Can nurses do to Reduce Malnutrition in Hospitals

Can nurses do to impose Malnutrition in HospitalsReducing the incidences of malnutrition that often occurs during admission to hospital has been a anteriority within the nursing c be profession for m from each one(prenominal) years. There sw tout ensemble toldow been various explanations for this much(prenominal) as lack of lag, patients not adequate or are un provideing to admit they occupy assistance, unforesightful use of judgement tools and care path focuss. A paint factor in the prevalence of patients presenting with malnourishment is the disturbances patients endure during meal quantifys, such as ward rounds, non urgent medical interventions, keep activities and visitors. This essay will explore the incidences of malnutrition, and those who are most at jeopardy and the swaps that lease been do to reduce such incidences.Change focusing should be regarded as an ongoing subprogram, which requires putd communication, planning, unequivocal drawing cardship an d cooperation. This essay will endeavor to explore the compound management processes, drawship and squad management skills used in the instruction execution of protected mealtimes. It will explore the electro ostracize aspects and tasks encountered when implementing a transport and the ongoing management skills required to mention such ex channelises.For more patients admitted to hospital, in particular the elderly, malnutrition is a common occurrence. It is the nurses funda noetic concern of care to provide patients with the highest of care possible, a major requirement for any human being to survive and live a healthy flavor is the divine guidance of a healthy nutritious diet, be that by pompous methods or artificial measures suitable for the patients state of health at that time (Royal College of Nursing 2007). Studies into hospital malnutrition fork up that as many as four out of ten elderly patients admitted to hospital are already malnourished and as a result o f a hospital admission as many as six out of ten elderly patients, go away malnourished, their situation worsens and their illness very often escalates (Age precaution 2006 BAPEN 2007). The NHS Improvement course of learning (2004) set standards to deal with the increasing incidences of malnutrition within hospital settings it has engender homely that these examples of good practice recommendations earn not been utilize in both hospital in the country, as incidences of malnutrition continue to exist. Davidson and Scholefield (2005) reports that inadequate nutrition rat lead to longer hospital stays, impairs the recovery of patients and increases financial costs some(prenominal) hospitals have indeed planned and implemented salmagundis to reduce such incidences except on the square have had limited success. The authors found that constant interruptions from drug, rounds, clinical activities and lack of nursing round being on the ward at mealtimes (due to lunch breaks c oinciding with mealtimes) all accounted for patients being provided with very little or on occasion no nutritional intake at any given mealtime. Savage and Scott (2005) does agree with this statement to some extent exclusively argues that it is all to easy to blame nursing staff alone, it is the responsibility of each individual NHS trust to implement carriageial salmagundis and policies and ensure that they are monitored, evaluated and better to provide the best care possible for each patient. Mamhidir et al (2007) argues that since the implementation of protected mealtimes in some hospitals there is substantial evidence to pop the question that patients, particularly the elderly benefit immensely patients gained weight, healing time reduced, were execute earlier and mealtime experiences were a more pleasant experience for patients as salutary as nursing staff. Mooney (2008) argues that there is evidence to propose even aft(prenominal) hospital trusts have been presented wi th unarguable evidence that malnutrition is a major problem and a catalyst for longer hospital stays, and 43 share of those trusts have not yet provided evidence that they have implemented schemes in station to reduce hunger and malnutrition. The Hospital Caterers Association (2004) further chin wag that mealtimes should not primarily focus on the provision of nutrition, it also processs way for social interaction between patients and carers, they further rumourmonger that in popular the quality of the food provided is not the issue, the inability of the patient to be able to bunk themselves is far more the worrying issue. Council of Europe (2003) comment that hospitals should be designed to be patient centred, ensuring that the delivery of nutrition is flexible and all deliverance of care is set within a framework all staff should work together in partnership to ensure that incidences of poor nutrition are dealt with. Repetitive reports of malnourishment is evidence enough to suggest that incumbent practices are no longer working, change is a requisite force to ensure incidences are reduced. It is the responsibility of the leader to ensure this is tackled (Age Concern 2006).Change Management jackpot be described as the process of developing a planned improvement to change within an organisation. The clinical should be to maximise the collective benefits for all stakeholders involved in the change and minimise the risk of failure implementing the change. Change involves assessment, planning and evaluation changes in which people are nursed should unendingly be focused on the benefits patients will receive if change is implemented (National Institute of Health and clinical Excellence, 2007). Welford (2006) writes that there are many theories which explore the take in for change the conclusion should be the provision of the highest quality of care, each individual involved in the delivery of such care should work together, be committed and demon strative of(predicate) of each other during times of change. Change within a squad up which leads to new practices and ideas affects each individual differently it can be a very daunting task for some and for others it is embraced to earmark for personal training and the sharing of knowledge ( white potato 2006). There are many theories which uses steps or builds that can evaluate if a change is needed and if the changes that are implemented work. For the purpose of this essay the author refers to a popular theory demonstrable by Lewin in the 1950s which requires three stages to implement in effect(p) change the acceptance and participation of all those involved in the region requiring change. The outgrowth phase, commonly referred to as the unfreezing stage of this theory requires the participants to acknowledge the need for change evidence should be provided to encourage new thinking and beliefs about current practices. Hallpike (2008) writes that there is evidence to sug gest that squad ups can be divided into assemblys who have their own individual opinion on certain regimes, practices and care deliverance. This can be said for the provision of nutrition to patients. In this particular study the author reports that some team members did not think there was a problem with the current provision, some were not convinced that changes would be made and others did not have faith in a holistic approach across the team. In this situation it is the responsibility of the team leader to shake all the team members that the need for change is necessary in order to provide the best service possible, that the whole team work towards a common goal. Welford (2006) discusses the second phase of Lewins theory describing this stage as the woful stage, allowing individuals to voice their own ideas, experiment with different regimes, it allows time for reflection, to discuss dictatorial or negative findings. Past practices whitethorn have seen some team leaders l ead the belief that employees were seen to work better when the leader provided strict job descriptions and a clear plan of what was expected of them their opinions and ideas were not of repute to the overall success of a team. Major (2002) argues that for a leader to arrogate such thinking will only lead to flaws and a disembodied spirit of negativity within a team the leader should adopt good communication skills and openness to allow for effective team building, positive group dynamics, all working efficiently and productively. Dennis and Morgan (2008) suggests that although change is the responsibility of the service provider, commentary from the service user is without doubt a valuable tool in assessing if a change is working for the greater good. Feedback, regardless of being positive or negative ascertains if the change has been a positive one. If the new change has a detrimental affect to the service user then the change has been a negative one, this requires a return to the freezing stage to allow the team to make further changes to increase the benefits to the service user. The authors further comment that managers should be seen as advocates for the service user it should be the responsibility of the manager to challenge team members over poor practice, poor attitudes and resistance to change for the better. Conflict within a team leads to unrest, a disbelief that change is for the greater good leading to a dysfunctional team. The third phase of Lewins theory can be commonly referred to as the refreezing stage, where new ideas and behaviours become a new or common practice. Pearce (2007) argues that to name this phase as such denotes that the change remains static, leaders should continuously strive to make changes for the better, communication across the whole team allows for individuals points of view to be heart-to-heart and discussed feedback on how a new change is working is necessary in order to achieve the highest levels of quality care. Leadership styles become a key issue when developing, implementing and upholding change. Motivation of staff also plays a key determination in the acceptance of change leaders should demonstrate that they are a good role model, adopt a friendly attitude towards team members, accepting of criticism and be willing to provide positive feedback, when the team endeavour to believe in and implement the change (Darlington 2006). Corkindale (2009) argues that leaders need balance their role within a team to ensure that they do not become too over familiar with individual team members, as this may lead to team members relying too heavily on the leader to make all the decisions and authority may be compromised.Murphy (2006) writes that leaders need to adopt a style of leadership that suits the custody a laissez-faire approach can be seen as the leader not taking into account individual team members ideas, work ethics and commitment seriously, it can lead to a team feeling degraded and uno rganised. The National Institute for Mental Health (2007) further suggests that leaders who show their commitment, by working alongside their colleagues, adopting and maintaining the changes themselves demonstrates a leader who is at the capitulum in the deliverance of quality care. They further suggest that each leader will bring their own set of ethics, life experiences and education to a team, will often adopt their own style of leadership that may be a mixture of several styles moulded to suit the team and the area of practice they are employed to manage. Opportunities for team members to voice their opinions and concerns are valuable they are after all the main implementers of the change and will have be the first to recognise if the change has gained positive or negative results. The change can only work if leaders allow for reflection, discussion and adaptation of the change to suit each individual involved in the change process. A change that is difficult to implement or maintain will end in failure, this leads a team adopting negative feelings and a resistance to change in the future.Goleman (2000) suggests that to adopt an authoritarian approach, can at times be a positive approach to leadership specially if some team members resist change or there is a need to produce quick results. Goffee and Jones (2000) disagree with this statement and suggest that a good leader is someone who other people want to do without bullying, threats or the fear of reprisals they lead by communicating effectively and adopt a style of leadership that allows the team to understand what is expected of them.RCN (2007) writes that the only way malnourishment can be identified and managed effectively is with effective use of recognised screening tools.Perry (2009) argues that in many cases nursing staff are given the means and tools to assess a patient, but many are inadequately trained to understand the findings of the assessment or are unwilling to involve other health professionals in the care of the patient. A multidisciplinary approach to tackle such problems should be used. Protected mealtimes have been proven to be useful to not only the patient but to the whole care team, it allows for assessment in areas such as speech and language, mental health issues and other physical problems which can affect the nutritional intake of individuals. South Staffordshire Primary Care Trust (2009) reports that protected mealtimes affects and involves all staff within in the organisation from physiotherapists, domestic staff, maintenance staff by means of to outside professionals such as social workers. It involves all areas of clinical practice where patients require nutritional intake, not only for patients who are unable to feed themselves but for those patients who require and deserve a quiet, interruption free fulfilment to eat, drink and relax.To maintain and monitor the change process and may require several attempts before the target is reached. ta kes time and may not always be successful first time. National Patient Safety means (2008) states that many clinical staff referred to the implementation of protected mealtimes as a hindrance to their daily routine, but once the benefits for patients as well as the staff members were explained they became more compliant and understanding for the need to change.

Developing a Learning Organisation: HRM

Developing a acquirement Organisation HRMYou atomic number 18 a HRM manager in a global company. Your CEO has made it a strategic priority that the company should become a encyclopaedism organisation. You hand been asked by the CEO to manage this project. Discuss what is meant by a knowledge organisation, why it is important and as a HR manager how you would hand and develop a exposeing culture in the organisation.WHAT IS HUMAN imaging MANAGEMENT?WHAT MAKES STRATEGIC HRM MORE STRATEGIC THAN HRMStrategic HRM has become topical in y turn uphful years but years but definitions as to what is meant by the term vary widely. XXX. Typic altogethery, strategic HRM bridges business clay and HRM and localisees on the integration of HR with the business and its environment.The main rationale for strategic HRM have in heading is that by integrating HRM with the business strategy, rather than HR strategies macrocosm a separate set of priorities, employees result be managed more effectively, make-upal performance will improve and at that placefore business success will follow. This in itself may not be enough. Tony Grundy (1998) suggests serviceman Re outsets Strategy in itself may not be effective. Integrating Corporate Strategy and HR matters into an Organization and People Strategy may prove more successful.Human resources management needs to be closely integrated with managerial preparation and decision making (i.e., international valet resources, forecasting, planning, and mergers and acquisitions). Increasingly, an governing bodys top management is alive(predicate) that the time to consider brass instrumental HRM strengths or limitations is when strategic transcriptional decisions atomic number 18 being formulated, not after critical policies have been seed. A ambient integration between top managements goals and HRM practices helps to elicit and reward the types of behavior unavoidable for achieving an organizations strategy. For example , if an organization is planning to become known for its high-quality products, HRM staff should design estimate and reward systems that emphasize quality in order to support this competitory strategy. Strategic HRM is an outcome, as organizational systems ar designed to achieve sustainable competitive advantage through hoi polloi. For opposites, however, SHRM is viewed as a variety, the process of linking HR practices to business strategy (Armstrong, 2006).Strategic management of human resources includes HRM planning. The HRM planning process involves forecasting HRM needs and developing programs to ensure that the right numbers and types of individuals are available at the right time and place. Such info enables an organization to plan its recruitment, selection, and training strategies. For example, lets say an organizations HRM plan estimates that 12 additional information systems (IS) technicians will be needed during the next year. The organization typically hires rec ent IS graduates to fill such positions. Because these majors are in high demand, the organization find outs to begin its recruiting early in the school year, before otherwise organizations raise snatch away the best candidates.WHAT IS AN acquirement ORGANISATIONAccording to shaft of light Senge (1990 3) information organizations areorganizations where people continually expand their capacity to score the results they truly desire, where rude(a) and expansive patterns of thinking are nurtured, where collective consumption is set free, and where people are continually skill to see the unscathed unneurotic.A acquisition organization is manifestly put an organization that learns and encourages scholarship among its people and knowledge which innovates fast enough to survive and thrive in a rapidly changing environment. It furnishs exchange of information hence creating a more knowledgeable workforce. This produces a more flexible organization boost risk taking with new ideas, allows mistakes, learn from experience and adapt to new ideas and changes through a shared out vision. larn organizations are not simply the most fashionable or certain management trend, they can provide work environments that are open to creative thought, and embrace the concept that solutions to on-going work-related problems are available inside each and every cardinal of us. only we must do is tap into the knowledge base, which gives us the ability to think critically and creatively, the ability to communicate ideas and concepts, and the ability to cooperate with other human beings in the process of inquiry and action (Navran Associates new(a)sletter 1993). (Navran Associates Newsletter.)THE FIVE DISCIPLINES shot Senge is a leading writer in the area of learning organizations, whose germinal works The fifth Discipline The Art and Practice of the scholarship Organization, and The Fifth Discipline Fieldbook Strategies and Tools for Building a Learning Organization explain that there are five disciplines, which must be mastered when introducing such an organizationShared Vision The key vision question is What do we demand to create together?. Taking time early in the change process to have the conversations needed to shape a truly shared vision is crucial to build common accords and commitments, unleash peoples aspirations and hopes and unearth reservations and resistances. leaders learn to use tools such as Positive Visioning, Concept-shifting and Values concretion to create a shared vision, forge common meaning/focus and mutually agree what the learning targets, improvement strategies and challenge-goals should be to get there. (Senge 1990 9) psychical Models One key to change success is in surfacing established mental models beliefs, values, mind-sets and assumptions that determine the way people think and act. Getting in touch with the thinking going on about change in your workplace, challenging or clarifying assumptions and encourag ing people to reframe is essential. attracters learn to use tools like the Ladder of Inference and Reflective Inquiry to application making their mental models clearer for each other and challenging each others assumptions in order to build shared understanding. (Senge 1990 8) own(prenominal) Mastery is centrally to do with self- sentience how much we know about ourselves and the impact our behaviour has on others. Personal mastery is the human face of change to manage change relationships sensitively, to be willing to have our own beliefs and values challenged and to ensure our change interactions and behaviours are authentic, congruent and principled. Leaders learn to use tools like Perceptual Positions and Reframing to sharpen the quality of interaction and relationship in and outside their teams. (Senge 1990 139)Team Learning happens when teams start thinking together sharing their experience, brainwaves, knowledge and skills with each other about how to do things better. Teams develop reflection, inquiry and discussion skills to conduct more in effect(p) change conversations with each other which form the basis for creating a shared vision of change and deciding on common commitments to action. Its withal about teams developing the discipline to use the action learning troll rigorously in change-work. Leaders learn to use tools like the Action-Learning round and Dialogue to develop critical reflection skills and conduct more robust, skillful discussions with their teams and each other. (Senge 1990 10)Systems thought process is a framework for beholding inter-relationships that underlie decomposable situations and interactions rather than simplistic (and mostly inaccurate) linear cause-effect chains. It enables teams to unravel the frequently enigmatical subtleties, influences, leverage points and intended/unintended consequences of change plans and programs and leads to deeper, more complete awareness of the interconnections behind changin g any system. Leaders learn to use Systems Thinking Maps and Archetypes to map and analyse situations, events, problems and possible causes/courses of action to find better (and often not obvious) change options/solutions. (Peter Senge (1990 23)THREE TYPES OF ORGANISATION LEARNINGSingle-Loop LearningDouble-Loop LearningTriple-Loop LearningAre we doing things right?Are we doing the right things?How do we decide what is right?Single-Loop LearningSingle-loop learning assumes that problems and their solutions are close to each other in time and space (thought they often arent). In this form of learning, we are primarily considering our actions. Small changes are made to specific practices or behaviors, base on what has or has not worked in the past. This involves doing things better without necessarily examining or challenging our underlying beliefs and assumptions. The goal is improvements and fixes that often take the form of procedures or rules. Single-loop learning leads to making minor fixes or adjustments, like using a thermostat to regulate temperature.Are we doing things right? Heres what to do-procedures or rules.Double-Loop LearningDouble-loop learning leads to insights about why a solution works. In this form of learning, we are considering our actions in the framework of our operating assumptions. This is the level of process analysis where people become observers of themselves, asking, What is going on here? What are the patterns? We need this insight to understand the pattern. We change the way we make decisions and deepen understanding of our assumptions. Double-loop learning works with major fixes or changes, like redesigning an organizational function or structure.Are we doing the right things? Heres why this works-insights and patterns.Triple-Loop LearningTriple-loop learning involves principles. The learning goes beyond insight and patterns to circumstance. The result creates a shift in understanding our context or point of view. We produce ne w commitments and ways of learning. This form of learning challenges us to understand how problems and solutions are related, even when separated widely by time and space. It also challenges us to understand how our previous actions created the conditions that led to our current problems. The relationship between organizational structure and behavior is fundamentally changed because the organization learns how to learn. The results of this learning includes enhancing ways to comprehend and change our purpose, developing better understanding of how to respond to our environment, and deepening our comprehension of why we chose to do things we do.How do we decide what is right? Heres why we want to be doing this-principles.LEARNING ORIENTATIONSCREATING A LEARNING ORGANISATIONThe very first thing needed to create a learning organization is effective leadership, not based on handed-down hierarchy, but a mix of different people from all levels of the system to lead in different ways (Sen ge 1996). Secondly, there must be the realization that we all have inherent power to find solutions to the problems we are faced with, and that we can and will envision a future for our depository library system and forge ahead to create it. As Gephart and associates point out in Learning Organizations Come Alive, the culture is the glue that holds an organization together a learning organizations culture is based on openness and trust, where employees are supported and rewarded for learning and innovating, and one that promotes experimentation, risk taking, and values the well-being of all employees (Gephart 1996,39).Here we will look at the three aspects of leadership that he identifies and link his discussion with some other writers on leadership.Overall, to create a culture and environment that will be the foundation for a learning organization, people must realize the beginning comes with a shift of mind from seeing ourselves as separate from the world to connected to the wor ld (Senge 1996,37) from seeing ourselves as integral components in the workplace, rather than as separate and unimportant, robotic caricatures. Finally, one of the biggest challenges that must be overcome in any organization, is to identify and dislocation the ways people reason defensively. Until then, change can never be anything but a passing phase (Argyris 1991,106). Everyone must learn that the move they use to define and solve problems can be a source of additional problems for the organization (Argyris 1991,100).ReferencesSingle-Loop and Double-Loop Models in Research on Decision fashioning Author(s) Chris Argyris Source Administrative Science Quarterly, Vol. 21, No. 3 (Sep., 1976), pp. 363-375 Published by Johnson Graduate School of Management, Cornell University Stable URL http//www.jstor.org/stable/2391848Senge, P. (1998) The Practice of Innovation, Leader to Leader 9 http//pfdf.org/leaderbooks/l2l/summer98/senge.htmlSenge, P. et. al. (1994) The Fifth Discipline Fieldbo ok Strategies and Tools for Building a Learning OrganizationSenge, P., Kleiner, A., Roberts, C., Ross, R., Roth, G. and Smith, B. (1999) The Dance of Change The Challenges of Sustaining Momentum in Learning Organizations, New York Doubleday/Currency).Senge, P., Cambron-McCabe, N. Lucas, T., Smith, B., Dutton, J. and Kleiner, A. (2000) Schools That Learn. A Fifth Discipline Fieldbook for Educators, Parents, and Everyone Who Cares About Education, New York Doubleday/Currency

Additional Staff To Handle The Increased Workload Management Essay

Additional Staff To Handle The Increased workload Management Essay pr matchless the immensity of a skilful and conditioned custody in a business governing body, hiring additional lag to like the add-ond workload is non the only solution. It would be come a office staff if staff is much harvestive and efficient. This is because in this agonistical world, cooking is becoming a major issue for al intimately organisations. Thus, learning en fits the worker to produce better aside ingatherings by continuously increasing productivity and faculty.The brilliance of familiarity has owing(p) been recognized unless the signifi preservece of development exigency synopsis is to value the effectuateiveness of the prepargon programmes. Without an evaluation, business activities allow go on only when no value forget be added in the train of mathematical process. In most business enterp startle, evaluation after prepare often f every last(predicate)s on the low en d of the precedence list.Due to the increasing take of competition of process business and high demand of the clients, high flavor is of the essence(p) to measure the take aim of satis particularion of the clients dealing with the adduce affirm of Mauritius. The objective of the champaign are to throttle the area where there is call for to sum up the quality of armed service organism offered in the organisation so as to increase client satisfaction as intumesce as competitivity on the market. This result be through by enhancing the upbringing needfully judgment in the organisation. And the have get out attempt to addle tributes wherever possible to increase the training programmes so as the service offered would be more customer oriented.To undertake the survey an overview of the organisation is made. A primer coat train is established with the review of the books on the training, the training needfully judicial decision and the customer service. The review is based on the literature imbed in books and internet sources.The inquirynaire of this determine was design to target 100 customers to be selected randomly, to get their views on the aim of quality of service be offered the solid ground border of Mauritius. The info result be cleared from the questionnaires go out be analysed in depth will sponsor of relevant graphs.Ultimately, recommendations and suggestions will be provided to purify the findings on the domain of study.Abstract1Table of essence2Introduction3Management fuss4 primer of study5Literature Review6-11Aims of the study12Objectives12 question heads12Definition of legal injury13-14Nature of the study Research image15Sample16 data Collection17-18 info analysis19Validity Reliability20Ethical Considerations20Signifi crumb buoyce of the study21Conclusion22Bibliography23-24Appendices1 Draft realistic application Letter25Appendices2 Draft Questionnaire26-28Table of ContentIntroduction prepare has keen-sighted been an issue for validations. Time and outgo are the of import issues that containently surface in training needfully appraisal. Specially, there is a great desire for banking organisation to obtain training to be able to join higher and better level of service to the consumer in this industry.A opposite aspect of this desire was the goal of stronger communication, cooperation and col struggleation amongst the communities, the business enterprise. educational activity was determine as an immediate problem to be addressed.Due to the topical anesthetic and global competition, training is becoming racy for organisation for delivering quality customer service. Therefore, training is said to be crucial both for the employer and the employee. Increase in knowledge and skills make the staff more productive in his employment and thus will be shooted as a valuable plus for the organisation.However, despite its immenseness, the evaluation phase is usually incons istent or on the whole absent in many cases. This whitethorn be due to factors inhering to the organisation or perhaps the main reason behind this is that the taxs of evaluation of the training need are too complex.The training need discernment is a critical activity for the training and development function. Whether you are a human resource generalist or a specialist, you should be adapting at performing a training ineluctably esteemment. It is important to have an overview of the training and development function and how the demand ratement fits into this process, followed by an in-depth look at the core c oncepts and steps involved in conducting a training necessarily assessment.The Training require Assessment that resulted is the accede of this inquiry paper.Management ProblemIn spite that the fact that the labor force is highly suitable and that they get together a certain level of training, it has been noned that the training require assessment still need t o be reassign at the press out Bank of Mauritius. No concrete evaluation has been conducted after delivering the training to assess its accepted of necessity and effectiveness. It was recognised that the employees responsible to cater for the customer wield were unable to provide high quality service to immediate and impertinent customers however after slightly level of training has been deliveredThe decline in the number if customers are also due to several(prenominal) attention issues which result in that fall in number of clients. The main reasons are the rise of new(prenominal) competitive banking organisations which are coming up with efficient merchandising strategies which are making their strengths. These competitive banks are bringing innovation in the way they deal with their clients and the several(a) facilities they give them.Even though, not all performance problems rout out be addressed by training and in some cases, non-training interventions are necessary . By identifying performance problems that can be improved by training, the assessment will allow the agencies to focus on the real training inevitably within their fundamental laws.Henceforth, I tonus that analysis of the end point of the training is important that is training needs assessment need to be carried on to know whether the training is having a positive impact on the quality of service being delivered.This study attempted to assess the training needs of a land Bank of Mauritius. It is a banking organisation in Mauritius which I assumed to be facing a fall in the amount of clients as there is a failure in the efficiency of delivering customer service.Background of the studyTraining is touch of all concerned of all categories of the workforce as well as the management, irrespective of their grades, sex activity and status in an enterprise. This is because there is a rise in globalisation, the level of competition is more intense and thus training is becoming an req uisite tool for the organisation in station to deliver quality customer service.Training is a useful means to increase the knowledge and skills of the labor force. An effective training session will increase the workers productivity in the organisation and make them become a valuable summation.Training has long been an issue for organizations that dwell in the banking field. Time and expense are the main issues that consistently surface in any training needs. And snip and expense impact smaller agencies to a much greater degree than bigger banks. A pivotal aspect of this desire was the goal of stronger communication, cooperation and collaboration between the community, and the State Bank of Mauritius. These could provide training and opposite opportunities for the enterprise.Training is identified as an immediate problem to be addressed in the banking arrangement on the organisation as it has much to do in order to compete with the other banking firms. A more skilled and mot ivate workforce will serving to tackle this problem and solve many other issues relating to low quality customer service. The Training inescapably Assessment that resulted is the subject of this investigate paper. I feel that the analysis of the outcomes of the training will be essential indicator in the improvement being achieved.It is believed that training deficiencies exist with resultant employee performance problems within the give in banks mainly among the customer service officer who need to deal with the customers directly, the impact they make on the organisation as a whole is significant. The problem is to determine if training deficiencies do exist and, if so, to identify the common training needs will improve the customer satisfaction as the customer service agents, the cashier and other members of the management will cater for their needs and wants. I believe that if the study deals with this problem it whitethorn help the organisation to find innovative and compet itive solutions as the work force will be trained and they may work in coordination with the management to improve the veritable condition of the State Bank of Mauritius.Literature ReviewThere has been considerable research and heed directed towards evaluating training needs, reasonableness the importance of training to reduce exist and be more profitable. However, limited research has been made towards the evaluation phase.The literature reviews will date the research and the literature relating to the awareness of the current state of knowledge in training and to show the thesis relates to others work and findings. This will be performed in order to develop a ethical understanding and insight into relevant previous research, a review of the definitions of training, quality service, customer service, customer service training, training needs, and training needs assessment from various authors.At this stage, I will present a critical outline on training needs assessment defin ition and other cardinal monetary value that I will be using in the research project. The information was collected in books, magazines and web sites. The explanation of these terms will help to make the research proposal to be more lapse and specific.The Importance of TrainingThe significance and value of training has long been recognized. Given todays business climate and the exponential growth in technology with its effect on the economy and society at large, the need for training is more pronounced than ever. Training, in the most simplistic definition, is an activity that changes the great unwasheds behaviour. Increased productivity is often said to be the most important reason for training. that it is only one of the benefits. Training is essential not only to increase productivity but also to motivate and inspire workers by permit them know how important their contrasts are and giving them all the information they need to perform those jobs (Anonymous, 1998).McNamara (n .d.) lists the following as general benefits from employee training change magnitude job satisfaction and moraleincreased motivationincreased efficiencies in processes, resulting in financial gainincreased capacity to adopt new technologies and ordersincreased innovation in strategies and productsreduced employee turnoverThis is only a partial tone listing of the many benefits that result from training. Training that is appropriate to the needs of an organization can add great value.Training is not al shipway the firmness to performance problems. Brandt Sakakeeny, training industry analyst for Solomon Smith Barney believes that training can be a great investment and training can be a chase away of money (Rosner, 1999). Training is indeed a waste of money when the desired behaviour does not occur.Gupta acknowledges that not all performance problems can be addressed by training. In many cases, non-training interventions are necessary (Gupta 1999). The key is to identify what proble ms can be attributed to training deficiencies and, once that is makeed, to insure that the right training is implemented.Bartram and Gibson, in their Training Needs Analysis Toolkit agree. Without the right training, employees can be the organizations biggest liability. Trained efficaciously, however, they can become your biggest as instal (Bartram and Gibson, 2000). Rosner (1999) adds another ingredient for success support after training. He states, The most effective programs train workers in new behaviours and then train managers to support employees as they apply learning daily (Rosner, 1999, p.43). Support and endorsement from management can greatly enhance training results. One can block up that training is not always the conclude, and when it is the answer, it has to be the right training.Training is big business. In 1998, American companies spent $60 billion on training (Rosner, 1999). So, how does an organization train effectively so that the investment results in gro wth and success? To make training count, it must be matched directly to the needs of the organization and tidy sum in it. One tool that is employ to accomplish this is the Training Needs Assessment.Training in Banking SectorBanking organisation is one of the fastest growing segments of our emerging bold new economy (Glasrud, 1999). The area now employs more than eleven million employees in the private and public sector nations total workforce (Salamon, 1999).This growth is likely to progress as the demand for services provided by the sector continues to rise and the role of government in meeting individual needs continues to diminish (Boris and Steuerle, 1999). To be able to grow and serve the community, bank executives must realign their thinking about(predicate) the economies of service deliveries and who shall deliver those services.In combination, the increasing presence of the banking sector and the remove of the direct provision of services by government have served t o produce a growing demand for professionally trained banking administrators (Dolan, 2002).To summarize, quite merely our nations banks face move growth to meet increased demand with lessen resources and increased needs for training.As anyone in the corporate training field knows, training often falls on the low end of the priority list. Thats especially true in the banking world. Another barrier to training is that some agencies have considerable turnover. They arent eager to spend their scarce resources training employees who may later leave (Frye, 2000). Technology has impacted everyone, but it has become an especially pressing issue for banks.According to Gordon (1998), the technology revolution has yet to make significant inroads in the banking sector. The banking sector is growing and all indicators suggest continued growth. Human and financial resources are being stretched to extreme limits. Training for the banking sector is problematic, especially in the area of techno logy training. The rapid rate of change in the technology field has some business enterprise behind. The interruption will only increase if effective training programs are not implemented.Why a Training Needs Assessment?Some organizational and individual training needs are not as clear lay outd as others. Even when training needs appear to be obvious, it is still necessary to choose appropriate methods that will meet them. galore(postnominal) training needs are not so obvious.A training needs assessment is one of the most basic and common forms of assessment used by HRD professionals in the workplace (Gupta, 1999). Needs assessments help determine when training is the answer and when it is not. Assessment insures that training programs have relevance to the people being trained.Gupta, in his book A Practical Guide to Needs Assessment, gives the following overview of the training needs assessmentA needs assessment provides the information that is usually necessary for designing training programs. The basic end of a training needs assessment is twofoldTo identify the knowledge and skills that people must possess in order to perform effectively on the job, andTo prescribe appropriate interventions that can close these gaps.There are two main reasons to conduct a training needs assessment It ensures that training programs are developed based on identified needs and It is relatively easy to implement (Gupta, 1999).Some performance problems can be addressed by training. Some problems training cant fix. Training isnt the answer to a problem when its used to cover up the symptoms (Rosner, 1999). A needs assessment avoids misdiagnosing a non-training problem as a training problem.A Review of Methods commonly Used to Assess Training Needs information gathering is the cornerstone of any needs-assessment project (Gupta, 1999). The fundamental premise of needs assessment is that in order to make effective decisions about current or future training needs, data must first be gathered (Gupta, 1999).There are many ways to collect data. Commonly used methods are interviews, focus free radicals, surveys and questionnaires, and observation. Other methods hold the nominal concourse technique, action research, and Dacum (developing a curriculum). Most needs assessments employ one or several data-gathering techniques (Gupta, 1999).Interviews are one of the easiest tools for gathering information. Interviews can be conducted face-to-face or over the phone. The biggest benefit of one-to-one interviews is the human interaction that occurs (Gupta, 1999). reverberate interviews are more effective when small pieces of information must be gathered. One-to-one and phone interviews can be conducted in either a structured or unstructured manner.Another advantage is that the interviewer can sort out answers when necessary and ask whether interviewees have additional questions at the end. Vicki S. Kaman (Allen, 1990) agrees. She lists the advantages of interv iews as(1) Employees can be encouraged to share their ideas(2) Interviews provide process, as well as content information, and(3) Interviews provide two-way communication. Interviews also work quite well when the target group is small in number.Focus groups implement a group-interview method. People with similar experiences are brought together and asked their opinions and/or ideas about a specific subject. To be effective, focus groups require good facilitators (Gupta, 1999).Preparing and implementing surveys and questionnaires require several stages including preparing, designing, developing questions, writing instructions, writing cover letters and pilot project testing, (Gupta, 1999). manifestation is also a method that can be used to collect data during needs assessments. A problem that occurs when using observation is that people often alter their behaviour when someone is watching. To overcome this, techniques that are not obtrusive must be used.According to Gupta (1999), th e main drawback to the training needs assessment approach is that it lacks the rigor of a strategic needs assessment, efficiency assessment, or job and task analysis.Results of Other Training Needs AssessmentsA review of the literature identified three recent assessments of the training needs of specific banking organizations. Highlights of(1) A banks needs survey(2) Surveys of bank directors and(3) An Educational platform Assessment.ConclusionsA review of the literature has resulted in the following conclusions which are deemed the most important to consider as the research methodology is designed.Training is not always the answer to performance problems. Non-training interventions may also provide solutions to problems. A training need assessment will help determine when training is the answer.Time and is the most significant barriers to training for the workers.The banking sector will continue to grow. The problems of time will not disappear. Agencies must look to innovative wa ys to close the gap.Programs that require short amounts of time (half-day, one-day seminars, etc.) are the preference.(5) Face-to-face interviews are easy, yet effective in assessing training needs. They are time consuming, but the interaction that occurs can be extremely beneficial. The needs assessment is part of a university effort to reach out to the community. Face-to-face interviews should be kickfully considered when determining the methodology of the research.Aims of the studyThe aim of the study is to know the importance of training needs assessment in an organisation and if it contributes to higher level of performance in all the aspect of the enterprise main in the quality of service being offered.Objective of the studyTraining it vital but to evaluate its impact on the organisation and the results in brings on the level of productivity is even more important.So, the main objective of this study is toSee if any training programme is being given.If these programmes are e ffective- what is the performance of the employees of the relevance trainingTo know how the employees of State Bank view training.To assess the contribution of training of skills, knowledge, job performance and quality of service.To provide recommendation in areas where training need to be improvedResearch QuestionsThe methods and number to be used for the collection of data to carry this study will include questionnaires, interviews and observation on the workplace.For the questionnaire I will need to consider its content, the question format, the order it will be placed, the types of question I will ask and the validity and reliability of the question in the study. It must be done in such a way that the respondents understand what is being asked.Then I will need to carry a pilot study with the face up office manager so as to examine the first draft and to see if it contains any misunderstanding over the terms and questions.Example of the research questionsIs training important i n State Bank of Mauritius?How training can help to improve public coitions?How can training improve the quality of service in the bank? are the Human Resource Manager committees to training of staff?What effect can training have in the organizational performance?Definition of nameWhat is training?Training can be defined as the learning of knowledge, skills, and competencies as a result of the tenet of vocational or practical skills and knowledge that relate to specific useful competencies. Training has specific goals of amend ones capability, capacity, and performance.According to Dale YoderTraining is a means of preparing rank and file workers for forwarding to supervisory position and for improve their competence and capability while they uphold such leadership assignments. Human Resource at all levels needs frequent refresher training.According to Dale S. BeachTraining is the organized procedures by which people learn knowledge and skills for definite purpose.(Rao, 2003, 152)What is Quality?It is defined as A comprehensive customer-focused system that will improve the quality of products and services. It is a way of managing the organisation at all levels from the top management to the front line, to achieve customer satisfaction be involving all employees and continuously improving the work processes of the organisation.(Lewis, 1991)Quality is said to be the degree or precedent of excellence. It is the whole of the attributes of products or service that meets requirements of the buyer, giveer or the end user.What is customer service?According to Turban et al (2002), Customer service is a series of activities designed to enhance the level of satisfaction, that is, the feeling that a product or service has met the needs and wants of the customer which will make them be loyal to the organisation. Available on Wikipedia.org (Accessed 11 Sept 2012).Customer service is the provision of service at all the level of purchase and even after. It plays a vit al role in the organisation ability to turn in income and revenue.What is customer service training?Customer service training refers to teaching employees the knowledge, skills, and competencies require increasing customer satisfaction. Employees who are fitly trained and who portray professional customer service skills will be able to increase customer satisfaction and loyalty. This will lead to customer retention, increase in profitability and reduce overheads.Investing in employees through training makes employees feel valued and improves their level of motivation. Consequently, when employees treat customers well by using proper customer service skills which consist of a good listening skills, and good questioning techniques can lead to higher level of productivity in the organisation. (http//en.wikipedia.org, 19 Sept 2012).What is Training Needs Assessment?Training Needs Assessment is the evaluation of the value and reliability of the importance of giving training to employe es and to assess the effectiveness of the training programmes.It would be important to point out that there are three levels of needs assessment organizational analysis, task analysis and individual analysis.Organizational analysis looks at the effectiveness of the organization and determines where training is needed and under what conditions it will be conducted.Task analysis provides data about a job or a group of jobs and the knowledge, skills, attitudes and abilities needed to achieve optimum performance. (Pickard 1992)Nature of the Study Research DesignFor this study, the research will be both of quantitative and qualitative in nature.The point of view of the respondent on the field of study will be taken into consideration with the subjective components of the research. This data will be obtained from in depth interview to obtain comments of the respondent on the importance and effectiveness of training and training needs assessment. This can be done by pulling the views of a huge population together with the help of postal questionnaires or web based surveys containing many opened questions.The research can also be of quantitative nature as it will help to gain a deeper understanding through the study of the numeral data collected on whether training is accredited much importance in the organisation and the effectiveness it has on the quality service being offered to the customers. The survey research to be carried on to obtain quantitative data need to be structured questions and self completion questions that is close stop questions with can be easily be converted into tabular or graphical illustrations. This type of survey is said to be efficient as it allows collecting accurate data on the large number customers and their level of satisfactions.SampleWith any survey, it is necessary to clearly define the target population, which Collis Hussey (2003157), define as followsA population is any precisely defined set of people or collection of items w hich is under consideration.The participants of this study will consist of 100 customers which will be the sample from the whole population, who deal with the State Bank of Mauritius on different intervals. The selected respondents will be chosen by randomly sampling method. The target population will be specifically chosen for the above in order to validate the practicality of the concepts as presented in the project. The risk of bias, which cannot statistically be eliminated and will be included in the interpretation of the data collected.Data CollectionCollecting data is the crucial part of the research process in developing the research proposal.Data gathering is essential to a needs assessment. The data of the present study will be collected by questionnaires documentary analysis.InstrumentationThe method chosen is to collect data for the assessment is the survey method, specifically, a questionnaire to be administered to the customer trading with the State Bank of Mauritius.Th e study is to be descriptive in nature, specifically, training needs assessment. The design of the study will include population, instrumentation and analysis of results.The Questionnaires (Appendix 2)Identical questionnaires will be used to assess the training needs of the staff. The open-ended questions take respondents to answer in their own words. This elicited in-depth responses, as opposed to limited responses. Questions were framed so that they could be answered easily. The number of questions was limited so that it could be completed in xx minutes or so.Participation needs to be anonymous and voluntary. The time limit for returning the questionnaires was on the same day the customer receive it. Completed questionnaires need to be individually returned. The questionnaire will include a cover letter providing instructions for completing and returning the form and a Protection of Human Subjects Consent Form with no signature requirement.The fact that the questionnaire will be collected on the same day may represent a compromise on the distribution of the questionnaires and may be disappointing, without a doubt, impact the validity of this portion of the needs assessment as the respondent may be biased in their answer due to lack of time.It is to be noted that the will consist of about xx questions, and answer is to be provided for suggestions to be made for the open ended questions(unstructured questions) And for the close ended questions (structured questions) three or five options will be provided and the responded has adept to tick one of them.A variety of questions were asked, but the majority rotated around job duties, education, learning and performance concerning the staff in relation with the customers level of satisfaction.After getting the permission from the management to perform the study a pilot study will have to be undertaken so as to ensure that the questions matches the objective of the study and to ensure that the exact question s a nd right method are used to obtain the required information. The pilot study will be pre tested on a sample of 5 respondents to identify any problems, design errors, misunderstanding of terms used and flaws. Then, the necessary corrections will be made and elucidation will be made to cater for the changes before the final questionnaire is completed.Question DesignThe question instrument will consist of 5 part as followsThe first part will contain general cathode-ray oscilloscope which will include gender, age, occupation, purpose of visits, and frequency of visits.The training information colligate to performance and satisfaction.To ask for customers suggestions about quality service and where training should be enhanced.Data AnalysisAfter questionnaires will be collected, there will be the need to process the data and explore the how will training needs assessment contribute to the improvement of quality of customer care service at the State Bank of Mauritius. The frequencies a nd percentages will be used for calculating and analyzing

Explore The Relative Advantages Of Both Market Driven Marketing Essay

Explore The recounting Advantages Of Both food commercialise place Driven Marketing EssayIn foodstuffing re take care and literature, debate has been surrounding 2 approaches of foodstuff orientation that firms could accept foodstuff- operate and commercialise-driving. Some argue that market-driving demeanor is higher-ranking to market- determined bearing in creating guest comforts that contri only whene to growth and gainfulness, such as IKEA, Dell and southwest Airlines, to name a few. (eg. Kotler et al., 2000) On the other hand, majority of authors stresses that these cardinal ways be complementary. (e.g. Jaworski et al., 2000 Sheth and Sisodia, 1999) Such controversy leaves open questions to practitioners Which is the winning approach for the firms to adopt? Should these 2 the competing approaches or complement each other?This essay begins with an introduction of market orientation, a immense with the market-driven and market-driving behavior. The contermin ous section will explore the relative favours of these two behaviors from the selling perspective and then to draw a conclusion to raise that these two behaviors argon complementing each other of which both play authorised roles in generating sustainable emulous advantage in todays dynamics disdain environment.Overview of Market OrientationSince late 1980s, significant amount of research in merchandising suggesting that market orientation is the most effective strategy of achieving and maintaining long term competitive advantage and continue to stress its importance to the firms boss profitability. (e.g., mean solar day, 1994b Jaworski et al., 2000 Kohli Jaworski, 1990 Kotler et al., 2000 Narver and woodlouse 1990)Jaworski and Kohli (1996) defined market orientation as the organization broad(a) generation of market intelligence pertaining to current and future guest necessarily, scattering of the intelligence across departments, and organization-wide responsiveness to i t. (see anatomy 1)On the other hand, Narver and Slater (1990) defined market orientation as an organization culture move to the continuous creation of superior hold dear for the customers and thus, continuous superior surgical process for the personal credit line sector. Narver and Slater (1990) classified the market orientation into responsive and proactive. The responsive approach, a typical response of a firm that let outs a market driven behavior, is customer led, considering the market social structure and customer preferences as attached and counsel on the triumph of express customer needs. In contrast, the proactive market orientation, a typical response of market-driving firm, aims towards the satisfaction of latent needs, reshaping the customer preferences and market structure to enhance the competitive position of the company. (see figure 1)Figure Market Orientation Process (Neuenburg, 2010, p.49)Figure 2 be wretched provides a fabric adopted from Neuenburg (2010), which shows the whole spectrum of market-oriented behaviors that summarizes the discussion above.Figure 2 Marketing driven behavior vs market driving behavior (Neuenburg, 2010, p.46)In a nutshell, although in that respect ar differences in the precise definition, the market orientation is a unplumbed approach for a firm to understand its markets, which be an additional strategical dimension (Narver and Slater, 1998) and the implementation of the marketing concept (Jaworski and Kohli, 1990) that taperes the firms efforts on the needs of the market, mark about market developments, share this information at bottom the organization and vary the runing to the market. (Jaworski and Kohli, 1990)The Market Driven and Its AdvantagesFigure abstract Framework ii Forms of Market Orientation (Jaworski et al., 2000, p.130)According to Jaworski et al. (2000), the term market-driven refers to learning, understanding, and responding to stakeholder perceptions and behaviors i nside a given market structure. (see figure 3) Specific altogethery, the focus of a market-driven approach is to keep the stance quo on lively customer preferences and behavior within an existent market structure. (Day, 1999a Day, 1999b Jaworski et al., 2000)The key element of market-driven behavior is to monitor customer satisfaction and analyzing customer needs, finding competitive advantage and strategic backsideing. (Cravens and Shipp, 1991) Monitoring customer satisfaction allows firms to get an early indication about changing customer needs and preferences and the identification of future customer needs. Analyzing these needs helps the firms to prevent bad decisions or overlooking important parts of the customer value proposition as well as identifying its current or potential competitive advantage. (Cravens and Shipp, 1991) Firms attract advantage by adding the requirements of market particles with its capabilities to identify the best opportunities to facilitate its customers. (Cravens and Shipp, 1991) As markets pose more(prenominal) fragmented the decision about which segments to target becomes increasingly important because each segment represents its own specific needs. (Neuenburg, 2010) accord of Markets, customers, and CompetitorsSuccessful companies like Nestle, Procter Gamble, and Unilever are market-driven which reflects the conventional wisdom of marketing school of thought wherein they establish a clear understanding of markets, customers, and competitors. (Day, 1994b) Market-driven firms gain advantage to feel good understanding of the market and how it is likely to change in the future. Furthermore, they discover the voice of the customers and develop differentiated products or services for a unmortgaged segment and then create combinations of marketing mix to adapt its offerings to adjoin customer needs. (Hills and Sarin, 2003 Kotler et al., 2000) As Day (1994b) argues, market-driven organizations are superior in their ma rket-sensing and customer-linking capabilities, which alter them to understand, attract, and keep valuable customers. (Day, 1999a) When these two capabilities are deeply embedded within the organization, all functional activities and organizational processes will be better say toward anticipating and responding to changing market requirements ahead of competitors. (Day, 1994b)Therefore, market-driven firms are well equipped to make high levels of exercise (Day, 1994b) and are expected to be more all-mains(prenominal) and perform better than slight market-driven competitors because they stay in touch with quick and potential customer needs and competitor moves better than more internally focused firms. (Day, 1990) They are also predicted to be better and more undefeated at introducing impertinent products to the market than their competitors. (Narver and Slater ,1990) They may non be the most innovative firm in their industry but, they will outdo at adapting technologies t o meet current and future customer needs. Thus, they often pose the adaptive characteristics of the Analyzer organization. (Miles and Snow 1978)Home Depot and Cisco Systems represent two examples of firm sure-firely adopting market-driven strategy of which their business focuses on place customers first and sees themselves engage in the relationship business, not the transaction business. They extend to to provide superior customer value with unprecedented customer service to increase customer satisfaction. This is how Home Deport pebibytes with home melioration mega-stores by offering low harms and low frills but excellent services.IBM, on the other hand, failed to recognize market changes and customer preferences for personal computers which had resulted with a express loss for the fourth quarter of 1992 of $5 billion. IBM quite a little a character for the largest annual loss in an American corporation in 1992 with a loss of $4.97 billion.Brand Portfolios as AssetsIn t erm of brand, companies with strong brands cede more loyal customers, get greater return on marketing investments and are rewarded with attractive price grants. As such, market-driven firms view their brand portfolios as assets to be leveraged and market development activities as investments rather than expenses. (Day, 1998) According to Day (1998), to manage a brand as an asset requires the deep market insights, organizational commitment and reasoned investment decisions that come naturally to market-driven firms. Moreover, the focus on long-run return from marketing investments modifys market-driven firms to understand which customers are utile to pursue, and knowing how to encourage loyalty by reducing customer attainment costs. (Day, 1998)Creation of Permanent Value of the Existing Products or ServicesAs quoted from Stoclhorst and Van Raaij (2004), customers do not always strive towards novel and technological systemally superior products or services, but towards permanent value of the existing products or services so that the competition would find it serious to imitate. Hence, it is possible for market-driven firms to become irreplaceable for customers if the firms put serious focus on customers attempts constantly to offer something that are better and faster than the competitors and make the accessibility to the products and services easier.Importantly, there is support from research findings (Stull et al., 2007) validating that market-driven companies are 31% more profitable, doubly as fast to bring products to market, twice as likely to lead, and have sex 20% higher customer satisfaction rates. Furthermore, observational results of another translate (Vorhies et al., 1999) demonstrated that, the 43 market-driven firms outperformed the 44 less market-driven firms across adaptability, customer satisfaction, growth, and profitability dimensions. This finding supports the marketing literature about the capabilities of market-driven firms (Day, 1994 Day and Wensley 1988) and extends the findings on empirical research of market orientation. (e.g Jaworski et al.,1993 Narver Slater 1994)The Market Driving and Its AdvantagesFigure Conceptual Framework Two Forms of Market Orientation (Jaworski, Kohli, and Sahay 2000, p.46)The term market-driving refers to changing the structure or composition of a market and/or the behavior(s) of players in the market. (Jaworski, et al., 2000) (see figure 4) It matches a proactive business logic that enhances the competitive position of the business (Tuominen et al., 2004) of which it involves the shaping of the market structure via de plait (eliminating competitors in the value chain), construction (adding players into the industry value chain) or a functional modification (shifting the functions performed by players in a market), and the shaping of market behavior by creating or reversing new customers or competitors preferences. (Carrillat et al., 2004 Jaworski, et al., 2000)Schindehutte e t al. (2008) presented a different view of market-driving construct clarifying that it is an entrepreneurial phenomenon. They argue that the interface between the entrepreneurship and marketing offers a unequalled perspective on the market related decisions of firms and the observed impact of these decisions in achieving sustainable competitive advantage. Schindehutte et al. (2008) further argued that the market-driving behavior reflects a strong entrepreneurial orientation (EO). It has both the dynamic advantage that creates capability and a turbulent advantage that destroys the performance outcome. (Schindehutte et al., 2008)Despite the many different views on the caprice of market-driving behavior, it has appeared as an alternative to market-driven strategy which has been recognized as a successful strategy for a number of established firms such as Amazon.com, BodyShop, CNN, IKEA and Dell, all of which has a clear brand image, a strong market position, and exhibit sustainable inter subject field business growth whereby success is based on radical business innovation, ventured into new markets, revolutionized existing industries by changing rules of the game. (Kotler et al., 2000)Kotler et al. (2000) reason that the success of market-driving firms is based on two dimensions of radical innovation a discontinuous leap in the value proposition and the implementation of a unique business system (see Figure 5 and 6). Kotler et al. (2000) define value proposition as the combination of benefits, acquisition efforts/costs, and price offered to customers. While, unique business system refers to the configuration of the various activities required to create, produce, and deliver the value proposition to the customer.Figure Types of Strategic Innovation (Kumar et al., 2000, p.130)Figure Leap in Customer Value (Kumar et al., 2000, p.130)Therefore, the market-driving advocates argued that the market-driving firms gain more viable competitive advantage with greate r performance and reap vast rewards than those that are not in a number of ways.Delivering Superior ValueKotler et al., (2000) suggested that the leap in customer value involve either break done technology or break by marketing enables firms to create a product and service encounter that overwhelms customer expectations and existing alternatives. (Kotler et al., 2000) For example, FedEx constantly led its customers to ever higher expectations for quick delivery times, leaving competitors struggling to meet the spiraling demands. (Kotler et al., 2000)According to Carrillat et al. (2004), successful market-driving firms deliver superior value that best matches with their capabilities and by exploiting the competitors weaknesses. It also allows firms to exploit opportunities that competitors cannot (Hamel and Prahalad, 1994) and that includes addressing the deep-seated, latent or emerging customer needs. (Kotler et al., 2000)The teaching results in the paper of Market-driving in se ll banking (Martn-Consuegra et al., 2008) revealed that the two characteristics of market-driving driving the market structure and shaping the market behavior if combined together contribute positively to overall performance of retail banks, particularly in terms of enabling them to satisfy their customers latent and expressed needs better. (Martn-Consuegra et al., 2008) This study further suggested that bank-marketing managers should emphasize customer understanding in pursuing proactive market orientation, which will lead to improved performance.Market-driving behavior also enables firms to benefit from free advertising via buzz network through strong brand attachment. Customers are delighted by the leap in customer value of the offerings and are excited to share their customer experience with friends and public. Traditional printed media and online social media are often publicizing the review on radical new innovation. While early adopters and opinion leaders who are enthusiasti c and committed to new innovation products and services has the influential ability to generate excitement and emotional attachment among their followers. Consequently, The advertising-to-sales ratio is often less than that of their established competitors. (Kotler et al., 2000). Nike is one of the examples provided by Kotler et al. (2000) Nike didnt run a single national television ad until they had 1 billion dollars in sales. Phil Knight observes they quite used word-of-foot advertising by getting the best athletes to wear their products. Furthermore, study of Tuominen et al. (2004) revealed that market-driving behavior contribute to higher customer intimacy and is associated with generative (explorative) learning.On top of that, market-driving firms gain the advantage to establish new industry price points for the quality or service levels they deliver, either towards higher performance at lower price points or to charge a price premium that is higher than typical in an indust ry. Firms like Swatch and Southwest Airlines set the prices frequently lower than their competitors for similar products and services. (Kotler et al., 2000) For example, Southwest Airlines charged $15.00 for a trip from Dallas to San Antonio when Braniff, the next most inexpensive competitor, was charging $62.00. (Kotler et al., 2000) Such significant price gap and low price policy has successfully attracted many of the ground transportation exploiters to elect Southwest Airlines. Their focus to compete on the ground transportation enable them to create new business opportunities in a market segment that has been ignored by their competitors. (Kotler et al., 2000). On the other hand, CNN, Starbucks, and FedEx are those market-driving firms that have a value proposition that is significantly more compelling than the existing alternatives, which enables them to set prices considerably higher than the standard in the industry. (Kotler et al., 2000)Implementation of Unique vocation SystemAccording to Kotler et al. (2000), the success of IKEA and Dell is not only by just delivering discontinuous leap in customer value but also is attributed to the implementation of unique and radical business system which is hard to imitate by their competitors. Kotler et al. (2000) argued that such business system creates a more sustainable advantage, as it takes time for a would-be competitor to run into the intra-organizational and inter-organizational players needed to replicate that unique system architecture.In term of statistical distribution and channel management, market-driving firms focus a wide range of innovative practices within their industries. For example, Southwest Airlines handles its own ticketing instead of make seats available through the standard industry computerized reservation systems such as Sabre and Apollo. As a result, only 55 per cent of its tickets are sold through travel agents compared to 90 per cent for the industry, adding up to substantial savings on travel agents commissions. (Kotler et al., 2000)Reshaping the Customer Preferences and Market StructureMarket-driving firm could lead customer value opportunities in new directions to achieve superior business performance by destroying the existing market section and replacing it with a new set of segments reflecting the new altered landscape. (Kotler et al., 2000) For example, Southwest Airlines destroyed the market segmentation between ground transportation and airlines, attracting many ground transportation user who would not otherwise traveled by air.Jaworski, et al. (2000) suggested that firms could shape the market behavior directly or indirectly. One of the indirect options is by changing the existing preferences of customers or other stakeholders from a positive (negative) to a negative (positive) evaluation (Jaworski, et al., 2000). Examples of products that were formerly negative but are now positive are Skoda in automotive industry and Adidas in fashion and a ccessory industry. (Jaworski, et al., 2000)The proactive behavior of market-driving firms would also contribute to more innovative products and services, and more new product success (Narver et al., 2004) that enable firms to pioneer new markets, which would eventually lead to market ownership. In the case study about De Beers in China, Harris and Cai (2002) explored the advantage of market-driving behavior in practice and incurred, as cited from Neuenburg, (2010), firms gain significant market control in environments where markets are immature and product preferences are not yet formed.ConclusionClearly, each of the market-driven and market-driving behavior has its own advantages and the notion of these two is highly relevant for business marketers (Tuominen et al., 2004). It is suggested that firms should well aware of the business logic they are applying (e.g. proactive or reactive) then it should be a match with the type of market orientation they emphasized. That is, according to Tuominen et al. (2004), the implementation of the specific strategic logic presumes matching marketing capabilities and learning capability.However, to sustain success in the long run, Sheth and Sisodia (1999) provided a more convincing argument, that firms need to be market-driven and market-driving simultaneously. Jaworski et al. (2000) peal such argument and proposed that truly market-oriented firms combine both behaviors of which these two are complementary. In other words, firms should devote effort in market-driven activities, such as incremental innovation and traditional market research. Nevertheless, firms should also continue to search for their next radical business innovation to drive them into new competitive position or the market leader risks being leap-frogged and deposed by new-fashioned market drivers. (Neuenburg, 2010)

Traditional malaysian music

Traditional malaysian medicationINTRODUCTION A BRIEF HISTORY OF TRADITIONAL MALAYSIAN harmony The business relationship of Malayanananan medicinal drug needs to be viewed from the perspective of the obsolescent Malay world which c all(prenominal)whereed Malaysia, Ind matchlesssia, the Philippines and Cambodia, along with neighborhoods of Tailand. Within this heathenceish entity, one can find numerous correspondentities of melodious putzs and melodyal structures which ar the result of a common pagan heritage moulded by musical elements from the tungsten Asia, India and chinaIn addition to the Indian and Islamic factors, Malayan art changes view as in addition been influenced by the countrys neighbours, particularly Indonesia and Tailand. Indonesia immigrants, especi every last(predicate)y Javan and Bugis, along with Minangkabau, Achinese and other Sumaterans who ar tralatitiously concentrated in the south- westerlyern part of the Malay Peninsula (ex Joho re, Malacca, Negeri Sembilan and Selangor) brought with them several of the performing humanistic discipline which be flat considered Malaysian (Ghouse Nasuruddin 1992). Among them are the Javan wayang purwa, a form of iniquity hightail it which is contrary from those of Kelantan and Kedah the ketoprak, a spring drama kuda kepang, a nonher tralatitious terpsichore and the angklung, a musical corps de ballet consisting of bamboo chime promoters. In addition, the Bugis brought to Terengganu the joget gamelan from the Riau Archipelago, and likewise the rodat from Acheh in Sumatera via Sambas in Borneo.The Malaysian performing arts in the northern part of the Peninsula earn been greatly affected by Thais cultural influences. (Ghouse Nasuruddin 1992) In the wake of the decline in choice of Majapahit during the course of the 14th century, the Thais deviateed their move southwards and tried to assert their allege to over lordship of all the Malay Peninsula and forcing Malay Rulers to send tri juste to Ayuthia, and then subsequently to Bangkok. Nevertheless, the rise of Malacca checked this southward expansion, and plane after(prenominal) the fall of Malacca to the Portuguese in 1511, Thai influence was successfully confined to the triplet northern Peninsular Malay states of Kelantan, Kedah and Terengganu. The British helped in containing Thai influence to theses states as their own power and influence grew in the Peninsula. Finally in 1909 sovereignty over these four northern states (which now included Perlis) was formally handed over to the British by the treaty of Bangkok. Nevertheless, for over 500 years these for northern states of the Peninsula Malaysia had been periodically subjected to Thai governmental and cultural influences. It is, therefore, not surprising to find elements of the Thai performing arts such(prenominal) as the Wayang Kulit Siam of Kelantan, the Wayang KulitGedek of Kedah and Perlis, and the menora dance drama within these states. ). (Terry E, Miller, Sean W 2008)The more than recent major influence on the performing arts of Malaysia, was completed by the Portuguese are credited with the introduction of the violin and the guitar, temporary hookup British cultural influence in Malaysia has been much more generalized. (Ghouse Nasuruddin 1992). In addition to everydayizing western music, dance, and drawing field, the Europeans train as well as directly influenced the development of semi- new-fangled syncretistical musical forms such as the asli, keroncong, ghazal and bangsawan, which comply both western and traditional musical elements.As a consequence of these influences, traditional Malaysian music exhibits multi-faceted musical paths which combine regional as well western and West Asian elements. For example, the musical styles and instruments of northern Peninsula Malaysia resemble those of the Thais, while those in the southerly part of the Peninsula fool incorporated Indonesian musical elements. Furthermore, all over Malaysia western musical influences are glaringly evident.Shadow creature do importantThe specter shaft bestow (wayang kulit) is an ancient form of traditional field of operation in Malaysia. The stories are t octogenarian by a animal master (dalang) who manipulates the puppets (called wayang) which are seen in merelyts projected on a screen. (Ghouse Nasuruddin 1992). In this very old form of theatre a meek ensemble vivifys the music to ensue the movement of puppets and events in the stories. In Malaysia there are four sheaths of empennage puppet play, each with a specific name and distinctive style. These are Wayang Kulit Jawa (Javanese shade puppet play), the Wayang Kulit Gedek (mixture of Thai and Malay category styles of derriere puppet play), the Wayang Kulit Melayu (Malay romance form of vestige puppet play) and Wayang Kulit Kelantan (Kelantanese suggestion puppet play)The figurehead of foreign influences in puppets , repertoire or music does not in itself prove that the technique originates from the same source as these influences. Wayang Kulit JawaThe Wayang Kulit Jawa, Javanese influenced and originated in Indonesia and is performed today by the descendants of Javanese immigrants who settled in the southern state of Johor many decades ago. (Ghouse Nasuruddin 1992). In Malaysia, this form of tail end play so far maintains the basic features of the Wayang Kulit Purwa of Indonesia, including the use of the stories, consultations from the Mahabharata epic and the musical accompaniment of the Javanese Gamelan. The gamelan in this bum play includes singers as well as xylophones, metallophones, and knobbed buzzers honourable as in Indonesia. Malaysia maintains the basic feature of Wayang Kulit Purwa which consist the characteristic of Mahabharata epics and gamelan ensemble accompaniment. Wayang Kulit JawaWayang Kulit GedekThis Wayang Kulit Gedek, performed in the northern peninsular states of Perlis, Kedah and Kelantan, is called Nang Talung in Thailand. (Ghouse Nasuruddin 1992). This fount of shadow puppet play originated in Southern Thailand and features small-sized, flat leather puppets. In Malaysia Wayang Kulit Gedek is performed by Thai and Malay peoples using a mixture of Thai and Malay language or just the southern Thai dialect, depending upon the audience. The stories feature topical anaesthetic tales and episodes from the Ramayana epic (called the Ramakien in Thailand). The style of executing, music and puppet design head a distinct mixture of southern Thai and Malay traits including the small orchestra of drums, knobbed tolls, cymbals and bowed stringed instruments. In former clock ms the wind instrument called pi or pi Jawa (a quadruple reed shawm) was included in this ensemble, and it is still often featured in the Wayang Kulit Gedek orchestra in Malaysia. However, today in southern Thailand the bow lutes called saw oo and saw duang (originating from the huqin family of Chinese bowed flutes) are preferred in place of the pi. The drums in this ensemble include klong khat, thon and klong khaek, alike(p) to the Malay geduk, gedumbak and gendang,(Figure 1-3), respectively, a small rival of finger cymbals and the gong-chime called mong (2 knobbed gongs placed horizontally in a wooden box) are in addition used. WAYANG KULIT GEDEKWayang Kulit MelayuWayang Kulit Melayu, also named as Wayang Kulit Jawa, is brawnyly influenced by the Wayang Kulit Purwa of Indonesia. In the 19th and 20th centuries, this type of shadow play developed under the patronage of the sultan and existed as fun mainly for the aristocrats connected to the palaces of Kelantan and Kedah. In earlier times it was also performed in the Malay Sultanate of Patani. Today this Sultanate is no longer exists, but the lieu of the former kingdom is still located at southern Thailand.The stories of the Wayang Kulit Melayu counsel on episodes of the Mahabharata epic, and th e form and design of the puppets are nearly identical to the style of puppets from Java and Indonesia. During World War II this type of shadow puppet theatre was not performed after the war years it was bring around as entertainment for villagers without the patronage of the sultans. By the 1980s experienced puppet master were difficult to find ant the Wayang Kulit Melayu. Today in Malaysia, this shadow play is rarely performed. The orchestra consists of several bronze gongs including a equalize of large, hanging gongs called tetawak(Plate 1), a single knobbed horizontal gong called the mong, and a set of six-spot or more small horizontal gongs called the canang(Plate 2). In addition, a couple on of kesi cymbals (Plate 3), a pair of elongated barrel, double-headed drums called gendang (Plate 6) and one 2-stringed rebab is used. The rebab exhibits a mixture of Malay and Javanese features using only devil strings in Javanese form, but with the body construction of the Malay rebab . A specific musical repertory existed for this type of shadow play, but today only a few pieces are still know.Wayang Kulit MelayuWAYANG KULIT KELANTANThe Wayang Kulit Kelantan is a folk theatre and is to be referred as Wayang Kulit Siam. This shadow puppets originally from and play around states in Kelantan, Kedah, Terengganu and one time in Perak and Pahang. This is the most famous traditional puppet theatre among all in Malaysia. The former time, this achievement is for rite purpose, but today it been revived and to be performed as an entertainment. The Ramayana epic is the main focus for the trunk and stories for Kelantanese shadow play. The shadow play is one of the oldest histrionics art-forms in Asia and is found as far north as China and as far west as India and Turkey. Each country has its own form and style of shadow play, and there are variations within each of these forms.The home of the shadow play still has not been identified with certainty, as an evident from th e controversies regarding its origin. According to Otto Spies, Sabri tocopherol Siyavusgil and William Ridgeway, it originated in India. Berthold Laufer, citing China as its home, tells of a legend closely the later Han Emperor Kuang Wu Ti (25-57 A.D.) who instructed the court shaman to soak up shadows on a screen in an effort to recall the centre of his departed wife. Hazeu, on the other hand, credits Java as its place of origin because of the Javanese terminology in the Wayang Kulit Purwa. There are scholars who support the India origin of the shadow theatre because of the repertoire of the South-East Asian shadow plays which mainly represent episodes from the two Hindu epics, the Ramayana and Mahabharata. just now as mention by Alessio Bombaci, the shadow play could take on emerged on its own in all these places India, China and West Asia, and from these separate areas spread to other countries through economic, political and cultural interaction. However whatever its ge nesis, the shadow play doubt began as an animist ritual.Even since its inception, the shadow play has been influenced by the religious beliefs prevalent in those countries where it has be seed completed, to the extent that each variety reflects in microsm the religious hi degree of its land of domicile. This is particularly true of the Malaysian shadow play whose rituals combine elements of animism, Hinduism and Islam.As we have al fast seen, through the ages Malaysia has been influenced by heavy Indian, Chinese, Thai and Javanese cultural influences, with the result that her shadow plays bear link resemblances to the Thai nang talung, the Khmer nang trolung, and the Javanese Wayang Kulit Purwa.The four types of Malaysia shadow play adapted from Javanese Wayang Kulit purwa, Wayang Kulit Melayu and Wayang Kulit Melayu both display similarities in structure, technique and mathematical operation with their Javanese counterpart. What differentiate is the one from the other of the con figuration of the puppets and the nature of their musical ensembles. According to Patricia A, Sooi Beng T, the puppets of the Wayang KulitMelayu, which are extremely stylized, have two moveable arms, while those of the less stylized Wayang Kulit Melayu have only one moveable arm. While a gamelan ensemble accompanies the Wayang KulitMelayu, the Wayang Kulit Melayu uses an natural musical ensemble. The repertoire of both the shadow plays consist of episodes from the Javanese and Malay versions of the Ramayana and Mahabharata, tales from the Panji cycles, the Islamic tales of Amir Hamzah, and topical anaesthetic lore and legend. (Endon S 1999)Wayang Kulit Kelantanuses the technique of the Javanese Wayang Kulit Jawa to perform the Thai version of the Ramayana, as well as containing elements of local lore and legend. It differs from the Wayang Kulit Gedek, in the configuration of its puppets and in the nature of the accompanying musical ensemble. (Ghouse Nasuruddin 1992) The puppets o f Wayang Kulit Kelantan are only seen in profile, puppets of Wayang Kulit Gedek uses combination of full-faced and profiled. Furthermore, the Wayang Kulit Kelantan musical ensemble is large than that of Wayang Kulit Gedek. Wayang Kulit KelantanShadow Play MusicThere are seventeen repertoires in Kelantan shadow theatre and to be divided into four categories Ritualistic, emotional, designate idiosyncratic character, and variety of occasions and designate action. Two examples are show beneath Bertabuh and Tuk Maha SikuMak Yong pieces are included in some of the repertoire in shadow play, for instance Lagu Yong Bertabuh, Sang Gendang, Pakyung Muda, and Lagu Barat. Younger troupe insert several modern pieces such as Lagu Joget Kelantan and Lagu Berlari Yong Muda, This is pattern of shadow play but was not appreciate by the older troupes to adulterate the music of shadow play they only stick to their principle by performing traditionally pieces. For my opinion, innovation of shadow p lay is a real issue for the sake of entertainment effect and also self satisfaction to absorb an improvement of music element aspect. Lagu Perang (war music) is the most common piece to be play Kelantan shadow theatre. It is show in the orifice continuation as Lagu Bertabuh, combat in among two Dewa Panah (mystical warriors) the whole repertoire is all around fighting and battle in the play. A few pieces were often to be vie in the shadow play are Lagu Hulubalang which indicates all warriors it accompanies Sri Rama when he is ready for war, Hanuman, lesser princes, and all warriors. On my opinion, within the play proper of the shadow play performance, striking action is essential to be contend in the music piece, but the structural format is remain a expressed ritualistic theory of the actual play performance. Before the proper performance start, Dalang Tua (elder Dalang) will manipulate the puppets, sing and speaks every characters part and conduct the orchestra. The buk a ponggang( opening ceremony) emerged in Mak Yong repertoire to portrayed his acts of connecting the real and nether worlds. Lagu Bertabuh is a start of informing the villagers that the play is to begin in another way is also a conclusion of the ritualistic ceremony. Shadow play ensembles or orchestras and instrumentsThe musical ensembles of the shadow play are percussion-dominated with either a solitary aerophone (wind) or a chordophone (string) instrument. An example for Wayang Kulit Kelantan ensemble has the interest instrumentsIdiophonic (Brass)Orotund material is to make to Idiophones instruments. Tetawak, kesi and canang occurs as a pairs in idiophone structure. The pair of tetawak (Plate 1) are knobbed gongs which hung amid wooden racks, and padded ditherer is to hit the knob. The larger tetawak compete lower stagger which calledtawak ibu ( acquire tawak), tawak anak (child tawak) compete the high pitch. Major third or perfect fifth is the tune up in between one set t o another. The standardization of the tuning of tetawak so as canang is not the main important issue in music. Canang(Plate 2) is do of iron or metal, and it consists of two knobbed gongs, which hung horizontally on the wooden rack. The two gongs are hit by a pair of peddar goer, both gongs (anak canang and ibu canang ) played in different pitches( high and low pitch). twain gongs tuning interval may range from majors second to sixth. Kesi Cymbals (Plate 3) have a cup-like protruding with a small hole to enable to two cymbals to be connected. It is made of booze or iron. Resonant, ringing sound occurs when striking by player on the pair of cymbals. Unison are played in two pieces of timbres with canang, canang anak (high pitch) played ringing timbre whilst canang ibu (low pitch) played damped timbre. Kesi is similar to the western cymbal. Aerophonic (Wind)The serunai(Plate 4) is a double reed instrument which falls into the shawm category, variable in length from 12 to 18 inches and constructed from variation of woods such as batang lada, lebam and nangka. It is divided into three sections, namely kepala (head), batang (stem) and pipit (mouth-piece) .Daun lunta, a type of fern leaf, is used for the reed. Altogether there are eight sound holes on the serunai, seven on top and one below. It is adorned with intricate carvings and particoloured with various shades of colour.Membranophone (Percussion) Three types of drum constitute the tympan category. The jump is a pair of mother and son cylindrical-shaped geduk (Plate 7), with the mother universe the larger of the two. Its dimension varies from 12 to 20 inches in length, with a bird-scarer lap between 30 to 37 inches and a back tour of between 27 to 33 inches. The body of the geduk is mostly made from kayu nangka, but kayu sena or kayu merbau is sometimes used. Both sides are cover with cow or buffalo hide. The two legs located at one end of the geduk service of process to tilt it towards the drummer to facilitate his playing, which is done with a pair of drum sticks.The pair of gendang (Plate 6), mother and son, are both barrel-shaped, with the mother being the larger of the two. The mother drum measures from 20 to 22 inches in length, and has a present racing circuit which varies between 24 to 33 inches and a back circumference of between 24 to 29 inches. The length of the gendang anak (son drum) varies from 19 to 22 inches with a front circumference of between 22 to 25 inches and a back circumference of between 19 to 22 inches. More often than not, the body of the gendang is made from kayu nangka rather than from kayu merbau. Both the front and back faces of the drum are covered with animal skins, cow hide for the mother drum and goatskin for the son drum. rattan palm strands are coiled around one end of the body as an anchor to stretch the skin and vary the tension of its surface. The drums are played with both hands, one for striking each face.Texture and FormThe food grain of shadow theatre can be categories into melodic line played by serunai, variety of drum rhythmic pattern and bronze instruments play the element of gong. The form and structure in each piece of shadow play is determined and defined by colotomic structure or gong building block in the music. (Ghouse Nasuruddin 1992) .The gong unit is a time unit marked at its end by lowest pitches gong is the tetawak ibu, which is stuck at the last beat of gong unit. Gong unit is to be served as a basis element to be play in shadow plays and Mak Yong, multiples of two beats are based on the total good turn of colotomic structure. (Patricia A, Sooi Beng T 2004). Hence, in the gong unit, there are no 2- beat but continuously with 4-, 8-, 16-, 32-, 64- and so on. The gong unit is to be identifying by particular gong tone to played specific beat, as a result binary form is occurs in gong unit as the subdivision of internal gong to be played. Division of half occurs in first gong unit, for examp le gong tones occurs in beat 8 and 16 in a 16- beats gong unit. Another significant trait in 2-beat focussing in the gong unit, firstly it( neural impulse saplessly on the first beat and continue with a strong stress on the second beat. Patricia A, Sooi Beng T 2004) Repetition of the weak and strong stress in the repertoire is to gain the appropriate number of beat at variety gong unit. Canang gong chime play the 2-beat stress gong unit in shadow play, sometime ding-dong vocalized course will be use as ding to be the first weak beat by canang anak (high pitch) whereas dong is to be played on the second strong beat by canang ibu ( low pitch). At the meantime, kesi cymbals are played to mark a resounding timbre in the weak beat and damped timbre in the strong beat. In the piece of Pak Dogol, the gedumbak and gendang anak realize specific 4-beat rhythmic patterns that combine to give a complete consequent rhythmic pattern for piece. Because the piece Pak Dogol based on 8-beat un it gong unit, the 4-beat resultant drum pattern is played twice in the time one complete gong unit. (Example 1)ScalePentatonic, hexatonic and heptatonic are the main three scales in shadow play pieces. These three scales type are established in the repertory, hexatonic and heptatonic scales accent on five specific pitches which may ponder a pentatonic core within the larger scale system. semitone or whole tone are contains at all aim of intervals. For example, third interval include in some scales. Sampling to be shown below (Patricia A, Sooi Beng T 2004)DALANG Dalang can be found at padi harvest, the wayang assuage thus beginning of the rainy season. A favourite dalang may expect to receive invitation to perform which will keep him occupied throughout the season, extending from about March to October. Dalang incomes (Amin.S 1972) entirely from the wayang and those that attempt to do so have a meager existence during the rainy season when they are forced to give-up the ghost o n what has been saved during the wayang season which is seldom much. The dalang have a collateral occupation, and where the dalang does not enjoy much success, the wayang will be his secondary occupation. The performance definitely entertainment for humans not odours. These rituals are performed for various purposes, expiation of olfactory propertys, releasing a person from a vow, and initiating a pupil, but their form is basically the same and consists of a synthesis of Javanesse wayang ritual and local spirit medium ship. The importance of these rituals is that performed to ward off the threat of cholera by placating the local spirits. The dalang learn their art from a teacher, the few exceptions to this nevertheless imitating the performances of others. The teacher is rarely the dalangs father and the art is not hereditary. (Amin.S 1972). Comparison of the repertoire, performance and ritual of a dalang with those of his teacher reveals, almost without exception, considerable differences. There are several reasons for this It is rare that a dalang learns everything from one source and it is not unsual to have had more than one teacher, though this may not be admitted.A dalang may further learn pieces of repertoire from persons who are not even dalang and information are also gleaned by observing the performances of other dalang. It is clear, therefore, that every dalangs knowledge is to a greater or lesser extent a pot pourri gathered from several sources. (Amin.S 1972)Several reasons for becoming a dalang but the primary motive is nearly always that he experiences intense joyousness from observing the wayang and that he has the urge and desire to perform himself. Dance field of force Mak YongHuman characters but not puppet play performed the traditional theatres cognize as Mak Yong. Mak Yong is forms by three integral- dance, dialogue and music with the legend story from local place. While there are common denominators in dramatic, musical, and dan ce structure, there are, however, marked difference among them in dance and music styles. The Mak Yong has been noted as an ancient Malay form of theatre as witnessed in legends, myths and by its close ties to the traditional healing ceremony called the main puteri. (Ghouse Nasuruddin 1992) anyhow that, Common feature are shared in these various traditional theatres. The performances are usually to anticipated and down mainly from stories and legend cognise to the community. Generally, plots are episode and long enough to allow audience members to campaign in and out during the performance. Mak Yong is a traditional form of dance originated in Southern Thailand, it appears in Kelantan since last two hundred years, and is one of the popular traditional dances in Terengganu and spread to Kedah. In the early 20th century, Mak Yong was addicted royal patronage by the court of Kelantan which established a theatrical village known as the Kampung Temenggung in the town of Kota Bahru. (Ghouse Nasuruddin 1992) This form of theatre was supported and patronized by His Highness Temengung Ghaffar from the Kelantan palace at that time. But the patronage did not last long until the death of Sultan Mohamad IV at 1920, although Mak Yong was originally about rural regions as a folk tradition, through its years of royal patronage the music, dance, costumes and other theatrical aspects were splendid because of the constant opportunities for practice and performance in Kampung Temengung. In between the changes Mak Yong became popular as an entertainment in the habitual and lost its artistic quality which is normally connected with a court oriented performance. When time goes by, the court dance eventually turn to a normal performance to the public and created new audience, portraying the folk life. Mak Yong performs at many occasions, but underline specifically on padi harvest, that is a thanksgiving ceremony for bounteous crop. Wedding, kings birthday and national holida y were the occasions Mak Yong to be performed. According to Patricia A, Sooi Beng T, Mak Yong traditional performances have a connection with ritual and the world of spirits. Mak Yong served as healing rituals. chief(prenominal) Puteri is the healing person and the healing section involves soporific dance and spirit possession. In some traditional cities, the healing rituals are still prosecute but they are mainly frowned nowadays. It reflects the inner, the significant and mysterious of stories. High ritual performance sometimes occurs in Mak Yong. A good example sembah guru (paying allegiance to ones teacher) ceremony and performance in which a student, who is ready to go on stage as a hotshot, performs certain rites within connection of a performance itself. The main puteri healing ceremony for the intention of healing a sick people will sometime found in the main structure element of Mak Yong. Shaman (bomoh) take the lead to communicate with the spirit world to discover the r oot of an illness and the main actress (the Pak Yong character), although main puteri ceremony elements become dominant in the performance, the music used is still that of the Mak Yong. troupe of women performed the main role whilst men played the goof roles. This form of dance was established as a court form (C.1875) that became well known to villages. The women sing, dance and perform improvise dialogue especially in the clown and contemporary section. The action takes place in the round, with all nonnative cast members sitting casually around the outside of the circle. (Anonymous n.d) Performers are considered to be off-stage or members of the chorus when not in the central acting space. Performers work towards the creation and identification character types, stylized motion, poetic language and rhythmic language. on with dialogue and notated passage, music, song and dance is also incorporated into traditional performance. grave or tragic events are intermingling with comedy . The original story in the Mak Yong dramatic repertory is called the Dewa Muda, which is a Malay folk tale. The stories Dewa Muda come along with about twelve other tales consist the dramatic repertory. (Patricia A, Sooi Beng T 2004) Several of these stories are also performed in other local theater forms such as the wayang kulit, menorah and the bangsawan. The stories focus on folk heroes, heroines, their fantastic adventures, and are told using dialogue, recounting and dance by the characters along with the accompaniment of vocal and instrumental music. around of the especially important roles are the Pakyung and Pakyung Muda (the king and prince), the queen or Makyung and the princess or Puteri Makyung, the old and young clown-servants known respectively, as the Peran Tua and Peran Muda, and the astrologer or near of some kind called Tok Wak. In the 20th century, and still today, all principal roles are taken by women who dress according to the role played. However, in advan ce the 1020s men played the roles of the Pakyung and Pakyung Muda and not women.Performance practiceThe Makyung performance begins with an opening ceremony called the Buka Panggung (opening of the stage) with prayers, offerings of food and the consecration of the musical instruments and other items. (Patricia A, Sooi Beng T 2004). Immediately following the official opening is the performance of several pieces before the story itself in reality begins. These pieces each have a special function and serve to move into the characters or carry out some other special purpose. For example, the actors and actresses come onto the stage with the accompaniment of the piece called Pakyung Turun (The king descends), an instrumental piece. This piece is followed by a ritual song and dance called the Menghadap Rebab (paying homage to the rebab), which salutes the musical instrument called the rebab. The opening section of the performance continues with the pieces entitled Sedayung Mak yong and S edayung Pak yong. These two pieces are performed to demo the Mak Yong and Pak Yong characters. Another piece entitled Ela is performed by the Pak Yong character to introduce the character he will play in the story for the evening. All of these pieces (except the Pak Yong Turun) also involved specific dances, which are performed by the main singer along with the members of the chorus (the jong dondang). This group of sung and danced pieces comprises a fixed opening, which is performed each time a Mak Yong performance takes place. A given story takes several nights to complete and, before its continuation from night to night, the fixed opening of sung and d