History of Quality Management Riyad Bank

Introduction Quality management is a vital process in a firm, an organization or a business entity that will either accrue success or will deem the institution a failure. In relations to this, It is very important to take keen note of the selection, recruitment and employment of the people who are to work in the institution (Boxall, Purcell, 2011, p.24-40).Advertising We will write a custom report sample on History of Quality Management: Riyad Bank specifically for you for only $16.05 $11/page Learn More In essence, quality management (which mainly entails good HRM practices being observed) deals with the welfare of the customers and how they contribute to the institution. It also deals with a wide range of activities concerned with organizational effective practice so as to make sure that the employees are in a position that they can achieve the goals that have been set and serve needs of their customers (Wong, Snell, 2003, p.53-56). Additionally, qua lity management requires strategic plans that are geared towards affecting the set standards that the organization is to achieve. Effective quality management—via adequate human resource management—also entails other salient managerial practices, as detailed below. It entails a number of practices that could help the organization in achieving its set standards. For instance, it has to focus on the risk management, customer and employee safety, future plans and the number of customers as well as employees. The four activities that have been mentioned need to be taken with a lot of care as they will affect the organization or institution directly. For instance, risk management of the employees is as core subject (Noe et al., 2011, p.20-30). This could be in terms of their health or even physical well-being. Not taking care of the risks of employees could easily affect them thus resultantly limiting their efficacy in serving their customers (Bratton Gold, 2007, p.40-50). Secondly, employee safety is another aspect that needs to be conducted with a lot of care and focus. Employees could be affected directly, and in worse cases, they could lose their lives or body parts in case of an accident during the working in the organization thus affecting how they deliver services or products to their customers. Similarly, appropriate measures should be taken to ensure that the services and products delivered to consumers are safe. Thirdly, the organization has to focus on the future development of the employees and consumers as well. For instance, it has to make budgetary estimates that will keep the employees destined to make the best performance. Employees who are satisfied with their pay have been known to work better than employees who keep complaining about their work and their purported pay (Pilbeam Corbridge, 2006, p.15-25). This satisfaction directly translates to better satisfaction of consumers who are served appropriatelyAdvertising Looking f or report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Lastly, an organization has to focus on having the best number of employees that could accrue performance thus satisfying their customers (Evans et al., 2007, p.1-3). An organization should take keen notice on the employment levels that do not affect performance (Gup, 2011, p.10-30). It should avoid underemployment and over employment but focus on employees that are likely to ensure customer satisfaction. This means that, the organization or business should employ workers to the maximum of the capacity as long as it performs to the required needs of their clients. Selection and placement Riyad bank is an employer that focuses on getting the best performance from their employees. The bank has perfected its services as it deals with delicate financial services that could fluctuate in demand if they are not treated carefully. In essence, it has to focus on the services that are offered to their customers in the satisfactory standards to make the customers coming back for more of the services (Riyad Bank Official Website, 2011). In this respect, the bank uses strategies that are perfect in coming up with the selection of their employees. It is known that, selection of employees goes a long way in the performance of the organization (Noe et al., 2011, p.30-40). Therefore, the top-notch employees that are available in the market will place an organization at the top as compared to employees who are chosen from non-perform aspects of the economy (Evans et al., 2007, p.2-4). Riyad bank strategizes on the selection of top employees who have experience in the banking sector. Employees who are known to have experience in the banking sector are well versatile with the performance of the banks and will give better services (Riyad Bank Official Website, 2011). Experienced employees tend to give satisfactory services to the customers as they will focus on cus tomer satisfaction (Anisa, 2008). Similarly, experienced employees in the banking sector could have loyal customers who could move in with him to the bank. This could be an advantage to the bank as it will increase its customer and client level (Boyd, 1997, p.25-30). These are types of customers who are satisfied with the service of a certain employee and they could get to move from a bank to another, for the sole service of the particular employee. ). In this respect, Riyad bank recruitment practices tend to give emphatic preference to experienced employees. Riyad bank has an exceptional selection process and criterion that entails a number of potential employees that are called in for an interview. If there is any vacancy, the bank advertises for a replacement of the position. Applicants drop in their applications for the particular job vacancy. The bank selects the qualified applicants and schedules for an interview, which is done by the selection board. The selection board is an experienced inclusion of people who have studied and mastered the art of human resource management. Similarly, they have been working with a large number of employees and have known the potential of employees by just looking at their character and behavior (Riyad Bank Official Website, 2011).Advertising We will write a custom report sample on History of Quality Management: Riyad Bank specifically for you for only $16.05 $11/page Learn More After the selection of the qualified applicants, the interview is scheduled to take place. In the interview, the potential employees are keenly observed and asked critical information about their expectation and how they are to perform towards attainment of their missions (Riyad Bank Official Website, 2011). It is believed that employees are people who have their own expectations, believes, a wide range of goals and a number of needs which they need to fulfill (Sreenivas, 2006, p.40-50). On the other hand, the employ er, in this case Riyad bank has the same. Therefore, there has to be a balance of performance to satisfy both the employer and the employee to fulfill their desires. If not, one of the two principles will run in loses thus impact the company negatively. It is worth noting that, since the bank greatly reveres its consumers, the above-mentioned selection and recruitment procedure is normally tailored in a way that consumers are easily satisfied by the services of the company. A good example here is the bank’s use of suggestions from consumers in placing fitting recruitment procedures. Training and development Training and development of employees is an essential practice in any employment sector (Barrierfree-recruitment.com, 2004. This is due to the fact that it directly affects the employees in their interaction with the clients. Riyad bank has greatly invested in the training of employees to foster their action in serving clients. It is widely known that employees do not have to incur any expense that concerns training for their jobs. The employer has an obligation of paying for the expenses that an employee will incur (Gup, 2011). Therefore, the training and development will be an initiative that will drive the performance of the employees (Barrierfree-recruitment.com, 2004). For new employees in the bank, there is a special training that they have to attend before they start working officially. This is an introductory training that is vital in shaping up an individual in the working environment. During this time, they are introduced to the ethics and ethos that are involved so as to perfect on their indulgence with clients. Since the bank operates throughout the year, all the employees cannot train in the same period. It has therefore arranged the trainings in that they feature a number of employees from different departments. They train in different sessions to accrue a constant working structure that will not affect the customers and clients.Adverti sing Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The trainings equip the employees with vital information that is used to boost the person’s career and service that he or she offers to the clients. During these trainings, the employees get to intermingle with some clients. This not only helps them in knowing adequate ways to serve their customers but it also helps the employees to grasp vital lessons that will duly enhance their efficiency (Riyad Bank Official Website, 2011). In coming up with better development, Riyad bank has designed proficiency tests for new employees. These are the exams that employees have to partake in making sure that they are qualified for the career and they are able to offer desired services to their clients. Performance management and CSR (Corporate Social Responsibility) In quality management, performance is normally rated in terms of the customer satisfaction. The more satisfied a client is, the better the employees are rated in terms of performance. In relations to this, it is believed that p eople who work in a team have better performance than individuals who do not have indulgence of team work. In effecting team work, Riyad bank arranges for team-building activities for employees and their customers. The employees are treated for an excursion that is out of office where they get to interact with their clients. During such events, the employees and customers get time to bond, get entertained, make strong friendly relations and foster the mutual establishment of a well-performing business environment. In the end, the employees are encouraged to work as a team with the customers in making sure that the bank succeeds in offering the best services and products as compared to their competitors (Riyad Bank Official Website, 2011). Riyad bank also awards good performing workers just in the same way they periodically award diligent consumers. These rewards can be in form of travel tickets, cash bonuses, trophies and attendance to some exquisite parties. CSR practices such as i ssuing scholarships to needy students, helping in the building of schools and hospitals in the region, or even feeding the needy are also commonly done by Riyad Bank. This, probably, is the reason why employees in the company are normally highly motivated to performing better while more clients keep on streaming to the Bank. Career development According to Gup (2011, 35-45), employers should make sure that the employees have better working conditions that develop their career. If the working conditions are not appealing, the workers could ditch the employer for another option that offers better services (Nankervis Compton, 2006, p.83-90). Recently, Riyad bank decided to indulge closely with employees to make sure that they are satisfied with the working condition. In this respect, the bank gives the employees an opportunity to choose on their preferred off days and leave holidays. This is an initiative that helps the employees to have apt control over their career (Noe et al., 2011 , p.34-40). The employees will have devoted ample time for working and developing their career making it a success thus working more effectively With respect to quality management of its clients, the Bank encourages its customers to apply for positions in the Bank (Riyad Bank Official Website, 2011). This not only helps in bettering relations between the bank and its surrounding environment but it also helps in alleviate employment problems in the region. Recommendations and Conclusion In spite of all the positive managerial intricacies reported of Riyad Bank, it is worth noting that the quality management ventures of this bank, just like many other institutions, have not been utterly successful. A few limitations like finances to support their innumerable quality management programs, and the company’s commitment to many CSR practices has hindered it from achieving ultimate efficacy. Nonetheless, it is commendable to note that, over the recent past, Riyad Bank has been collab orating with other professional institutions in bettering its quality management (Riyad Bank Official Website, 2011). In a great way, this has fuelled the nature of professionals that work in their company which, resultantly, has facilitated better performance in their company and other partnering companies as well, in serving their customers. To further propel this progress, more avenues of augmenting their quality management initiatives need to be resourced based on the ever increasing need for learning and skillfulness in today’s complex business world. A good starting point would be the general scholarly recommendations that have been given in the course of this report. Other general recommendations include: Being more supportive of quality management initiatives not just in terms of finances but also in other vital aspects like moral support and being patient with those involved in the process (McLeod, 2003, p.121-125). Employers should conduct rigorous interviews when selecting their employees in order to ensure that they are team players, hardworking and well-fit for the type of work they will be doing. But even more importantly, they should be people who are willing to teach other while they are also being taught (Poon, 2004, p.333). More training programs and initiatives should be introduced in the organization so as to help them strengthen their positive aspects while concurrently working to overcome their limitations, weaknesses or challenges (Paton, 2009). Based on the difference in customers’ needs and wants, careful selection should be done when choosing the quality management practices to be used (Nyman Thach 2009). In order for a company to ensure adequate performance management and full efficacy; McLeod advises that quality management should be combined with other strategic HRM methods. The concerned institutions and leaders (like the government, the police, private and public sector leaders) should ensure that relevant policie s are put in place to combat the rampancy of criminal activities that limit the efficacy of quality management practices (Anisa, 2008). There should be an increased involvement of customers in company initiatives. This will help the company in tailoring better products and services for these consumers (Baker et al. 2007, p.428). Organizations and businesses people must learn ways in which they can best incorporate new technologies without having any derogatory effect on their businesses (Millmore et al., 2007, p.152-155). Remarkably, the evaluation done on Riyad Bank is majorly based on information from secondary sources (mostly Riyad’s Bank website) and thus might be subject to some minimal errors. However, other independent writings from other authoritative sites—used herein—also tend to speak in the same wavelength as Riyad Bank’s website thus ascertaining the validity and objectivity of the evaluation done. Nonetheless, exhaustive researches need to be done on quality management in order to find other ways in which the efficacy and progress can be further pluralized (Tangen, 2004, p.726-728). References Anisa, Q. (2008). A manager’s guide to improving workplace performance. Retrieved from http://findarticles.com/p/articles/mi_qa5383/is_200801/ai_n25419012/ Baker, S. L., Beitsch, L., Landrum, L. B., Head, R. (2007). The role of performance management and quality improvement in a national voluntary public health accreditation system. Journal of Public health management Practice, 13 (4), 427-429. Barrierfree-recruitment.com. (2004). Recruitment hints and tips Web. Retrieved from http://barrierfree-recruitment.com./recruit/recruit.htm Boyd, L. H., James F. C. (1997). A Cause-and-effect approach to analyzing performance measures. Production and Inventory Management Journal, 38 (3), 25–32. Boxall, P., Purcell, J. (2011). Strategy and human resource management (3rd Ed.). London, UK: Palgrave Macmillan. Bratton, J., Gold, J. (2007). Human resource management: theory and practice (4th Ed). Basingstoke: Palgrave Macmillan. Business Wire. (2010). Research and markets: recruiting and retention strategies. Retrieved from http://www.thefreelibrary.com/Research+and+Markets%3a+Recruiting+and+Retention+Strategies.-a0239079190 Center for Financial Training. (2009). Banking systems. New York: Cengage Learning. Evans, C., Glover, J., Guerrier, Y., Wilson, C. (2007). Effective recruitment strategies and practices. Retrieved from http://www.uoc.edu/symposia/genere_tic/pdf/pres/Recruitment_Strategies__Practices-ebook.pdf Gup, B. E. (2011). Banking and financial institutions: a guide for directors, investors, and borrowers. New York: John Wiley and Sons. McLeod, A. (2003). Performance coaching – the handbook for managers, h. r professionals and coaches. New York: Crown House. McTeer, W., White, P. G., Persad, S. (1995). Manager coach mid-season replacement and team performance in professional sport. R etrieved from http://findarticles.com/p/articles/mi_hb6401/is_n1_v18/ai_n28653089/ Millmore, M., Lewis, P., Saunders, M., Thornhill, A., Morrow, T. (2007). Strategic human resource management: contemporary issue. Harlow: Prentice Hall. Nankervis, A. R., Compton, R. (2006). Performance management: theory in practice? Asiapacific Journal of Human Resources, 44 (1), 83-101. Noe, R. A., Hollenbeck, J. R., Gerhart, B., Wright, P. M. (2011). Fundamentals of human resource management (4th Ed). New York, NY: McGraw-Hill Irwin. Nyman, M., Thach, L. (2009). Coaching: a leadership development option (performance coaching). Retrieved from http://www.highbeam.com/doc/1G1-193147563.html Paton, N. (2009). Thinking outside the performance management box. Management-Issues. Retrieved from http://www.management-issues.com/2009/5/26/research/thinking-outside-the-performance-management-box.asp Pilbeam, S., Corbridge, M. (2006). People resourcing: contemporary HRM in practice. London, UK: Prentice Hall. Poon, J. (2004). Effects of performance appraisal politics on job satisfaction and turnover intention. Personnel Review, 33 (3), 322-334. Riyad Bank Official Website. (2011). http://www.riyadbank.com Sreenivas, T. (2006). Banking sector and human resources: changing scenario. New York: Discovery Publishing House. Tangen, S. (2004). Performance measurement: from philosophy to practice. International Journal of Productivity and Performance Management, 53 (8), 726-728. Wong, Y., Snell, R. (2003). Employee workplace effectiveness: implications for performance management practices and research. Journal of General Management, 29 (2), 53-56. This report on History of Quality Management: Riyad Bank was written and submitted by user Ignacio Lindsay to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Jeb Bush Net Worth

Jeb Bush Net Worth Jeb Bushs net worth is at least $19 million and as much as $22 million, according to tax returns made public by his presidential campaign in 2015 and public remarks by his aides. The disclosures showed Jeb Bushs net worth grew dramatically in the eight years of private-sector work following his departure as governor of Florida in 2007. Sources of Net Worth in Financial Industry Bush has earned his money in the private sector from speaking and consulting work in the financial services industry, including private equity. Among the firms hes been associated with are  Lehman Brothers and Barclays. Bush was worth only $1.3 million when he left the Florida governors mansion in 2007. He  was paid more than $28 million since leaving office, according to a New York Times analysis in 2014. That included $3.2 million from serving on the boards of public companies and giving more than 100 speeches for which he was paid at least $50,000 each. His pursuit of wealth is well documented and will likely become a point of contention should he seek any public office in the future. Why a Large Net Worth Can Be Bad In Politics Bushs net worth became an issue for him in the 2016 presidential race. Thats because of his reported aggressive quest for wealth in the years since he left the governors mansion in Florida. Some political analysts said they believed Bush would face similar hurdles connecting to middle-class Americans as did 2012 Republican presidential nominee Mitt Romney, one of the wealthiest candidates to seek the White House in modern history. â€Å"Running as the second coming of Mitt Romney is not a credential that’s going to play anywhere, with Republicans or Democrats. Not only would this be problematic on the campaign trail, I think it also signals someone who isn’t seriously looking at the presidency or he wouldn’t have gone down this path,†Ã‚  Republican consultant  John Brabender told Bloomberg Politics in 2014. Jeb Bush Takes Flack For Rush to Make Money Bush entered the Florida governors mansion in 1999 worth about $2 million, according to published reports detailing his personal finances. In his eight years as governor, Bush would tell reporters his family finances suffered because of his public service, according to the Tampa Bay Times. He left office with a net worth of $1.3 million. In their book about the 2012 presidential campaign, Double Down, journalists  Mark Halperin and John Heilemann describe Bushs quest for wealth as a driving factor behind his decision not to seek the Republican nomination that year. He said he wanted to pursue greater wealth instead. The former Florida governor was telling everyone the same thing hed told Romney: he planned to stay on the bench. It wasnt so much concerns about a Bush hangover that were keeping Jeb there. It was his bank account. You dont understand, Bush would say to the Republican poo-bahs begging him to run. I was in the real-estate development business in my state. There was a huge bubble, but I missed out because I was governor for eight years. So Im starting from scratch. If, God forbid, Im in an accident tomorrow- Im in a wheelchair drooling, saliva coming from my mouth- whos going to take care of me? What are my wife and kids going to do? Ive got to look after my family. This is my chance to do it.

Victory Arch of Titus Essay Example | Topics and Well Written Essays - 1250 words

Victory Arch of Titus - Essay Example The Arco di Tito (Arch of Titus) is situated in a slightly raised position on a branch of the Palatine Hill at the entrance to the Forum. Its religious relevance lies in its portrayal of the conquest of Jerusalem and its revered temple by the Romans in 70 AD.1 Domitian erected the Arch of Titus. In the year AD 70, Domitian was the Emperor of Rome. The Empire then was in a status of excellence. People all over were talking about the triumphs of Domitian’s brother Titus. Titus then was heading his army into Jerusalem to conquer the Jews in the Emperor’s name.2 Sometime around AD 80 word arrived that Jerusalem had been defeated and that Titus would be returning with the wealth of Jewish Temples. To await his return, Domitian ordered the building of the Arch. The Victory Arch of Titus honors Titus triumphant defeat of Jerusalem after the huge Jewish uprising around 70 AD. Although it was most likely built by Titus’ brother and successor, Emperor Domitian, there are some who believe that it was actually built by emperor Trajan because of resemblance to the Arch of Trajan located at Benevento. Titus had actually already died when the arch was constructed, but Titus younger brother Domitian was emperor, and he wanted people to think of his brother Titus. Hence, the writing has Titus name on it. (It says, the Senate and the People of Rome, to the Divine Titus, son of the Divine Vespasian, Vespasian Augustus).3 The letters were originally distinguished in shimmering bronze letters, but the bronze was stolen away. The Arch of Titus is situated on the topmost point of the Via Sacra, a road leading to the Roman Forum. It is positioned at the eastern most side of the forum and was used as an entrance and exit to the forum. This is a solitary arch, 15.4 meter high, 13.5 meter wide and 4.75 meter deep.4 At the interior of the arch are two panels with reliefs or an art figure in which the top exterior of the art work reveals some

IKEA UK Marketing Analysis Essay Example | Topics and Well Written Essays - 2500 words

IKEA UK Marketing Analysis - Essay Example As the paper stresses the UK furniture and furnishing industry is substantial, thus makes a significant contribution to the UK economy, including the GDP and employment of UK citizens. There are approximately 8,116 companies in the UK furniture and furnishing industry, including retailers, wholesalers, repair, leasing and specialist designers. The furniture and furnishing industry in the UK is segmented into three major sub-sectors based on the different products and markets therein as well as the characteristics of the buyers, including domestic, office and contract sectors. Companies in the UK furniture and furnishing industry often serve more than one market. As the report declares the UK furniture and furnishing industry comprises many micro and small to medium businesses that specialize in furniture, furnishings, retail, repair and design. However, the industry is not well recognized at the political level and does not receive the government support it deserves despite its contribution to the UK economy. Nevertheless, this industry has experienced growth in imports while exports registered a slight fall in the year 2013. China, Germany and Italy are key players and drivers of the import growth while the Republic of Ireland, Germany and France are the main destinations for exports from this industry in the UK. IKEA, UK uses demographic bases including age, sex, family, job type, socioeconomic status and life cycle to segment its markets.

My topic about overweight and obesity Essay Example | Topics and Well Written Essays - 1000 words

My topic about overweight and obesity - Essay Example As compared to 1980s, the rate of obesity has doubled in Australia and now Australians are equal to Americans in the case of overweight and obesity. Long time television watching is said to be the major cause of the increased obesity rate in Australia. Many researchers describe obesity as an epidemic in Australia. According to an Amen Clinic research report â€Å"as one’s weight goes up the function of one’s prefrontal goes down† (GATS Program, 2011). In 2007, WHO surveys on overweight and obesity have found that Australia possesses 21st rank in the world. Indigenous populations are the most affected groups by obesity in Australia. It is alarming that obesity rates among Australian children have rapidly risen during the last two decades. Medical science has proved that obesity and related health features may lead to ranges of severe diseases. Therefore, as Gard (2011, p. 64) opines, this uncontrollable increase of obese persons in Australian badly affects Austral ian healthcare as well as the entire economy. Statistics It is necessary to analyse the both Australian and international statistical data regarding obesity so as to explore the level of difference and thereby potential reasons. Australian as well as international obesity statistics are described below. Australian statistics This diagram indicates the prevalence of overweight in Anglosphere and is based on the data published by World Health Organization in 2007. From the graph, it is obvious that overweight prevalence of Australia ranks 3rd in Anglosphere. We know that United Kingdom is approximately three times bigger than Australia; however, the overweight rate of UK is 63.8% whereas it is 67.4% in the case of Australia. The obesity rate of Australia is much more than that of international obesity rate and this condition reflects the dreadfulness of overweight and obesity in Australia. A study conducted by Janus, Laatikainen, Dunbar, Kilkkinen, Bunker, Philpot, Tideman, Trimacco, and Heistaro (2007) reflects that â€Å"the overall prevalence of overweight and obesity combined was 74.1% in men and 64.1% in women† (Janus et al, 2007,p. 147). Although, obesity is comparatively less prevalent in Australian young women, it is observed that they show a rapid rise in their body mass index. At the same time, According to Gard (2011, p. 64), a higher rate of obesity is observed among women of 35 -44 age group; and Australia spends an average of $13 billion per year in order to tackle the severe issues of obesity and related diseases. WHO also adds that nearly a million Australian people now have type 2 diabetes and a major portion of which can be surely attributed to the aftereffects of obesity. International statistics According to world health organization, ‘there are more than 1 billion overweight adults’ globally including 300 million obese (WHO). Since this disorder is not caused by a specific reason, it is very difficult to control this dise ase by medical treatment. Jones’ (n.d) report on obesity reflects that 1.5 billion adults under the ages 20 and above were overweight in 2008; among these certified overweight figures, 200 million men and nearly 300 million women were obese. This international statistical data indicate that women are the most affected group of obesity while the Australian obesity statistics

Navigation v Conventional Techniques for Orthopaedic Surgery

Navigation v Conventional Techniques for Orthopaedic Surgery Bone Cutting, Soft Tissue Balancing; Cup Implant, Leg Length Discrepancy: Navigation vs. Conventional technique. Introduction In last decade, navigated implantation has become very popular and used in diverse areas of orthopaedic surgeries. This may be in total knee prosthesis, total hip arthroplasty and to restore leg discrepancies. All above surgeries require an accurate alignment of the implant, which is essential for implants long term survival. This is evident from the fact that in total knee replacement (TKR) surgeries proper bone cutting is necessary [1], total knee arthroplasty (TKA) requires correct soft tissue balancing [2], appropriate implantation of cup and stem in total hip arthroplasty (THA) [3], correcting leg discrepancies in total hip replacement (THR) [4]. Navigation system developed improves the reproducibility over conventional methods and assists surgeons with data for optimal position of implant to each individual patient. [2, 3] It was hypothesized that navigation assisted technique would result in achieving bone cut accuracy, better soft tissue balancing, good implant of cup and stem and enhanced joint reconstruction and control in leg length discrepancy as compared to conventionally used methods. Methods To test positioning time and bone cut accuracy in total knee replacement (TKR). Study involved 40 patients (23 females, 17 males) assigned randomly to TKR surgery using either conventional (n=20, mean patient age= 67.3 years) or Pivotal (n=20 mean patient age= 69.1 years) cutting blocks. Primary indication for surgical treatment was osteoarthritis (n=36), rheumatoid arthritis (n=3) and secondary posttraumatic gonarthrosis after tibial plateau fracture (n=1). All cases had posterior stabilized system with standard patellar component. The surgical approach used was medial parapatellar (n=8) or midvastus (n=32) approach. The implants used during the process were Scorpio PS (n=7), Scorpio Flex (n=20), Next Gen LPS (n=10) and LPS Flex Mobile bearing systems (n=4) fixed to bones by pins and screws. Accurate positioning was obtained by using navigation system. Block position was finalized by surgeon using this navigation system. Statistical differences in time and cut angles were measured by Mann-Whitney test (two-tailed; SPSS for Windows, Version 11.5). The significan ce level was set at p ≠¤0.05 for all analyses. [1] To test soft tissue balancing in total knee arthroplasty (TKA). The study included 120 patients [navigation assisted gap-balancing (n=60); conventional resection technique (n=60)], enrolled and randomized using computer-generated numbers. An inclusion criterion was substantial pain and loss of function due to osteoarthritis of knee, with any degree of genu varum deformity. An exclusion criterion was genu valgum deformity, earlier knee surgery that required removal of metallic implant, or revision of TKA. Four patients were lost to follow up and therefore excluded from study. All surgeries were done by single surgeon. Both patient groups showed no significant differences in terms of demographic characteristics, knee functions, preoperative hospital-for-special-surgery (HSS) scores and degree of preoperative deformity. Follow up period was minimum 24 months post-surgery (mean follow up = 28 months). Surgical technique was similar in all patients consisting of midline skin incision and a medial parapatellar approach. Gap measurement was done at full extension and at 90à ¡Ã‚ µÃ¢â‚¬â„¢ of flexion on medial and lateral sides of knee joint and defined as medial extension gap (MEG), medial flexion gap (MFG), lateral extension gap (LEG), and lateral flexion gap (LFG).Clinical outcome assessment was measured by HSS and ranges of motion (ROM) scores at latest follow up. All patients went through pre and post-operative (3months after surgery) standing radiographic assessment of AP and lateral views of entire lower limb. Student’s t-test or Mann–Whitney U tests was used for comparison of four variables in study, postoperative post-operative mechanical axes, HSS scores, and ROMs, between the two groups. The chi-square test was used for comparison of proportion of outliers (trapezoidal gaps) in symmetric gap and mechanical axis. [2] To Test good implant of cup and stem in Total Hip Arthroplasty (THA) The study involved 84 patients in two groups Navigated (42) Nonnavigated (42), with surgeries performed by investigator. Implant position was evaluated in post-operative anteroposterior radiography 2-3months after index surgery. Pelvic radiographs were taken in standing position of patient. Operated hip joints classified on basis of preoperative radiographs in three subgroups: Group 1: preoperative leg shortening (>5 mm); Group 2: preoperative leg length equality ( ±5 mm); Group 3: preoperative lengthening of the operated leg (>5 mm). Projected values for caput collum diaphysis (CCD) classified in three subgroups: 135 °. If any change in leg length was measured using distal line between teardrop figure and proximal corner of the lesser trochanter as an anatomical landmark. Scaling of pre and post-operative radiographs was distance between two teardrops and the head diameter of the hip replacement. Radiographic cup positions were measured for inclination with respect to teardrop line. All surgeries were done when patient was in 30 ° to 45 ° position. Any complication aroused during intraoperative and post operation was documented. General data (CCD angle, age, BMI) for both groups were compared as per Mann-Whitney U test for nonparametric values and chi-square test for distribution of operated leg, gender and indication. [3] To Test enhanced joint reconstruction and control in leg length discrepancy Retrospective study involved 44 patients divided in two groups A (n=22; navigation/computer assisted THR) B (n=22; conventional free hand THR). Inclusion criteria involved patients with BMI 2 cm), or a major deformity of the femoral head or neck were excluded from study. Each patient in group A was matched in group B. This matching was done on basis of age (max difference +3 years), sex, arthritis level, preoperative diagnosis, and preoperative limb length discrepancy (max difference. + 0.3 cm). The length of involved limbs was less than or equal to that of the contralateral limb in all cases. The two groups were also compared according to hip function and number of postoperative dislocations. The same posterolateral approach was made to the hip joint in both groups, and the same prosthesis was used in all cases. The duration of surgery was documented. Digital radiographs (as per standardised protocol using same magnification) were used for pre and post-operative measurements of li mb length discrepancy and femoral offset. Radiographs were repeated if any mistake detected and these radiographs were assessed by independent radiologist blinded to original procedure. All episodes of hip dislocation were documented. At minimum follow-up of 3 months clinical outcome was evaluated using Harris Hip score. Statistical analysis was carried out using SPSS for Windows Release 11.0. Differences between two groups were measured using independent Students t-test or Mann-Whitney nonparametric test depending on the data distribution of the continuous variables. [4] Results Pivotal block consumed approximately half the time to adjust saw blade and perform proximal tibial and anterior and femoral resections as compared to conventional block. Statistically significant difference was observed in Pivotal and conventional blocks with respect to angular difference between instrument slots and resultant bone cuts in frontal plane. Also, Pivotal blocks eliminated angular differences >1à ¡Ã‚ µÃ¢â‚¬â„¢. [1] The mean intraoperative gap in conventional resection technique group for MFG (medial flexion gap) was significantly greater (24  ± 3 mm) than navigation assisted (NA) gap-balancing (22  ± 3 mm) (p = 0.028), but other three gaps (LFG, MEG, and LEG) did not differ significantly between the two groups (p = 0.167, 0.693, and 0.471, respectively). Statistical significant difference was seen in terms of kind of gaps in both groups: NA group, 88% (53 knees) -rectangular gaps and 12% (7knees)-trapezoidal gaps. Whereas in conventional group 75% (42 knees) -rectangular gaps and 25% (14knees) had trapezoidal gaps. Greater difference in medial gap difference (MGD; MFG-MEG) outliers in conventional group (23%) than NA group (5%) (p = 0.025). No difference was noticed in average postoperative mechanical axis of lower limb between NA and conventional group (1à ¡Ã‚ µÃ¢â‚¬â„¢  ± 2à ¡Ã‚ µÃ¢â‚¬â„¢ vs. 1à ¡Ã‚ µÃ¢â‚¬â„¢  ± 3à ¡Ã‚ µÃ¢â‚¬â„¢; p=0.558). Greater number of outliers were seen in m echanical axis (>183à ¡Ã‚ µÃ¢â‚¬â„¢ or Statistical difference was noted in patient’s age at time THA, with p value slightly below 0.05. Significant difference was seen during radiologic analysis of cup position {Non-navigated: 53 °, SD 8.1; Navigated: 44 °, SD 5.6, p135 °. No implant related or navigation technology related complications and no joint dislocations in both groups were noted. [3] There was no statistically significant difference in patient demographics. In both groups preoperative limb length discrepancy, no significant differences were noted. (0.9 cm navigation/computer assisted THR vs. 1.1cm free hand/conventional THR). Mean surgical time was 102.6 min, comparatively longer in navigation/computer assisted THR than free hand/conventional THR (87.7 min) Statistically significant difference was seen in mean postoperative leg length discrepancy of 0.4 cm in navigation/computer assisted THR to that of 0.8 cm (free hand/conventional THR). There were no cases of postoperative cases with leg length discrepancy > 1.0 cm >2.0 cm for navigation/computer assisted THR. However, in 9% cases (2patients) postoperative cases with leg length discrepancy > 1.0 cm was noted and 3patients (13.6%) had postoperative over lengthening mean of 0.4 cm in Free hand/conventional THR group. Recreation of femoral offset better in navigation/computer assisted THR than free hand/conventio nal THR group. Preoperative and postoperative femoral offset difference less in navigation/computer assisted THR than free hand/conventional THR, which was statistically significant. No statistically significant differences in Harris Hip Score in both groups. [4] Discussion The comparison of patient groups in navigated and non-navigated techniques may be a possible method for obtaining useful information regarding various orthopaedic surgeries. In our studies long term survival of prosthesis can be improved by accurate positioning of implant. This can save time and improve accuracy of the procedure. Klima, 2008 showed pivotal blocks used during surgery improved bone cuts and reduced time for positioning and adjustment by nearly 50%. In addition, navigation technique used allowed initial positioning to be achieved in 5-10 seconds. Also, navigation system indicated that all patients were within 3à ¡Ã‚ µÃ¢â‚¬â„¢ in frontal plane angular bone cut deviations of ideal mechanical axis. Conventional blocks used were found to be associated with some degree of motion during insertion of pins, but this was not the case with pivotal blocks. [1] Lee. et al, 2010 showed, soft tissue balance can be achieved by having equal extension and flexion gaps after bone cutting and no inclination between medial and lateral bony surfaces. Any error in bone cutting can affect overall postoperative mechanical alignment and quickening of wear process. In study it was found that use of navigation guided gap balancing technique improved in creating accuracy of rectangular space between bones as compared to conventional measured resection technique. Only 12% (7 of 60 patients) in navigation TKAs had outliers of >3mm either medially or laterally in extension gap or 90à ¡Ã‚ µÃ¢â‚¬â„¢ flexion were seen as compared to conventional TKAs (25%) [14 of 56 patients]. As compared to earlier studies, this study had outliers of the medial and lateral compartments together. There was no significant gap differences (FGD, EGD, and LGD) in both navigation assisted and conventional groups, in spite of that navigation guided technique proved to be more reliabl e in attaining equal joint gaps as there were small proportion of outliers in that group. Significant difference was seen in medial gap difference (MGD) in two groups. There were limited outliers in MGD observed and moreover navigation technique can be easily reproduced as compared to conventional technique, so this prevents unnecessary any over release of medial soft tissue during TKA. In addition, navigation system helped surgeon in correcting any kind of deformed alignment. Clinical outcomes were similar to both groups even though navigation group showed more accurate gap balancing than conventional group. This can be attributed to the fact that relatively small amount of asymmetry in soft tissue balancing in conventional group. Also, both groups had relatively short term follow up and inaccurate scoring system. The study had several limitations: during gap measurement patella was in laterally everted position, which is not anatomically correct. Ligament balancing was not taken i n consideration. Gap measurements was done by surgeon who performed operation in the study, this may have led to bias. [2] In a study by Mainard, 2008 showed that comparing navigated and non-navigated techniques can lead to information about benefits and any improvement required for position of implant. In this study, there was a clear and significant improvement of acetabular cup positioning by use of THA navigation. In both methods average total limb lengthening of operated joint was below 10mm (9.2 mm Non-navigated, 8.5 mm Navigated ), i.e. below clinical relevance value and comparable to other studies (mean lengthening 7mm). Mean post-operative limb discrepancy is close to 5 mm (6.2mm Non-Navigated; 4.4mm Navigated) comparable to 3.9 mm in other study with patient pool of 420. This study however had several limitations: retrospective in nature; Measurements of implant position are less accurate than CT based measurements; Radiologic and ante-version taken in standing positions with anteroposterior radiographs (not to exceed deviation of 5 mm compared with CT); Limb length data of un-operated hip join t is small (+ 1.3 mm- navigated ; -1.3mm – nonnavigated); Cup position measurements unimproved as patients radiograph is not in standing position; No change in leg lengthening data using navigated or non-navigated technique. [3] In a study by Confalonieri, et al, 2008 showed that to resurface hip arthroplasty short stem prostheses is an attractive alternative option with same selected indications. In this study 22 patients in each group were match paired using same modular short stemmed femoral component. Strict criteria were adhered to achieve the match. At minimum follow up of 3 months after surgical intervention results showed computer navigation provided better results in correction of limb length discrepancy and restoring original offset. However, there were few limitations associated with the study: Retrospective; patients were not randomized; short follow up; small number of cases in each group (hence, no clinical difference detected and findings for improvement in dislocation risk). [4] Conclusion From above studies it can be concluded that given correct indications navigation guided technique is a minimally invasive surgical option and is significantly better than conventionally used technique in orthopaedic surgeries which proves our original hypothesis. Though it might take a little longer time but can give better and improved results in bone cutting, soft tissue balancing, acetabular implant and correction of limb length discrepancy and restoring original offset depending on patient anatomy. Further research in this area is still directed. References Klima S, Zeh A, Josten C; Comparison of operative time and accuracy using conventional fixed navigation cutting blocks and adjustable Pivotal TM cutting blocks; Computer Aided Surgery, July 2008; 13(4): 225–232. Lee DH; Park JH; Song DI; Padhy D; Jeong WK; Han SB; Accuracy of soft tissue balancing in TKA: comparison between navigation-assisted gap balancing and conventional measured resection; Knee Surg Sports Traumatol Arthrosc (2010) 18:381–387. Mainard D, Navigated and Nonnavigated Total Hip Arthroplasty: Results of Two Consecutive Series Using a Cementless Straight Hip Stem; Orthopedics; Oct 2008; 31 (10); 22-26. Confalonieri N; Manzotti A; Montironi F; Pullen C; Leg Length Discrepancy, Dislocation Rate, and Offset in Total Hip Replacement Using a Short Modular Stem: Navigation vs Conventional Free-hand; Orthopedics; Oct 2008; 31 (10); 35-39. 1

The Incredible Peanut :: Botany

The Incredible Peanut According to Webster's New Collegiate Dictionary, a peanut is "a low-branching, widely cultivated, leguminous, annual herb with showy yellow flowers having a peduncle which elongates and bends into the soil where the ovary ripens into a pod containing one to three edible seeds" (7). However, this definition does not even begin to give any indication of the importance of the peanut as an agricultural power in the world today. Therefore, this paper will discuss the peanut including its history, economic uses, and other pertinent information regarding this amazing plant. The scientific name for the common, commercially grown peanut is Arachis hypogaea L. Contrary to popular opinion, however, the peanut is not really a nut such as a pecan or walnut. It is actually a close relative of the black eyed pea in the family Leguminosae. Legumes are plants in which the roots contain nodules of nitrogen fixing bacteria which return remarkable amounts of nitrogen to the soil. Logically, the peanut is a perfect crop to rotate in with soil depleting plants like cotton and is used extensively for this purpose (8). The peanut plant is a sparsely hairy, taprooted, annual bush about 45 cm tall when mature. The four main botanical varieties are Virginia, Spanish, Valencia, and Peruvian Runner. They are distinguished from each other by branching habit, branch length, and hairiness. The most interesting facet of peanut growth is the development of the seeds. After the small, yellow flowers pollinate themselves, the stalks at the bases of the ovaries, called pegs, elongate rapidly and turn downward due to geotropism. The peg then buries itself several inches in the ground to mature in approximately four months (6). In order for peanuts to be grown efficiently, several habitat criteria must be met. One of these is a suitable climate. For best yields, peanuts require a growing period of 4-5 months with a steady, rather high temperature and an annual rainfall of about 50-100 cm. The growing season must be long, warm and moist, but the harvest season must be dry so the pods will pull out of the ground. Another requirement is a light-col6red, well drained, sandy loam soil. If the peanuts are grown in too heavy soil, the pods will remain in the ground when the plants are harvested (4). Peanuts are grown in countries with warm climates all around the world. India produces about six million metric tons annually and is easily the world's leading producer.