Multi-draft narrative of Mr Nobody Essay Example

Multi-draft narrative of Mr Nobody Paper Directed and written by Jack Van Dermal, Mr.. Nobody is a brilliant film that portrays the timeless theme of lifes choices and possibilities in a refreshing and dazzling manner. Despite the complex and unconventional narrative structure of the plot, Dermal demonstrates his extraordinary skills of storytelling through presenting to the audience a magnificent film with a form more complicated than Tom Testers Run Lola Run and a theme broader than Peter Hotpots primary focus on love in Sliding Doors. This essay will analyze how the the seven key conventions defined by Borrowed (2002) are defied by or applied on the films multi-draft narrative. The film begins with a montage showing four deaths of Memo at the age of 34him lying in morgue, him drowning in his car under water, him being shot in the bathtub, and him waking in an explosion of a space shuttle. The quick scenes are then closely followed by 118-year-old Memo waking up in 2092, looking as if he is confused over his own past. His memory appears to have paused in 2009 as he claims to be 34 years old. With the help of his doctor, Memo begins to recount his whole life right room the start. We will write a custom essay sample on Multi-draft narrative of Mr Nobody specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Multi-draft narrative of Mr Nobody specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Multi-draft narrative of Mr Nobody specifically for you FOR ONLY $16.38 $13.9/page Hire Writer These parts of Memos story, his childhood and old age, are in a somewhat linear narration. The voice-over of young Memo explains that the unborn children know everything about the past and future until the Angels of Oblivion place a finger on their lips and make them forget. Being missed by the angels, Memo chooses his own parents and comes to the world knowing everything. He knows, from the very beginning, that certain things are meant to be. He also ponders upon existence and the irreversibility of time, which are brought up in the later parts of the elm over and over. At the age of 9, Memo realizes the difficulty of choosing and faces the first crossroad of his life, from which point the film complicates into a multi-draft narrative. We cannot go back. Thats why its hard to choose. You have to make the right choice. As long as you dont choose, everything remains possible. With that in mind, little Memo chooses not to make a choice between two kinds of dessert or among three of his future partners. The audiences see Memo marrying all three of them at the similar age but in different lives. All parallel narrative begins when Memo faces the most critical decision of his lifedeciding which parent he should live with after their separation. This can be seen as the first branching point of Memos lives. Memo marries three women, Anna, Elise and Jean, has different Jobs and dies in different incidents all in similar age, indicating that the film conforms to Bordellos fifth convention: forking paths often run parallel. In the first narrative, Memo follows his mother and falls in love with Anna. Choosing to stay with his father in the second ND third narratives, Memo falls for Elise and Jean respectively. In one of these two narratives Memo writes his own novel about traveling towards Mars on a shuttle, which makes the fourth narrative. Each of these forking paths is linear on its own, keeping to Bordellos first convention: each path, after it diverges, adheres to a strict In these parallel narratives, Memo keeps changing the courses whenever he encounters unpleasant incidences, such as the several deaths mentioned above. For example, in the second narrative, Memo falls in love with Elise who does not return is affection. Heartbroken, he gets into a horrible bike accident and becomes paralyzed. Yet as soon as the viceroy says Vive got to get out of here. Go back. Before the accident, the audiences watch the accident rewind and Memo making a slightly different decision then eventually marrying the girl of his dreams. The protagonist defies death and reverses time. Here, the film adheres to the sixth convention: the forking paths presuppose the previous ones, as Memo makes the wiser choice in the second narrative. On the whole, Memo wants to reinvent his own life while the doctor and the interviewer aim to make sense of Memos stories and find out which of them is true. In this sense, it can be said that the characters of Mr. Nobody are somewhat goal- oriented. Everything you say is contradictory. You cant have been in one place and another at the same time. Of all those lives, which one is the right one? asks the interviewer. This line shows that the film is self-reflective as it is clearly aware of the nature of its unconventional narrative. The forking paths of Memo consist of recurrent characters and background conditions across the different lines of action (Waded, 2009) which is Bordellos third convention. For instance, whichever path Memo takes, he always runs into Anna, the woman who loves him as much as he does her. Not only does it show the intersection of the multiplicity, it also highlights the love theme of the filmone cannot possibly be happy with someone if the affection is not mutual. That is why Memo is not happy with either Elise or Jean. As Memo changes the course of his lives repeatedly, the audiences could not help but ender which fragment is his real life and whether the things he says are true at all, especially when all his alternative lives literally collide together towards the end of Memos recollection. In the narrative where he stays with his dad, marries but loses Elise to an accident, Memo escapes the death of drowning that he would have had in another narrative, but is told by his neighbor that he is drowned. The Memo in yet another narrative who is typing in a house then finds himself in danger of drowning as the house is suddenly flooded with water. Multiple circular narratives merge into nee. Towards the end, the seemingly linear narrative of the entire film is broken down as 118-year-old Memo tells the interviewer that neither of them really exists, because they are only imagined by a nine year old child faced with an impossible choice. Memo eventually dies at the time he has predicted he would, but as soon as he does, time rewinds quickly all the way to his childhood, echoing with Memos earlier statement to his younger self, For me, time is inverted. I start at the end of the story and go toward the beginning and confirming that he has truly always known everything about the past as well as the future. The film ends, leaving its audiences In conclusion, Mr. Nobody complies with four out of seven key conventions of Bordellos, showing that it goes beyond traditional narrative norms. The narrative might be more closed than open in each single forking path, but it is definitely open in terms of the whole film. The mysteries of Memos life have not been solved, leaving the audiences with plenty information gaps and room for interpretation. Nonetheless, the director has made his point rather explicitly through Memos answer o the interviewers confusion, Each of these lives is the right one!

Pat Parker Associates †Harvard Business School Case Study

Pat Parker Associates – Harvard Business School Case Study Free Online Research Papers Critical Issues The Pat Parker Associates case, written in 1995 by Mursten in the Harvard Business Review raises several points that should be considered when dealing with intellectual property matters. We need to clearly understand who owns the copyright to a report prepared by a firm for a client. The fair use defense to a copyright infringement can be complex and difficult to prove. The work for hire doctrine needs to be applied to the case in order to assign copyright ownership. Using sound business judgment in negotiations and following a code of ethics should have more weight on decisions than the legal implications. If something is legal to conduct, then this doesn’t mean it is an ethical action. Ignorance is not always a viable defense for permitting a civil wrong to take place. Questions need to be asked in order for individuals to make the most informed decisions. These critical issues will all come into play as we take a closer look at the Parker case and are able to draw some conclusions. Campaign Research Consultant Parker’s business operations are basically a fact-finding service. His firm researches political candidates and reports back on their voting history, prime and co-sponsored bills, and attendance records. It also looks at financial disclosures, gift reports, lawsuits, general public records, and non-legislative activities (Mursten, 1995). Information is gathered, organized, and presented to the client. The actions that the client decides to take based on the information gathered is independent of the work that the consultant was paid to do. Opinions are not generated, but inconsistencies and weaknesses are drawn out. Parker’s firm can also be utilized to consult on political advertising campaigns while they are in the development stages (Mursten, 1995). Use of the Research Report Created for Dale Jackson Parker had no way of knowing if the research he compiled for Dale Jackson was ever used. Jackson decided not to publicly address any of the voting disparities of Paine (Mursten, 1995). This did not mean that his campaign discarded the research report. He could have used the information to prepare for a debate or could have used it in general discussions he had with other legislators throughout the election process. Sometimes you just want to know what your opponent’s weaknesses are so you are equipped in case you are caught off guard with the media. It would also help to be prepared if your opponent decided to attack your own voting record. You are armed with ammunition but don’t always have to use it. In my opinion, reading the information that was provided in the report meant that Jackson’s campaign used the research. Use of a Copy of the Research Report by the SATL Parker never asked what the State Academy of Trial Lawyers (SATL) intended to use the research report for. What did they want the purchase to accomplish? Since ethics came into play regarding his final decision, he had the right to ask questions that would help him make that decision. The SATL would have the right to decline to give a reason. Parker was forced to speculate that the SATL would use the report to be aware of any potential criticisms of Paine. Their intentions were likely noble as they prepared to work on his next campaign. Parker had no way of knowing or controlling how they would ultimately use the information provided. Legal Implications of Political Campaign Actions It would be illegal for the SATL to give the research report to the Paine campaign. Cash gifts up to $250,000 could be bundled from 500 individuals and be considered a legal campaign contribution. According to the state campaign financing statutes, giving in-kind gifts in excess of $500 was a criminal action (Mursten, 1995). In-kind gifts did not qualify for the bundling exception. If Parker sold the research to the SATL knowing that they would give it to Paine, he could be implicated as aiding in the crime and held accountable for a misdemeanor (Mursten, 1995). It would be possible for the SATL to in turn sell the research to the Paine campaign. It this occurred, the transaction would be indicated in the official spending reports. The SATL could also donate the research to the Republican Party. The Republican Party could then donate the research to the campaign of the Republican nominee. According to Mursten, â€Å"Under state campaign financing law, registered political p arties were exempt from the $500 contribution limit.† This would likely provide a loophole to the campaign gift policies. Parker could not be held liable if Paine used the research information to violate the new Florida Voluntary Code of Fair Campaign Practices. If Paine publicly announced his support for the code and then violated it with research conducted by Parker’s firm, then Paine should be held accountable. Parker also could not legally distribute a copy of the postcard from the Jackson campaign since his firm did not create the marketing piece. He merely reviewed the postcard for accuracy and had no rights to the product. Every functional area in the business world has legal exposure (Baumer, 2001). Each business needs to identify what their largest exposures are and determine how they can best be contained. Copyright Law The Agreement for Campaign Research and Consulting Services limited the use of the research report by the client for a specific period of time coinciding with a specific election campaign (Exhibit 8). The Agreement did not limit the future use of the research report by Parker’s firm. Since it did not specifically limit the use of the research, then Parker interpreted the contract to read that his firm could use it again for hire. Parker also felt that the campaign could not claim the copyright since a copyright disclosure was omitted on the document. The Copyright Act of 1976 does not require a copyright symbol to appear on a work in order for it to be covered by copyright protection. The Act only requires the work to be original and fixed (Wikepedia, 2006). The question regarding who owns the copyright still must be answered. The Agreement and disclosure statements on the report address when the report can be used and who has the right to use it (Mursten, 1995). These documents never mention that Parker’s firm retains the original copyright to the work and can republish it in the future. Because these statements don’t exist, there can be considerable debate regarding who should own the copyright. Work For Hire As a general rule the author of the work owns the copyright. The Copyright Act of 1976 contains an exception called the â€Å"work for hire† doctrine. If the â€Å"work for hire† doctrine can be proven in a specific case, then the person or company that the work was created for would own the copyright (Developer, 2006). The work for hire doctrine applies when an employee creates a product within the scope of his/her employment or in a situation where a certain type of work is specially ordered or commissioned by which an express agreement is considered for hire (Developer, 2006). Since Parker is an outside consultant or a contractor, and not an employee, the â€Å"work for hire† doctrine would not apply under the first part of the test. The work was specifically ordered, it is new, and it could be classified under the compilation category in the Copyright Act of 1976 if there were an agreement that expressly stated that the work was made for hire (Developer, 2006). Since this statement did not exist, the second part of the test also favors Parker’s interpretation. This scenario would not be considered work for hire(,) and Parker would retain the copyrights. The copyright ownership issue should always be addressed with the assistance of legal counsel in preparing the agreement. Transfer of Ownership It would be possible for the Jackson campaign to transfer the ownership of the copyright if the contract were negotiated as a work for hire. They could even authorize the sale of the copyright and reap the financial rewards of the transaction. It would be difficult to determine if the Jackson campaign would easily give up the copyright or refuse the request. Since they are no longer in the political circuit, they may be willing to share the information. On the other hand, they may feel that the information would create a disadvantage for the Democratic Party and decline the transfer request. Fair Use Under the Copyright Act of 1976, the fair use of copyrighted work does not infringe a copyright. Fair use is generally permitted for criticism, news reporting, teaching, scholarship or research purposes (Wikipedia, 2006). Fair use is further determined based on the character of the use, nature of the copyrighted work, amount of the original work used and the effect it will have on the demand for the original work (Wikipedia, 2006). If it were determined that the Jackson campaign owned the copyright, Parker could argue that the reproduction of the research reports fall under fair use of a copyrighted work. The main use would be for research purposes and would not be disclosed publicly. An individual should have a right to obtain a copy of materials written about their own character provided discretion is used and public criticism of the work is not made. It is legal for Parker to resell the report, but not sell the postcards. Ethical Issues Parker felt uncertain about the request for information soon after receiving the phone call from the SATL. He questioned if he should even be taking on the contract. Parker’s gut feeling told him that something didn’t feel right about the request (Mursten, 1995). As a rule of ethics, if you immediately question an action, then you should spend a considerable amount of time conducting research in order to justify the action you decide to take. If you feel uneasy about performing a service or action, then you have the right to turn down the business without providing a detailed explanation. Parker also felt like he had nobody to turn to for advice with his firm (Mursten, 1995). He felt pressured as the sole decision maker of the firm to make the right decision. I don’t see anything wrong with the SATL’s request to purchase old research. I do have a concern about the price that they are willing to pay for the data. They are willing to pay full price for research that has already been conducted and paid for by another client. Are they coming in with a high offer in order to deter Parker from considering the ethical and legal implications of their request? Appropriate Ethical Action When the request for information was made Parker, he should have replied that he would retrieve the old contract and get back in touch with the SATL regarding his ability to meet their request. Parker should have taken a few days to consider all of his options and seek advice. Since he had nobody to turn to within the company for guidance, he should have leveraged his extensive political network. He should have been able to identify a few individuals that worked in legislature that would be able to provide an unbiased opinion on the subject. Parker should also revise his standard client agreement in order to clearly state who retains the copyright for the product produced. He needs to eliminate any confusion and can work with an attorney to draft the agreement. I do not feel that he should resell the report to the SATL since they are likely to use it to aid the Republican candidate. Conclusion Parker needed to ask more questions regarding how the research would be used and whom it would be disseminated to within the political arena. In order to make a well-informed decision, he needed to have all of his concerns addressed. If he were not able to obtain answers to all of his questions, then he should have declined the offer. If he were comfortable that selling the research would not violate any copyright laws, state legislature, or prior contracts, then he had an ethical duty to sell it for a fair price. He has an ethical duty not to sell the research. In my opinion, $25,000 is not a fair asking price for a report that already exists and would take minimal time and effort to reproduce. An asking price of $10,000 would be more appropriate for all parties involved. Copies of the postcards created for the Jackson campaign should not be included since a different marketing consultant created them. It would be copyright infringement to sell the postcards. Parker has wor ked hard to establish his firm as the â€Å"Party’s choice† for Democrats. (Mursten, 1995). He has a loyal customer base that values the work that he has conducted over the years. He would get negative press if word leaked out that he sold a report originally contracted by a Democrat to the Republicans. He would be disloyal to his former client, whether anyone knew about it or not. It would look like he was abandoning that party in favor of financial rewards. According to Baumer, managers should be mindful of the legal pitfalls that can confront their company. Parker should be able to get through this scenario on all of the legal technicalities. He does retain the copyright ownership since the work for hire doctrine does not apply. He could still be challenged to defend his position. I don’t think it is worth the time or effort to put up a fight to defend these actions. He could get sued and have to spend money on attorneys and time in court. His free time is worth more to him than the price of the contract. He should weigh ethics above all else and decline the request. He would not lose any clients by turning down the business and his reputation in the industry would still be intact. Parker has always worked for Democrats and the client who paid for the report was a Democratic organization. The SATL likely supports the Republican candidate. This puts Parker in a conflict of interest position. He has fostered loyalty to the Democrats, and resale of the report to the SATL would appear disloyal. References: Baumer/Poindexter: Cyberlaw E-Commerce (2001). Ch. 1 Developer. developerdotstar.com. Who Owns Your Software? Software Copyright and the Work for Hire Doctrine. 2006. developerdotstar.com/mag/articles/daniels_softwarecopyright.html Exhibit 8. Mursten, D.B. (1995). Agreement. Pat Parker Associates. Harvard Business School Publishing. Mursten, D. B. (1995). Pat Parker Associates. 9-393-059. Harvard Business School Publishing. Wikipedia.com (2006). Copyright Act of 1976. http://en.wikipedia.org/wiki/United_States_Copyright_Act_of_1976 Research Papers on Pat Parker Three Concepts of PsychodynamicCapital PunishmentResearch Process Part OneStandardized TestingPETSTEL analysis of IndiaGenetic EngineeringEffects of Television Violence on Children

Mgt 501 management theory and practice Essay Example | Topics and Well Written Essays - 2500 words

Mgt 501 management theory and practice - Essay Example The present study would analyze the business dynamics of Mc Donald’s with regards to the aspect of organizational culture and the constituting aspects of internal and external factors that affect organizational culture. The choice of the organization assumes significance considering the fact that the company is one of the best known brands and has operations across diverse geographical regions making the aspect of culture as an extremely vital aspect in determining the company’s business prospects. McDonalds was established in the year 1955 by the legendary personality Ray Croc in the United States of America. The company since then has grown a long way to emerge as one of the most popular restaurant chains having a dedicated presence in almost every region of the world (McDonalds, 2011). The company at its present date has a dedicated presence in about 119 different nations and employing a large number of individuals. The stocks of the company are listed on the bourses of the New York Stock Exchange. The company has been adding new products in its menu list consistently over the years and has also developed an impressive franchising strategy to spread its footprint across the globe. The company has also developed at attractive work culture that has helped in retaining and attracting a talented pool of human resources to meet the challenges of the highly turbulent and fluctuating business environment (McDonalds-a, 2011). Analysis of Organization Culture Organizational culture is an important facet of business organizations in the present business environment. Organizational culture is influenced by both internal as well as external factors. The importance of culture as highlighted by Lussier (2008) who stated that organizational culture is largely an implication of the personality and the work environment in an organization. The author also highlighted some of the internal factors such as organization mission, resources available with a company, s tructure and attitude of the management as the factors that largely influence the culture in an organization (Lussier, 2008, p.46-48). Keyton (2010) identified communication as another strategic factor that determines the aspect of organization culture in a particular company. The author also pinned out the importance of organizational culture towards generating positive and negative values in a company. The author highlighted that positive culture generates greater value while negative culture creates a negative set of values that ultimately helps in generating a favorable working condition. Internal communication has a key role to play in this regard as a smooth flow of information helps in generating positive sentiments in an organization that helps generate long term advantage for a company (Keyton, 2010, p.166). Figure 1: Elements influencing Organizational Culture (Source: Cameron & Quinn, 2011) The figure shown above reflects some of the factors that affect organization cultu re. These include assumptions, official norms and contractual obligations of the company, the artifacts and the behavioral patterns of the individuals in an organization. The figure clearly identifies that behaviors and other artifacts associated with an organization are largely observable and can be monitored and hence influenced by an organization through its policies. Therefore the role of evaluation and monitoring acts

Advertising Profolio Essay Example | Topics and Well Written Essays - 1000 words

Advertising Profolio - Essay Example Both the sedan and the truck are badly destroyed after the crush. The billboard is accompanied by the message â€Å"Tailgating isn’t worth it. Give Trucks room. It’s the law†. The basis of the argument in this essay will be drawn from Leiss et al. (2005) with a theme of cultural frame and a focus on actualization of objects to create a deeper meaning in advertisements. According to Leiss, â€Å"a cultural frame arises from a set of images, forms of communication and some values. The three arise from the amalgamation of marketing and advertising, mass media and the popular culture.† (Leiss, 2013, 91). To begin with, the ads are chosen from the fact that they have a common aspect of road safety. They are, however, set differently with varying messages through the same background meaning, road safety. The communicative aspects in the ads are by far actualization of objects. The ambience of both advertisements is a sorry mood. Accidents have occurred in both cases as a result of dangerous driving. In the first ad, a child is bleeding following poor driving on a rainy day. In the second ad, the sedan is tailgating a truck rather than keeping a safe distance as required by the law. The results are an impact that causes both the sedan and the truck to even fold up the billboard. This is a smartly created ad that vivifies the billboard itself. It is indicative of a real time accident happening on the billboard. On the one side, the sedan’s front has been smashed up, and the driver must be in a fatal condition. On the other hand, the truck has only the back smashed but the cabin is quite some distance away, meaning that the accident had little or no consequence to the occupants of the truck. The ad makes sense as the sedan’s driver is seemingly the one on the wrong for tailgating a truck. The truck was hit, but the occupants did not suffer as m uch

Impact of training on employee performance

Impact of training on employee performance The importance of training and development to employees performance and for that matter to employees and organisational performance cannot be overemphasised. Noe (1999) affirms that management of individual skills is an important aspect of doing business today, and employee development will likely grow in the future. The benefits of employee development extend beyond the actual skills gained and their contribution to an individuals productivity. The issue of training is paramount to the success of any organisation and this function of training has been examined for decades now. However, in todays business climate of continuous changes and uncertainty, the importance of training to employee and organisational performance as a whole, needs to be seen from a new perspective. The need for organisations to respond to the needs of its human capital and the effect of training on their performance of the organisation has become a crucial subject for business activity. It is important to note that there is an established link between training and performance. Not only does training enhance employee motivation and satisfaction, increases productivity, reduces the problems associated with the supervision of employees but also creates a reservoir of qualified employee as well as reduces work related activities as a result of increased knowledge, skills, abilities and competences. According to the Journal of Industrial Training, November / December 1947 edition, it is suggested that training be defined as that tool of management which through sound principles of teaching and learning, is utilised to raise the productive ability and to maintain and improve the performance of all employees. Training which consists of planned programmes must be on-going designed to improve performance at the individual, group, and organisational levels. Improved performance, in turn, implies that there have been measurable changes in knowledge, skills, attitude, and social behaviour. In fact, well-planned, well-executed training efforts may fail unless companies and communities help workers see training as a long term investment in their own career. Nestlà © Ghana Limited started business in Ghana in 1957 under the trading name of Nestlà © Products (Gh) Limited with the importation of Nestlà © products such as milk and chocolates. In 1968, it was incorporated as Food Specialties (Gh) Limited to manufacture and market locally well known Nestlà © brands. The company became Nestlà © Ghana Limited in 1987. In 1971 the production of the IDEAL Milk and MILO started at the Tema Factory which has since been expanded further with products not only produced for Ghana but also exported across West Africa. In 2003, Nestlà © Ghana Ltd invested in a new warehouse, the Central Distribution centre, located next to the factory in Tema. The company also runs sales offices with warehouses in Kumasi, Takoradi, Koforidua and Tamale. The main objectives of the company are the development of the local and regional West African market. Since it was established, the company has significantly stimulated the Ghanaian economy with a dynamic, well trained and dedicated workforce, manufacturing and marketing well known quality brands such as Ideal Full Cream Evaporated Milk, Carnation Filled Milk, Carnation Tea Creamer, Milo, Chocolim, Choco Milo, Cerevita Porridges, Cerelac and Nestlà © infant cereals. Nestlà © Ghana Ltd also imports and distributes brands such as Nido Milk Powder, Lactogen and Nan Infant Formula and soluble coffee Nescafe. All those products can be found all over the countrys extended distribution network. The company also takes an important role in the social life of Ghana by promoting medical students in health sciences, supporting child education and social events as well as sports. In addition to all these, the Nestle Ghana Ltd in its Investment Projects/ Growth Strategy, has invested some 130 billion cedis in 2004 and 2005 to increase its production capacity, particularly in the area of cocoa-based beverages, and to construct modern and efficient distribution facilities next to the factory in Tema. STATEMENT OF PROBLEM Over the years, performances within some sectors of the company have not been particularly impressive. Even though through its brands, profits have soared, it is believed that the level of employees skills, knowledge and competencies, if improved, would enhance not only the companys image but also shoot profits through the roof. Nestle Gh Ltd has elaborate training and development policies for its employees which include study leave, on-the-job training, off-the-job training, special short courses, mentoring and workshops among others All of the above are aimed at updating the knowledge, skills, abilities and competences of its employees in order to achieve organisational goals and objectives. PURPOSE OF STUDY The general objective of the study will be to assess the effects of training on the performance of employees of the Nestle Ghana Ltd The specific objectives of the study are to: Examine the knowledge, skills and qualifications of employees of the Nestle Ghana Ltd Examine the training needs of employees of Nestle Ghana Ltd Ascertain employee performance management or appraisal system of Nestle Ghana Ltd Determine effects of training on job performance of employees of Nestle Ghana Ltd Make recommendations to the institution on ways to improve upon training and performance of employees and to inform policy and programme formulation Research Questions The following research questions have been formulated to guide the study: What are the criteria for selecting trainees in Nestle Ghana Ltd? How does training affect employee performance in Nestle Ghana Ltd? What level of importance does Nestle Ghana Ltd attach to training? Significance of the study One of the sources of improving on the knowledge, skills, attitudes, effectiveness and performance of employees in every institution is through sustained training and development. In this direction, there has been a reasonable amount of studies conducted on the subject matter in Ghana. However, studies of such kind are inadequate. It is therefore significant to undertake a study to assess the effects of training on the performance of employees of Nestle Ghana Ltd. The study is thus intended to serve as a reliable source of data for relevant agencies, researchers, students, and organisations and institutions interested in the effects of training on employee performance. Furthermore, the study is expected to contribute to knowledge and existing literature on training and its effects on employee performance. SCOPE OF THE STUDY The study will focused on assessing the impact of training on employee performance by using Nestle Ghana Ltd. LITERATURE REVIEW According to Herzberg (1966) human resources constitute the ultimate basis for the wealth of a nation or an organisation, Human resources, particularly employees energies, talents, skills, abilities, knowledge and efforts are often useful in the production of goods or rendering services. Employees are often described as the most significant and dynamic among organisational resources since the character and strength of an organisation is invariably tied up with the quality and attributes of its employees (Cole, 2002). Employee training and development therefore is not only essential but also critical to an organisations survival. The global trend now is the training and development of human resources as the knowledge that human beings possess is the pivot for achieving an increase in total factor productivity (UNIDO, 1995). Training and development is a comprehensive learning system designed to enhance individual performance for the purpose of improving organisational effectiveness and efficiency. Training is the process of facilitating organisational learning, performance and change through formal and informal interactions, initiatives and management actions for the purpose of enhancing an organisations performance, capacity, capability, competence, competitiveness and readiness (Gilley, England Gilley, 2002). Theoretical framework According to Cole (1998) training and development activities depends on the policy and strategies of an organisation. Many organisations in the review of related literature as regards training in an organisation are not quite easy, as available literature encounters many difficulties. Beginning with, the use of the two terms of training and development are thought of as one entity. Some authors such as Cole (1998) and Robbins (1991) equate staff development to human resource development which focuses on among other things, preparing employees for greater responsibility and advancement. Others however look at it from the view of workers education and training. According to Robbins (1991), when management provide employees with training, its intention is to instil preferred work behaviours and attitudes in them. This may be most obvious during the new employees orientation, which is a type of training in itself. Daft (as cited in Mullins 1999) is of the view that all organisations are open systems and ignoring the environment may lead to failure in the entire system. Organisations and the environment in which they operate are constantly in link with each other. Indeed, interdependence is very crucial since the malfunction or neglect of any one of them inevitably affects the others and the total system. The training functions in any organisation is functionally linked to this whole work system and any extortion in the series of independent systems could affect productivity, hence the effectiveness by training (Mullin, 1999). Motivation is concerned with the factors that influence people to behave in certain ways, Armstrong (2006). Motivation is a tool for encouragement, a driving force that defines behaviour. It can be intrinsic, that is, self generating factors or extrinsic which is motivation that originates outside the individual. The survival of any training programme is dependent on its sensitivity to the demands of the environment, which includes the trainees, management and the entire community. It must be emphasized that the most literature agrees that the aim of the training process is to help develop the organisations employees skills, knowledge and attitude that have been regarded necessary for an effective performance of their work. According to Mc-Beath (1994), development is about total growth of knowledge, experience and abilities of the individual, the development of the whole person as he progresses towards his ultimate potential, being long term and future oriented opportunities to acquire knowledge, skills and attitudes largely off-the-job, to help achieve designed performance or levels of knowledge. The definition is role of employee specific. Training is seen as teaching lower level employees how to perform their present job while development involves teaching managers and professional employees skills needed for their present and future jobs. Rae (1994) identifies the following training functions as the most commonly found in organisations. General job skills training: This sees staff at all levels frequently possessing a common problem or needs in order to carry out their jobs efficiently. Functional job skills training: concerns itself mainly with situations where organisations introduce new or revised operating systems, procedures and so on. On-the job training: refers to face-to-face, individualized training or instruction on-the job at the work place. Technical skills training: generally refers to training in the information technology where specific and technological skills are required. Professional skills training: involve the training of professional staff such as Accountants, Surveyors, Auditors, Architects, etc. Management training: trainers in many large organisations specialize in training and development of managers. In trainer training: the trainers themselves require advance skills in their existing line of work. To Mullin (1999), the purpose of training is to improve knowledge and skills, and to change attitudes. Mullins again states that in order to secure the full benefits of successful training, there must therefore be a planned and systematic approach to the effective management of training According to Douglas and Philip (1987), there are several training principles pertaining to training and learning. The generalisations are the results of efforts to formulate a reasonable useful set of descriptive statements concerning the trainee and training methods, materials and situations. Some writers who have written on training observed that most training reported was for organisational rather than individual development. This presupposes that carrier development does not appear to be fully blamed for such positions since some employers lose considerable human resource annually after investing heavily in them. The concern here is whether organisations are justified in maintaining such policies. Foster as cited in Mayo and Du Bois (1993) states that training should create conditions and stimuli to evoke response in others, to develop knowledge, skills and attitudes, to produce changes in behaviour and finally to attain specific objectives. The connection between training and organisational goals implies that training in an organisation could be strategic, informal and operational (OConnor, Bronner Delaney, 1996). Informal training is based on the need to give the employees information about the organisation which includes orientation, developing corporate citizenship, and creating a contextual reference for employees (Noe, 1999). METHODOLOGY Thomas (1996) in his deliberations on the descriptive surveys method stressed that data sometimes live buried with the minds or within the attitudes, feeling reactions of men and women and they can act as clues for further investigations to be canned out. The use of the survey method enables the researcher to systematically collect data about the nature of the training programme and its attendant challenges that the participants face. The sample population used in this research was thirty staff members of Nestle Ghana Ltd. There will be three groups of respondents: a. workers who have been in the company for just a year and have undergone only orientation training b. workers who have undergone in-service training within the company c. workers who have gone into international training. These are usually managerial staff. The Human Resource unit of Nestle Ghana Ltd will be contacted to provide the sample size of workers of the company who fall under these categories. Respondents will be issued questionnaires to fill on the information required. Where possible, there will be unstructured interviews with the respondents as to questionnaires they are required to fill. Research Instruments The standard questionnaire will be the main instrument for data collection for the trained staff of Nestle Ghana Ltd. It will be used to elicit responses from the beneficiaries as to how they are involved in the objective setting and the training needs assessment of the training programmes among others. All the questions will be asked to ascertain whether the purpose of training can be perceived in terms of ensuring that employees have the requisite knowledge, skills and attitudes required to perform well at post. The questionnaires will consist of both open and closed questions. The closed-ended questions are asked to make sure of uniformity and greater reliability. The open-ended techniques will used to probe further on the questions and also eliminate ambiguities. The study will be based on both primary and secondary data sources. The primary data consists of responses to the questionnaire administered to Nestle Ghana Ltd staffs who have attended some training programmes. In addition bits of information will also be taken from other published and unpublished studies related to the study. The data collected will be matched, synthesized and coded for easy presentation. Data collected from respondents will be analysed with the Statistical Package for the Social Sciences (SPSS). CONCLUSION The research will highlight the importance of training to Nestle Ghana Limited and develop a link between training and both employee and company development.REFERENCES Armstrong, M (2006) Human Resource Management Practice, London: Kogan Page. Cole, G. A. (2002) Personnel and Human Resource Management, (5th ed.). London: Book Powers ELST Douglas, M. G Philip, H. D. (1987) The Complete Book of Training Theory, Principles and Techniques. London: Pfeiffer Co Gilley, J. W., England, S. A Gilley, A. M. (2002) Principles of Human Resource Development, (2nd ed.), Perseus, US. Herzberg, F. H. (1966) Work and the Nature of Man, Cleveland: World Publishing Co. International Journal of Industrial Training, November / December 1947 edition Mayo, G. D., Du Bois P. (1993) The Complete Book of Training. San Diego, California: University Associates Inc. Mc-Beath, G. Rands, D. N. (1994) Salary Administration (3rd ed.). Oxford: Blackwell. Mullin, Laurie J. (1999) Management and Organisational Behaviour (5th ed.). London: Prentice Hall Noe, R. A. (1999) Employee Training and Development, New York: McGraw Hill. OConnor, B. N., Bronner, M., Delaney, C. (1996) Training for Organisations. Cincinnati, OH: South Western Educational Publishing. Rae, L. (1994) The Skills of Human Relations Training, London: Gower. Robbins, S. P. (1991). Organisational Behaviour. Englewood Cliffs, N.J.: Prentice Hall. Thomas S. B. (1996) Method and Analysis in Organisational Research. Virginia: Reston Publishing Co. UNIDO (1995) 30 years of Industrial Development 1966-1996, London: ISC and UNIDO. . Impact of Training on Employee Performance Impact of Training on Employee Performance The importance of training and development to employees performance and for that matter to employees and organisational performance cannot be overemphasised. Noe (1999) affirms that management of individual skills is an important aspect of doing business today, and employee development will likely grow in the future. The benefits of employee development extend beyond the actual skills gained and their contribution to an individuals productivity. The issue of training is paramount to the success of any organisation and this function of training has been examined for decades now. However, in todays business climate of continuous changes and uncertainty, the importance of training to employee and organisational performance as a whole, needs to be seen from a new perspective. The need for organisations to respond to the needs of its human capital and the effect of training on their performance of the organisation has become a crucial subject for business activity. It is important to note that there is an established link between training and performance. Not only does training enhance employee motivation and satisfaction, increases productivity, reduces the problems associated with the supervision of employees but also creates a reservoir of qualified employee as well as reduces work related activities as a result of increased knowledge, skills, abilities and competences. According to the Journal of Industrial Training, November / December 1947 edition, it is suggested that training be defined as that tool of management which through sound principles of teaching and learning, is utilised to raise the productive ability and to maintain and improve the performance of all employees. Training which consists of planned programmes must be on-going designed to improve performance at the individual, group, and organisational levels. Improved performance, in turn, implies that there have been measurable changes in knowledge, skills, attitude, and social behaviour. In fact, well-planned, well-executed training efforts may fail unless companies and communities help workers see training as a long term investment in their own career. Nestlà © Ghana Limited started business in Ghana in 1957 under the trading name of Nestlà © Products (Gh) Limited with the importation of Nestlà © products such as milk and chocolates. In 1968, it was incorporated as Food Specialties (Gh) Limited to manufacture and market locally well known Nestlà © brands. The company became Nestlà © Ghana Limited in 1987. In 1971 the production of the IDEAL Milk and MILO started at the Tema Factory which has since been expanded further with products not only produced for Ghana but also exported across West Africa. In 2003, Nestlà © Ghana Ltd invested in a new warehouse, the Central Distribution centre, located next to the factory in Tema. The company also runs sales offices with warehouses in Kumasi, Takoradi, Koforidua and Tamale. The main objectives of the company are the development of the local and regional West African market. Since it was established, the company has significantly stimulated the Ghanaian economy with a dynamic, well trained and dedicated workforce, manufacturing and marketing well known quality brands such as Ideal Full Cream Evaporated Milk, Carnation Filled Milk, Carnation Tea Creamer, Milo, Chocolim, Choco Milo, Cerevita Porridges, Cerelac and Nestlà © infant cereals. Nestlà © Ghana Ltd also imports and distributes brands such as Nido Milk Powder, Lactogen and Nan Infant Formula and soluble coffee Nescafe. All those products can be found all over the countrys extended distribution network. The company also takes an important role in the social life of Ghana by promoting medical students in health sciences, supporting child education and social events as well as sports. In addition to all these, the Nestle Ghana Ltd in its Investment Projects/ Growth Strategy, has invested some 130 billion cedis in 2004 and 2005 to increase its production capacity, particularly in the area of cocoa-based beverages, and to construct modern and efficient distribution facilities next to the factory in Tema. STATEMENT OF PROBLEM Over the years, performances within some sectors of the company have not been particularly impressive. Even though through its brands, profits have soared, it is believed that the level of employees skills, knowledge and competencies, if improved, would enhance not only the companys image but also shoot profits through the roof. Nestle Gh Ltd has elaborate training and development policies for its employees which include study leave, on-the-job training, off-the-job training, special short courses, mentoring and workshops among others All of the above are aimed at updating the knowledge, skills, abilities and competences of its employees in order to achieve organisational goals and objectives. PURPOSE OF STUDY The general objective of the study will be to assess the effects of training on the performance of employees of the Nestle Ghana Ltd The specific objectives of the study are to: Examine the knowledge, skills and qualifications of employees of the Nestle Ghana Ltd Examine the training needs of employees of Nestle Ghana Ltd Ascertain employee performance management or appraisal system of Nestle Ghana Ltd Determine effects of training on job performance of employees of Nestle Ghana Ltd Make recommendations to the institution on ways to improve upon training and performance of employees and to inform policy and programme formulation Research Questions The following research questions have been formulated to guide the study: What are the criteria for selecting trainees in Nestle Ghana Ltd? How does training affect employee performance in Nestle Ghana Ltd? What level of importance does Nestle Ghana Ltd attach to training? Significance of the study One of the sources of improving on the knowledge, skills, attitudes, effectiveness and performance of employees in every institution is through sustained training and development. In this direction, there has been a reasonable amount of studies conducted on the subject matter in Ghana. However, studies of such kind are inadequate. It is therefore significant to undertake a study to assess the effects of training on the performance of employees of Nestle Ghana Ltd. The study is thus intended to serve as a reliable source of data for relevant agencies, researchers, students, and organisations and institutions interested in the effects of training on employee performance. Furthermore, the study is expected to contribute to knowledge and existing literature on training and its effects on employee performance. SCOPE OF THE STUDY The study will focused on assessing the impact of training on employee performance by using Nestle Ghana Ltd. LITERATURE REVIEW According to Herzberg (1966) human resources constitute the ultimate basis for the wealth of a nation or an organisation, Human resources, particularly employees energies, talents, skills, abilities, knowledge and efforts are often useful in the production of goods or rendering services. Employees are often described as the most significant and dynamic among organisational resources since the character and strength of an organisation is invariably tied up with the quality and attributes of its employees (Cole, 2002). Employee training and development therefore is not only essential but also critical to an organisations survival. The global trend now is the training and development of human resources as the knowledge that human beings possess is the pivot for achieving an increase in total factor productivity (UNIDO, 1995). Training and development is a comprehensive learning system designed to enhance individual performance for the purpose of improving organisational effectiveness and efficiency. Training is the process of facilitating organisational learning, performance and change through formal and informal interactions, initiatives and management actions for the purpose of enhancing an organisations performance, capacity, capability, competence, competitiveness and readiness (Gilley, England Gilley, 2002). Theoretical framework According to Cole (1998) training and development activities depends on the policy and strategies of an organisation. Many organisations in the review of related literature as regards training in an organisation are not quite easy, as available literature encounters many difficulties. Beginning with, the use of the two terms of training and development are thought of as one entity. Some authors such as Cole (1998) and Robbins (1991) equate staff development to human resource development which focuses on among other things, preparing employees for greater responsibility and advancement. Others however look at it from the view of workers education and training. According to Robbins (1991), when management provide employees with training, its intention is to instil preferred work behaviours and attitudes in them. This may be most obvious during the new employees orientation, which is a type of training in itself. Daft (as cited in Mullins 1999) is of the view that all organisations are open systems and ignoring the environment may lead to failure in the entire system. Organisations and the environment in which they operate are constantly in link with each other. Indeed, interdependence is very crucial since the malfunction or neglect of any one of them inevitably affects the others and the total system. The training functions in any organisation is functionally linked to this whole work system and any extortion in the series of independent systems could affect productivity, hence the effectiveness by training (Mullin, 1999). Motivation is concerned with the factors that influence people to behave in certain ways, Armstrong (2006). Motivation is a tool for encouragement, a driving force that defines behaviour. It can be intrinsic, that is, self generating factors or extrinsic which is motivation that originates outside the individual. The survival of any training programme is dependent on its sensitivity to the demands of the environment, which includes the trainees, management and the entire community. It must be emphasized that the most literature agrees that the aim of the training process is to help develop the organisations employees skills, knowledge and attitude that have been regarded necessary for an effective performance of their work. According to Mc-Beath (1994), development is about total growth of knowledge, experience and abilities of the individual, the development of the whole person as he progresses towards his ultimate potential, being long term and future oriented opportunities to acquire knowledge, skills and attitudes largely off-the-job, to help achieve designed performance or levels of knowledge. The definition is role of employee specific. Training is seen as teaching lower level employees how to perform their present job while development involves teaching managers and professional employees skills needed for their present and future jobs. Rae (1994) identifies the following training functions as the most commonly found in organisations. General job skills training: This sees staff at all levels frequently possessing a common problem or needs in order to carry out their jobs efficiently. Functional job skills training: concerns itself mainly with situations where organisations introduce new or revised operating systems, procedures and so on. On-the job training: refers to face-to-face, individualized training or instruction on-the job at the work place. Technical skills training: generally refers to training in the information technology where specific and technological skills are required. Professional skills training: involve the training of professional staff such as Accountants, Surveyors, Auditors, Architects, etc. Management training: trainers in many large organisations specialize in training and development of managers. In trainer training: the trainers themselves require advance skills in their existing line of work. To Mullin (1999), the purpose of training is to improve knowledge and skills, and to change attitudes. Mullins again states that in order to secure the full benefits of successful training, there must therefore be a planned and systematic approach to the effective management of training According to Douglas and Philip (1987), there are several training principles pertaining to training and learning. The generalisations are the results of efforts to formulate a reasonable useful set of descriptive statements concerning the trainee and training methods, materials and situations. Some writers who have written on training observed that most training reported was for organisational rather than individual development. This presupposes that carrier development does not appear to be fully blamed for such positions since some employers lose considerable human resource annually after investing heavily in them. The concern here is whether organisations are justified in maintaining such policies. Foster as cited in Mayo and Du Bois (1993) states that training should create conditions and stimuli to evoke response in others, to develop knowledge, skills and attitudes, to produce changes in behaviour and finally to attain specific objectives. The connection between training and organisational goals implies that training in an organisation could be strategic, informal and operational (OConnor, Bronner Delaney, 1996). Informal training is based on the need to give the employees information about the organisation which includes orientation, developing corporate citizenship, and creating a contextual reference for employees (Noe, 1999). METHODOLOGY Thomas (1996) in his deliberations on the descriptive surveys method stressed that data sometimes live buried with the minds or within the attitudes, feeling reactions of men and women and they can act as clues for further investigations to be canned out. The use of the survey method enables the researcher to systematically collect data about the nature of the training programme and its attendant challenges that the participants face. The sample population used in this research was thirty staff members of Nestle Ghana Ltd. There will be three groups of respondents: a. workers who have been in the company for just a year and have undergone only orientation training b. workers who have undergone in-service training within the company c. workers who have gone into international training. These are usually managerial staff. The Human Resource unit of Nestle Ghana Ltd will be contacted to provide the sample size of workers of the company who fall under these categories. Respondents will be issued questionnaires to fill on the information required. Where possible, there will be unstructured interviews with the respondents as to questionnaires they are required to fill. Research Instruments The standard questionnaire will be the main instrument for data collection for the trained staff of Nestle Ghana Ltd. It will be used to elicit responses from the beneficiaries as to how they are involved in the objective setting and the training needs assessment of the training programmes among others. All the questions will be asked to ascertain whether the purpose of training can be perceived in terms of ensuring that employees have the requisite knowledge, skills and attitudes required to perform well at post. The questionnaires will consist of both open and closed questions. The closed-ended questions are asked to make sure of uniformity and greater reliability. The open-ended techniques will used to probe further on the questions and also eliminate ambiguities. The study will be based on both primary and secondary data sources. The primary data consists of responses to the questionnaire administered to Nestle Ghana Ltd staffs who have attended some training programmes. In addition bits of information will also be taken from other published and unpublished studies related to the study. The data collected will be matched, synthesized and coded for easy presentation. Data collected from respondents will be analysed with the Statistical Package for the Social Sciences (SPSS). CONCLUSION The research will highlight the importance of training to Nestle Ghana Limited and develop a link between training and both employee and company development.REFERENCES Armstrong, M (2006) Human Resource Management Practice, London:  Kogan Page. Cole, G. A. (2002) Personnel and Human Resource Management, (5th ed.).  London: Book Powers ELST Douglas, M. G Philip, H. D. (1987) The Complete Book of Training Theory,  Principles and Techniques. London: Pfeiffer Co Gilley, J. W., England, S. A Gilley, A. M. (2002) Principles of Human  Resource Development, (2nd ed.), Perseus, US. Herzberg, F. H. (1966) Work and the Nature of Man, Cleveland: World  Publishing Co. International Journal of Industrial Training, November / December 1947 edition Mayo, G. D., Du Bois P. (1993) The Complete Book of Training. San Diego,  California: University Associates Inc. Mc-Beath, G. Rands, D. N. (1994) Salary Administration (3rd ed.). Oxford:  Blackwell. Mullin, Laurie J. (1999) Management and Organisational Behaviour (5th ed.).  London: Prentice Hall Noe, R. A. (1999) Employee Training and Development, New York: McGraw  Hill. OConnor, B. N., Bronner, M., Delaney, C. (1996) Training for  Organisations. Cincinnati, OH: South Western  Educational Publishing. Rae, L. (1994) The Skills of Human Relations Training, London: Gower. Robbins, S. P. (1991). Organisational Behaviour. Englewood Cliffs, N.J.: Prentice  Hall. Thomas S. B. (1996) Method and Analysis in Organisational Research. Virginia:  Reston Publishing Co. UNIDO (1995) 30 years of Industrial Development 1966-1996, London: ISC  and UNIDO.

Should the Quest for Knowledge be Boundless? Essay -- Exploratory Essa

  Ã‚   Victor Frankenstein suffered from a lack of foresight. He only planned to reanimate a human being; he did not consider the consequences of such an action, and he did not build protections for unexpected, detrimental effects. Real-life scientists suffer from the same problem. Today we are reminded with every issue of "Time" that scientists in one modern field, nuclear technology, and emerging field genome mapping/genetic engineering wield considerable power. Shelley raises the question whether the quest for scientific knowledge should be bound. The quest for knowledge should never be bound because injunctions against originality would lead to the oppression of mankind's most important resource, our thinkers. But scientists themselves should be bound by foresight. At the inception of a new idea or process, bodies of scientists should review the question before the new methods have been applied. They should try to foresee possible ill effects and seek to minimize these beforeha nd, and contain them afterwards. This would have come in handy for Victor Frankenstein.    The emergence of agriculture at the dawn of civilization was also the emergence of genetic engineering. Everyday varieties of horses and wheat that we know today were crossbred into current, recognizable states from earlier, wild plants and animals well before history began to be recorded. "Crossbreeding is a relatively slow and clumsy method of 'improving' animal and plant species" *1* compared to modern times, when gene manipulation means tests tubes and petri dishes, not dirt or husbandry. While prohibitively expensive (for the time being) DNA manipulation and fertility techniques will become simpler, cheaper, and more accurate. Soon, any hack scientist with... ... 1991. Andrea A Lunsford, John J. Ruszkiewicz, The Presence of Others: Voices and Images that Call for Response Mary Shelly, Frankenstein. Bedford/St.Martins, Boston MA, 2000. 1 Van Doren p.398 2 Van Doren p.293 3 quoted in McGowan p.82 4 quoted in McGowan p.82 5 Van Doren p.398 6 McGowan Ch.12 7 http://www.doug-long.com/einstein.html 8 http://www.wakeamerica.com/past/books/manhattan/manhattan/manhattanmanhattan11.html 9 http://www.prop1.org/prop1/histnuke.html 10 http://www.cbsnews.com/now/story/0,1597,158208-412,00.shtml 11 http://www.dreamscape.com/morgana/adrastea.html 12 http://www.cadu.org.uk/ 13 McGowan p.191 14 http://www.chernobyl.co.uk/ 15 http://www.pbs.org/wgbh/amex/three/ 16 http://www.sierraclub.org/nuclearwaste/ 17 http://www.un.org 18 Shelley p.232 19 Shelley p.232

Cricket

Cricket is a sports game which is being played in between two teams. The real origin was South-East-England in the 16th century. The central organization of the game is International Cricket Council having almost 100 affiliates from all over the world. In this subject, we will talk about some of the most fascinating facts about the cricket that you may be familiar with.13 Most Interesting Facts about Cricket Game?South Africa cricket team nicknamed as Proteas (National Flower of South Africa). An Interesting fact about them that they played world cup final four times but badly failed to succeed. Cricket was started in the 16th century from South East England. England cricket players are the cricket originator but not able to achieve a single world Cup Trophy So far. Sir Don Bradman was the youngest player to score a triple century in the Test Cricket series. Sir Don Bradman (27, August 1908) was Australian cricket team Player mentioned as â€Å"The Don† of the Cricket. Another interesting fact about Don Bradman he smashed only six sixes in his whole career. The cricket history will always recognize him as all-time favorite sportsmen. Indian Cricket team is the only team who had played and won World Cup match of 60, 50 and 40 over in that order. It is significant to let you know that from 1971 to 1983 all the ODI matches were in the sequence of 60 overs Kapil Dev is the only Indian Cricket player, who never had a single no ball in his entire career of Cricket. Kapil Dev a very famous former Indian cricket player. He won the Cricket World Cup of 1983. He also remained the coach of Indian Cricket Team for one year. He is the Indian cricket player, who took highest wickets In the Cricket game, 111 Score reflects Nelson in the Cricket; It means the tragic position (a batsman without the bails that is no more in the game). Nelson signifies the Admiral Nelson the flagman of the British Army, who had only one eye, one leg, and one arm at the end time of his existence. So 111 supposed to be unlucky Cyrus Gayle is the only player, who smashed the first sixes on the first ball of a test match. Christopher Henry Gayle (born 21 September 1979). He is the only player who was honored to make two triples centuries in test series. (317 Against South Africa in 2005 and score 333 Against Sri Lanka 2010) Vinod Kambli's test match average is better than his childhood fellow Sachin Tendulkar. Vindo Kambli is the former Indian first-class cricket player. He was the middle order batsman in Cricket team. Another interesting fact is that he is the only player, who made a century on his birth date Saourve Ganguli and Rohit Sharma are the two best players of Indian Cricket. They had smashed century in knock Out World Cup. The only Cricket rule of the Cricket that has never changed since the game is started i.e. pitch length (22 yards / 20.12 m long and 3.05m wide) Peter Siddle is the only player, who recorded a hat-trick on his birth date. Peter Siddle is the cricket player from Australian cricket team. 25th November 2010 on his 26th birthday he did his hat-trick By considering balls bowled. World's shortest cricket test match was being played among West Indies and England. That was of only 10 balls at North Sound Ground on 13th Feb 2009. The match had drawn. The very world's first Cricket World Cup was being organized for women's in 1973 and thus, the men's World Cup was being organized in 1975 A very interesting fact that most of the people think that cricket rules were made by the ICC. But in actual, cricket rules were made by the Mel burn Cricket Club MCC