS, HPG| PSSUPT| REUBEN THEODORE C SINDAC| | | | | PCRG| D, PCRG| PCSUPT| AGRIMERO A CRUZ JR| | Acting DDA, PCRG| PSSUPT| NESTOR F QUINSAY JR| | CDS, PCRG| PSSUPT| RUSTICO V BASCUGIN| | | | | CIDG| Dir, CIDG| PDIR| SAMUEL D PAGDILAO, JR| | DDA, CIDG| PSSUPT| FEDERICO P CASTRO JR| | DDO, CIDG| PSSUPT| KEITH ERNALD L SINGIAN| | CDS, CIDG| PSSUPT| RENE D ONG| | | | | PSPG| Dir, PSPG| PCSUPT| | WILHELM E BARLIS| | | Acting DDA, PSPG| PSSUPT| DIOSDADO T VALEROSO| | Acting CDS, PSPG| PSSUPT| ROLANDO Z NANA| | | | | IG| Dir, IG| PCSUPT| CHARLES T CALIMA| | DDA, IG| PSSUPT| ABELARDO P VILLACORTA| | DDO, IG| PSSUPT| ALLEN B BANTOLO| | CDS, IG| PSSUPT| PHILIP GIL M PHILLIPPS| | | | | CSG| Dir, CSG| PDIR| GIL C MENESES| DDA, CSG| PCSUPT| NOEL LAZARUS C VARGAS| | CDS, CSG| PSSUPT| FERDINAND E SANTOS| | | | | FED| Chief, FEO| PCSUPT| RAUL D PETRASANTA| SOSIA| C, SOSIA| PCSUPT| TOMAS G RENTOY III| | | | | REGIONAL DIRECTORS AND DIRECTORIAL STAFF| NCRPO| RD, NCRPO| PDIR | ALAN LM PURISIMA| | DRDA, NCRPO| PCSUPT| SONNY Y DAVID| | DRDO, NCRPO| PCSUPT| JUANITO B VANO JR| | RCDS, NCRPO| PCSUPT  | ARAZAD P SUBONG| | | | | NPD| DD, NPD| PCSUPT| ANTONIO L DECANO| | DDDA, NPD| PSSUPT| WILSON M AMPER| | DDDO, NPD| | VACANT| | CDDS, NPD| PSSUPT| ERIC SERAFIN G REYES| | | | | EPD| DD, EPD| PCSUPT| MIGUEL DM LAUREL| | OIC DDDA, EPD| PSSUPT| ANTONIO L GUMIRAN JR| DDDO, EPD| PSSUPT| ANTONIO L GUMIRAN JR| | CDDS, EPD| PSSUPT| DANILO L MALIGALIG| | | | | MPD| DD, MPD| PCSUPT| ALEJANDRO F GUTIERREZ| | DDDA, MPD| PSSUPT| JOSEPHUS G ANGAN| | DDDO, MPD| PSSUPT| ROBERT G PO| | CDDS, MPD| PSSUPT| RONALD R ESTILLES| | | | | QCPD| DD, QCPD| PCSUPT| MARIO O DELA VEGA| | DDDA, QCPD| | VACANT| | DDDO, QCPD| PSSUPT| JOEL D PAGDILAO| | CDDS, QCPD| PSSUPT| NERI A ILAGAN| | | | | SPD| DD, SPD| PCSUPT| BENITO C ESTIPONA| | DDDA, SPD| | VACANT| | DDDO, SPD| PSSUPT| ROLANDO E ASUNCION| | Acting CDDS, SPD| PSSUPT| CONRADO S CAPA| | | | | PRO 1| RD, PRO1| PCSUPT| FRANKLIN JESUS B B UCAYU| DRDA, PRO1| PCSUPT| ROMAN A FELIX| | DRDO, PRO1| PSSUPT| MANOLITO C LABADOR| | RCDS, PRO1| PSSUPT| ALEJANDRO M VALERIO JR| | | | | PRO 2| RD, PRO2| PCSUPT| RODRIGO P DE GRACIA| | DRDA, PRO2| PCSUPT| MANUEL P PINERA| | DRDO, PRO2| PSSUPT| RUFINO JEFFREY L MANERE| | Acting RCDS, PRO2| PSSUPT| PEDRO R DANGUILAN| | | | | PRO 3| RD, PRO3| PCSUPT| EDGARDO T LADAO| | Acting DRDA, PRO3| PSSUPT| WENDY G ROSARIO| | DRDO, PRO3| PSSUPT  | NOLI G TALINO| | RCDS, PRO3| PSSUPT| AGRIPINO G JAVIER| | | | | PRO 4-A| Acting RD, PRO4-A| PCSUPT| JAMES ANDRES B MELAD| | DRDA, PRO4-A| PCSUPT| ABNER O DIMABUYU| | DRDO, PRO4-A| PSSUPT| EDWIN T ERNI| RCDS, PRO4-A| PSSUPT| RONALD V SANTOS| | | | | PRO 4-B| RD, PRO4-B| PCSUPT| ARTEMIO G HICBAN| | DRDA, PRO4-B| PCSUPT| EDGAR L LAYON| | DRDO, PRO4-B| PSSUPT| DENNIS J PENA| | Acting RCDS, PRO4-B| PSSUPT| VIRGILIO C PARROCHA| | | | | PRO 5| RD, PRO5| PCSUPT| JOSE ARNE M DELOS SANTOS| | DRDA, PRO5| PCSUPT| VICTOR P DEONA| | Acting DRDO, PRO5| PSSUPT| PANCH O ADELBERTO M HUBILLA| | RCDS, PRO5| PSSUPT| ARNOLD L ALBIS| | | | | PRO 6| RD, PRO6| PCSUPT| CIPRIANO E QUEROL JR| | Acting DRDA, PRO6| PSSUPT| MANUEL B FELIX| | DRDO, PRO6| PSSUPT| WESLEY A BARAYUGA| | OIC RCDS, PRO6| PSSUPT| ALLAN C GUISIHAN| | | | |PRO 7| RD, PRO7| PCSUPT| MARCEL P GARBO JR| | DRDA, PRO7| PCSUPT| SAMUEL M YORDAN| | DRDO, PRO7| PSSUPT| LOUIE T OPPUS| | RCDS, PRO7| PSSUPT| ORLANDO D UALAT| | | | | PRO 8| RD, PRO8| PCSUPT| ARNOLD R REVILLA| | DRDA, PRO8| PCSUPT| VICENTE A LOOT| | DRDO, PRO8| PSSUPT| EDGAR O BASBAS| | RCDS, PRO8| PSSUPT| PEPITO M PACADA| | | | | PRO 9| RD, PRO9| PCSUPT| NAPOLEON R ESTILLES| | DRDA, PRO9| PCSUPT| MARIO B YANGA| | DRDO, PRO9| PSSUPT| RAMON M OCHOTORENA| | RCDS, PRO9| PSSUPT| CORNELIO N BARRIOS| | | | | PRO 10| Acting RD, PRO10| PCSUPT| GIL J HITOSIS| | DRDA, PRO10| PCSUPT| CATALINO B RODRIGUEZ JR| DRDO, PRO10| PSSUPT| LYNDEL A DESQUITADO| | RCDS, PRO10| PSSUPT| VIRGILIO T RANES| | | | | PRO 11| RD, PRO11| PCSUPT| JAIME H MORENTE| | DR DA, PRO11| PCSUPT| ANSELMO P PINILI| | DRDO, PRO11| PSSUPT| FEDERICO L DULAY JR| | RCDS, PRO 11,| PSSUPT| PIERRE R BUCSIT| | | | | PRO 12| RD, PRO 12| PCSUPT| ALEX PAUL I MONTEAGUDO| | DRDA, PRO 12| PCSUPT| LESTER O CAMBA| | DRDO, PRO 12| PSSUPT| ROBERT R KIUNISALA| | RCDS, PRO 12| PSSUPT| ELMER C BELTEJAR| | | | | PRO 13| RD, PRO13| PCSUPT| REYNALDO S RAFAL| | Acting DRDA, PRO13| PSSUPT| MARIO O SORIANO| | DRDO, PRO13| PSSUPT| FERNANDO G SEVILLA| | RCDS, PRO13| PSSUPT| DAVID Y OMBAO| | | | PRO ARMM| RD, PRO ARMM| PCSUPT| MARIO A AVENIDO| | DRDA, PRO ARMM| PCSUPT| JOEL MA T ALVAREZ| | DRDO, PRO ARMM| PSSUPT| ALBERTO C SUPAPO| | RCDS, PRO ARMM| PSSUPT| SERGIO A DIMANDAL| | | | | PRO COR| RD, PRO COR| PCSUPT| BENJAMIN B MAGALONG| | DRDA, PRO COR| PCSUPT| ELMER R SORIA| | DRDO, PRO COR| PSSUPT| ROBERTO Q SORIANO| | RCDS, PRO COR| PSSUPT| DONATO O BACQUIAN| GENERAL QUALIFICATION FOR APPOINTMENT * A citizen of the Philippines; * A person of good moral character; * Must have passed the Ph ysical Agility Test, Neuro-Psychological Examination, General Physical and Dental Examination as well as Drug Test to e administered by the PNP for the purpose of determining physical and mental health; * Must possess a formal baccalaureate degree from a recognized institution of learning; * Must be eligible in accordance with the standards set by NAPOLCOM; * Must have not been dishonorably discharged from military employment or dismissed for cause from any civilian position in the government; * Must have not been convicted by final judgment of an offense or crime involving moral turpitude; * Must be at least one meter and sixty-two centimeters (1. 2 m. ) in height for male and one meter and fifty-seven centimeters (1. 57 m. ) for female; * Must not weigh not more or less five kilograms (5 kgs. ) than the standard weight corresponding to his or her height, age, and sex; and * Must not be less than twenty-one (21) nor more than thirty (30) years of age upon take oath. Except for the last qualification, the above-enumerated qualifications shall be continuing in character and an absence of any one of them at any given time shall be a ground for separation or retirement from the service: Provided, that PNP members who are already in the service upon the effectively of RA 8551 shall be given at least two (2) years to obtain the minimum education qualification and one (1) year to satisfy the weight requirement. Eligibility Requirements: Civil Service Professional (CSP) PO1 Entrance Exam (NAPOLCOM ; CSC)RA 1080 (Board Passer, Med Doctor, Engineering, Teacher etc†¦ ) RA 6506 (Criminologist) PD 907 For Regular Recruitment Quota, applicants may submit his/her folder with complete documentary requirements to the Provincial Screening Committee for eventual recommendation to the PNP Regional Screening Committee. Documentary Requirements: * Personal Data Sheet (CS form 212, Revised 2005) * Birth Certificate ; Marriage Contract, ; Birth Certificate of Children * Transcr ipt of Scholastic Records ; Diploma * Eligibility * Clearances1 Piece whole Body Picture Barangay Clearance Local Police Clearance * Mayor’s Clearance * MTC/RTC/Prosecutor Clearance * NBI Clearance * DI Clearance PHQ – S2) * Good Moral Character for College/University * Medical Certifcate from Local Health Office Note: Documents must be properly authenticated by issuing office/ agency. Use ordinary BLUE Long Folder with plastic cover ; white tabbings for the application folders. Ad Hoc Screening Committee: Ad Hoc Screening Committee that shall be responsible for the widest dissemination of vacancies in the area and determination of the fitness of police applicants.The Screening Committee shall be composed as follows: a. City/Municipal Screening Committee * Members * Vice-Mayor designated as Chairman * DILG CLGOO/MLGO as Vice-Chairman * POC Member from the Academe designated as Member * City Director (for City Level)/Chief of Police (Municipal Level) and Member b. Provi ncial Screening Committee PNP Deputy Provincial Director for Administration or any PNP Senior Officer in the province designated by the Provincial Director – Chairman. Members NAPOLCOM Official to be designated by the NAPOLCOM Regional Director * Private citizen of known probity and integrity in the province to be designated by the Provincial Governor * PLEB Chairman in the locality where the selection will be undertaken * PPOC Representative to be designated by the PPOC Chairman c. Regional Screening Committee PNP Deputy – Regional Director for Administration or any PNP Senior Officer in the Regional Command designated by the PNP Regional Director – Chairman Members NAPOLCOM Senior Official in the Regional Office to be designated by the Regional Director * Private citizen of known probity and integrity in the region to be designated by the Provincial Governor of the province where the Regional Command Headquarters is situated. * PLEB Chairman in the locality wh ere the selection will be undertaken * RPOC Representative to be designated by the RPOC Chairman Additional Screening and Recruitment Committees, however, may be constituted by the PNP to facilitate expeditious and efficient processing of applications, provided the herein required membership shall be followed.Screening Procedure a. Preliminary Interview/Screening – A point system shall be applied in the assessment and evaluation of the measurable qualification standards possessed by an individual applicant. The applicant shall be interviewed personally by the Screening Committee. If the applicant qualifies, he/she shall be required to present or accomplish the following:   | Minimum Points| Maximum Points| Educational| 21 pts| 30 pts| Eligibility| 21 pts| 30 pts| Physical Agility Test| 10. 5 pts| 15 pts| Final Interview| 16 pts| 25 pts| | 68. 5 pts| 100 pts| iven for those with Masteral, LLB units, graduates with honors and with multiple eligibilities (maximum 30 points) b. Physical Agility Test (15 pts) – The Screening Committee shall require the applicant to undergo a physical agility test designed to determine whether or not he possesses the required coordination, strength and speed of movement necessary for service, as follows: Maximum Total| 100 pts| Passing Score| 75 pts| |   |   |   | A. 7 Pull ups (3 pts each) hanging (time in sec divided by 6 = pts earned)| men| 21 points|   | women|   | B. 2 min Push ups (0. 5 pt each)| men| 20 points| 1. 0 pt each)| women|   | C. 2 min Sit ups (0. 5 pt each)| men| 21 points| (1. 0 pt each)| women|   | D. 100 meter run|   | 18 points| |   |   |   | 100 Meter Runs (Sprint)| Men|   | Women| Below 13. 0 sec or less| 20 pts| Below 19 seconds|   | 13 seconds +| 18 pts| 19 seconds +|   | 14 seconds +| 16 pts| 20 seconds +| 16 pts| 15 seconds +| 14 pts| 21 seconds +| 14 pts| 16 seconds +| 12 pts| 22 seconds +| 12 pts| 17 seconds ; up| 10 pts| 23 seconds +| 10 pts| |   |   |   | 1000 Meter Runs| Men|   | women|   | 3'25† and below| 18 pts| 4'25† below| 18 pts| 3'26† – 3'46†³| 16 pts| 4'26† – 4'46†³| 16 pts| '47† – 4†² 07†³| 14 pts| 4'47† – 5†² 07†³| 14 pts| 4'08† – 4†² 28†³| 12 pts| 5'08† – 5†² 28†³| 12 pts| |   |   | | c. Psychological and/or Neuro Psychiatric Test – To exclude applicants who may be suffering from any mental disorder, the applicant shall take a psychological and/or neuro-psychiatric test to be administered by the PNP, or any duly recognized institution and meet all the requirements in paragraph (a) above. d. Character and Background Investigation – The Screening Committee shall cause an intensive investigation to be conducted on the character and background of the applicant with the end in view of etermining his character reputation and possible involvement in any questionable or criminal activities as well as his propensity toward violence or use of force. e. Physical and Mental Examination – In order to determine whether or not the applicant is in good health, free from any contagious diseases, a physical and medical examination must be conducted by the city/municipal health officer or PNP medical officer after he/she qualified for preliminary interview. f.Final interview (25 pts) – The Screening Committee shall interview the qualified applicant for suitability for police work. The interview shall aid in determining likeableness, affability, attitude towards work, outside interest, forcefulness, conversational ability, disagreeable mannerism, etc. g. Oath-Taking – After the final deliberation and through selection among the qualified applicants, the successful applications shall take their oath of Office. h. Probationary – period of at least twelve (12) months.The New PO1s must undergo the Public Safety Basic Recruit Course (PSBRC) and Field Training Program in order to attain permanent status. Appointment of PNP Officers and Members The appointment of the officers and members of the PNP shall be effected in the following manner :(a) Police Officer I to Senior Police Officer IV . – Appointed by the PNP regional director for regional personnel or by the Chief of the PNP for the national headquarters personnel and attested by the Civil Service Commission. (b) Inspector to Superintendent – Appointed by the Chief of the PNP, as recommended by their immediate superiors, attested by the Civil Service Commission;(c) Senior Superintendent to Deputy Director General . – Appointed by the President upon recommendation of the chief of the PNP, with proper endorsement by the Chairman of the Civil Service Commission and subject to confirmation by the Commission on Appointments; and(d) Director General . – Appointed by the President from among the senior officers down to the rank of chief superintendent in the service, subject to confirmation by theCommission on Appointments: Provided, That the Chief of the PNP shall serve a tour of duty not to exceed four (4) years: Provided, further, That, in times of war or other national emergency declared by Congress, the President may extend such tour of duty. Qualifications of Chief of City and Municipal Police Stations 1. No person may be appointed chief of a city police station unless he holds bachelor’s degree from a recognized institution of learning or has served in the Philippine Constabulary or in the police department of any city or municipality with the rank of captain or its equivalent therein for at least three (3) years. . No person may be appointed chief of a municipal police station unless he holds a bachelor’s degree from a recognized institution of learning or has served as officer in the Philippine Constabulary or in the police department of any city or municipality for at least two(2) years with the rank lieutenant or its equivalent: Provided, 3.That a member of the Bar with at least five (5) years experience in active law practice and who possesses the general qualifications under Section 30 of this Act shall be qualified for appointment as chief of a city or municipal police station: Provided, further, That the chief of police shall be appointed in accordance with the provisions of Section 51, paragraph b), subparagraph (4) (i) of this Act. Promotions a) A member of the PNP shall not be eligible for promotion to a higher position or rankunless he has successfully passed the corresponding promotional examination given by theCommission, or the Bar or corresponding board examinations for technical services and other professions, and has satisfactorily completed an appropriate and accredited course in thePNP or equivalent training institutions. In addition, no member of the PNP shall eligible for promotion unless he has been cleared by the People's Law Enforcement Board (PLE B) of complaints proffered against him, if any. b) Special promotion may be extended to any member of the PNP for acts of conspicuouscourage and gallantry at the risk of his life above and beyond the call of duty, or selected assuch in a nationwide search conducted by the PNP or any accredited civic organization. PNP RANKS AND INSIGNIA Police Commissioned Officer Shoulder Ranks | | | | Police Chief Superintendent General| Police Director| Police Deputy Director General| Police Director General| | | |   | Police Chief Inspector| Police Superintendent| Police Senior Superintendent|   | | |   |   |Police Inspector| Police Senior Inspector|   |   | Police Non-Commissioned Officer Sleeve Ranks | | | | Senior Police Officer I| Senior Police Officer II| Senior Police Officer III| Senior Police Officer IV| | | |   | Police Officer I| Police Officer II| Police Officer III|   | Note:  Rank in  Italics  is the Army equivalent. There is no Second Lieutenant rank-equivalent in the PNP. ADMINISTRATIVE DISCIPLINARY MACHINERY (RA 6975 – Sec 41-50) Section 41. (a) Citizen's Complaints. Any complaint by an individual person against any member of the PNP shall be brought before the following: (1) Chiefs of police, where the offense is punishable by withholding of privileges, restriction to specified limits, suspension or forfeiture of salary, or any combination thereof for a period not exceeding fifteen (15) days; (2) Mayors of cities or municipalities, where the offense is punishable by withholding of privileges, restriction to specified limits, suspension or forfeiture of salary, or any combination thereof, for a period of not less than sixteen (16) days but not exceeding thirty (30) days; (3) People's Law Enforcement Board, as created under Section 43 hereof, where the offense is punishable by withholding of privileges, restriction to specified limits, suspension of forfeiture of salary, or any combination thereof, for a period exceeding thirty (3 0) days; or by dismissal. The Commission shall provide in its implementing rules and regulations a scale of penalties to be imposed upon any member of the PNP under this section. (b) Internal Discipline. In dealing with minor offenses involving internal discipline found to have been committed by any regular member of their respective commands, the duly designated supervisors and equivalent officers of the PNP shall, after due notice and summary hearing, exercise disciplinary powers as follows: (1) Chiefs of police or equivalent supervisors may summarily impose the administrative punishment of admonition or reprimand; restriction to specified limits; withholding of privileges; forfeiture of salary or suspension; or any of the combination of the foregoing: Provided; That, in all cases, the total period shall not exceed fifteen (15) days; (2) Provincial directors or equivalent supervisors may summarily impose the administrative punishment of admonition or reprimand; restriction to spec ified limits; withholding of privileges; forfeiture of salary or suspension; or any combination of the foregoing: Provided, That, in all cases, the total period shall not exceed thirty (30) days; (3) Police regional directors or equivalent supervisors shall have the power to impose upon any member the disciplinary punishment of dismissal from the service. He may also impose the administrative punishment of admonition or reprimand; restriction to specified limits; withholding of privileges; suspension or forfeiture of salary; demotion; or any combination of the foregoing: Provided, That, in all cases, the total period shall not exceed sixty (60) days; (4) The Chief of the PNP shall have the power to impose the disciplinary punishment of dismissal from the service; suspension or forfeiture of salary; or any combination thereof for a period not exceeding one hundred eighty (180) days. (c) Exclusive Jurisdiction. A complaint or a charge filed against a PNP member shall be heard and deci ded exclusively by the disciplining authority who has acquired original jurisdiction over the case and notwithstanding the existence of concurrent jurisdiction as regards the offense: Provided, That offenses which carry higher penalties referred to a disciplining authority shall be referred to the appropriate authority which has jurisdiction over the offense. For purposes of this Act, a â€Å"minor offense† shall refer to an act or omission not involving moral turpitude, but affecting the internal discipline of the PNP, and shall include, but not limited to: (1) Simple misconduct or negligence; (2) Insubordination; (3) Frequent absences or tardiness; 4) Habitual drunkenness; and (5) Gambling prohibited by law. Section 42. Summary Dismissal Powers of the PNP Chief and Regional Directors. – The Chief of the PNP and regional directors, after due notice and summary hearings, may immediately remove or dismiss any respondent PNP member in any of the following cases: (a) When the charge is serious and the evidence of guilt is strong; (b) When the respondent is a recidivist or has been repeatedly charged and there are reasonable grounds to believe that he is guilty of the charges; and (c) When the respondent is guilty of conduct unbecoming of a police officer. Section 43. People's Law Enforcement Board (PLEB). (a) Creation and Functions. – Within thirty (30) days from the issuance of the implementing rules and regulations by the Commission, there shall be created by the sangguniang panlungsod/bayan in every city and municipality such number of People's Law Enforcement Boards (PLEBs) as may be necessary: Provided, That there shall be at least one (1) PLEB for every municipality and for each of the legislative districts in a city. The PLEB shall have jurisdiction to hear and decide citizen's complaints or cases filed before it against erring officers and members of the PNP. There shall be at least one (1) PLEB for every five hundred (500) city or mu nicipal police personnel. b) Composition and Term of Office. – The PLEB shall be composed of the following: (1) Any member of the sangguniang panlungsod/bayan chosen by his respective sanggunian; (2) Any barangay captain of the city or municipality concerned chosen by the association of barangay captains; and (3) Three (3) other members who shall be chosen by the peace and order council from among the respected members of the community known for their probity and integrity, one (1) of whom must be a member of the Bar or, in the absence thereof, a college graduate, or the principal of the central elementary school in the locality. The Chairman of the PLEB shall be elected from among its members.The term of office of the members of the PLEB shall be for a period of two (2) years from assumption of office. Such member shall hold office until his successor shall have been chosen and qualified. (c) Compensation – Membership in the PLEB is a civic duty. However, PLEB members may be paid per diem as may be determined by the city or municipal council from city or municipal funds. (d) Procedure – (1) The PLEB, by a majority vote of all its members and its Chairman shall determine whether or not the respondent officer or member of the PNP is guilty of the charge upon which the complaint is based. (2) Each case shall be decided within sixty (60) days from the time the case has been filed with the PLEB. 3) The procedures in the PLEB shall be summary in nature, conducted in accordance with due process, but without strict regard to technical rules of evidence. (4) The Commission shall issue the necessary implementing guidelines and procedures to be adopted by the PLEB, including graduated penalties which may be imposed by the PLEB. (5) The Commission may assign the present NAPOLCOM hearing officers to act as legal consultants of the PLEBs and provide, whenever necessary, legal services, assistance and advise to the PLEBs in hearing and deciding cases ag ainst officers and members of the PNP, especially those involving difficult questions of law: Provided, That these lawyers may also be assigned to investigate claims for death and disability benefits of PNP members or their heirs. e) Decisions – The decision of the PLEB shall become final and executory: Provided, That a decision involving demotion or dismissal from the service may be appealed by either party with the regional appellate board within ten (10) days from receipt of the copy of the decision. Section 44. Disciplinary Appellate Boards. – The formal administrative disciplinary machinery for the PNP shall be the National Appellate Board and the regional appellate boards. The National Appellate Board shall consist of four (4) divisions, each division composed of a Commissioner as Chairman and two (2) other members. The Board shall consider appeals from decisions of the Chief of the PNP. The National Appellate Board may conduct its hearings or sessions in Metropo litan Manila or any part of the country as it may deem necessary.There shall be at least one (1) regional appellate board per administrative region in the country to be composed of a senior officer of the regional Commission as Chairman and one (1) representative each from the PNP, and the regional peace and order council as members. It shall consider appeals from decisions of the regional directors, other officials, mayors, and the PLEBs: Provided, That the Commission may create additional regional appellate boards as the need arises. Section 45. Finality of Disciplinary Action. – The disciplinary action imposed upon a member of the PNP shall be final and executory: Provided, That a disciplinary action imposed by the regional director or by he PLEB involving demotion or dismissal from the service may be appealed to the regional appellate board within ten (10) days from receipt of the copy of the notice of decision: Provided, further, That the disciplinary action imposed by t he Chief of the PNP involving demotion or dismissal may be appealed to the National Appellate Board within ten (10) days from receipt thereof: Provided, furthermore, That the regional or National Appellate Board, as the case may be, shall decide the appeal within sixty (60) days from receipt of the notice of appeal: Provided, finally, That failure of the regional appellate board to act on the appeal within said period shall render the decision final and executory without prejudice, however, to the filing of an appeal by either party with the Secretary. Section 46. Jurisdiction in Criminal Cases. Any provision of law to the contrary notwithstanding, criminal cases involving PNP members shall within the exclusive jurisdiction of the regular courts: Provided, That the courts-martial appointed pursuant to Presidential Decree No. 1850 shall continue to try PC-INP members who have already been arraigned, to include appropriate actions thereon by the reviewing authorities pursuant to Commo nwealth Act No. 408, otherwise known as the Articles of War, as amended, and Executive Order No. 178, otherwise known as the Manual for Courts-Martial: Provided, further, That criminal cases against PC-INP members who may have not yet been arraigned upon the effectivity of this Act shall be transferred to the proper city or provincial prosecutor or municipal trial court judge. Section 47. Preventive Suspension Pending Criminal Case. Upon the filing of a complaint or information sufficient in form and substance against a member of the PNP for grave felonies where the penalty imposed by law is six (6) years and one (1) day or more, the court shall immediately suspend the accused from office until the case is terminated. Such case shall be subject to continuous trial and shall be terminated within ninety (90) days from arraignment of the accused. Section 48. Entitlement to Reinstatement and Salary. – A member of the PNP who may have been suspended from office in accordance with the provisions of this Act or who shall have been terminated or separated from office shall, upon acquittal from the charges against him, be entitled to reinstatement and to prompt payment of salary, allowances and other benefits withheld from him by reason of such suspension or termination. Section 49. Legal Assistance. –The Secretary of the Department of Justice, the Chairman of the Commission or the Chief of the PNP may authorize lawyers of their respective agencies to provide legal assistance to any member of the PNP who is facing before the prosecutor's office, the court or any competent body, a charge or charges arising from any incident which is related to the performance of his official duty: Provided, That government lawyers so authorized shall have the power to administer oaths. The Secretary of Justice, the Chairman of the Commission, and the Chief of the PNP shall jointly promulgate rules and regulations to implement the provisions of this section. Section 50. Pow er to Administer Oaths. – Officials of the Commission who are appointed by the President, as well as officers of the PNP from rank of inspector to senior superintendent, shall have the power to administer oaths on matters which are connected with the performance of their official duties.