Chess: Nervous System and Turkish Tribes

Chess is an old game which had been played by enemies of commanders before war began in order to they prove their intelligent against his rival centuries ago. Although chess did not become widespread among Turkish tribes in the past because of some religious and traditional reasons, finally it gained its reputation in most of school nowadays. It is well known fact that Turkish tribes are famous with epic warriors in according to varied source of history books. Chess is also epic game, with the chessboard resembles a battlefield and two sets of pieces the two contending armies and the two rival players think in terms of attack, defense, capture, threats ambushes and tactics. The chess game is full of such activities which suggest a real and live combat. It is obvious that this game is more suitable Turkish customs than other nation cultures even if chess is invented by Indian people. A player of chess is required some qualifications like he can make a decisive move in very complex situation even if under the pressure. That’s why a person who plays chess activates the central nervous system and develops positive emotional reactions. It is very good training challenging task and develop mental health in another stages for a person who plays chess. Opponents of chess have claimed that some arguments to support their arguments. Firstly, chess is objected by some people who misunderstood the Turkish religious because of it does not suitable for Turkish religious. So religious group assert that playing chess is a sin and it is banned by the god because, it was invented by the Indian people and they do not know anything about Turkish religious. But there are a lot of inventions in the Turkish society taken from other nations. Besides, god suggests that If something is useful for human there is no sin using it in the Quran. Secondly opponents of chess claim that playing chess means that spending waste of leisure. They claim that instead of playing chess, leisure can be spent more effectively with another sports. In fact that there is not any other game hobby or diversion as philosophical, intellectual, effectively and thoughtful as chess. In a word, it seems no doubt that there are many valid reasons in support of playing chess. We can understand that a person who plays chess can take a lot of benefit. There cannot be better pursuit than playing chess in leisure time. It not only keeps you busy but also gives entertainment.

Computerized Enrollment System Essay

Improvement in computer world means the act of making new arrangement or style of doing work, activities, and processes efficiently, effectively and faster from the past, that brings convenient to the people. Improvement is an opportunity for every one and in any organizations, the researchers want to have a part in this improvement either it be great or small, if there’s opportunity to be a part of this improvement the researchers wants to grab this opportunity. In this present world, technology is growing faster specially computer technology, using this kind of technology, information can be view very fast as well as to make reports out of this records through printing. In a school, computerized schedule retrieval is a great help to students, faculty and staff in terms of retrieving schedules of a student, subjects, instructors, rooms, and specific section and use it for a specific purposes. Using this kind of system can contribute improvements to the school. Look more:Â  example of perseverance essay In making schedules manually, it will take a long process since the staff assigned to it should assure that there is no conflict of schedules between rooms and instructors. The personnel should assure that the instructor should have not exceeded to the maximum load. The personnel should also assure that the schedules of those students should be distributed in regular school days, for night classes schedules should be in night time, and for weekend classes schedules should be in weekend days. Because of this the personnel becomes tired and sometimes when the personnel reviews the schedules, conflict of schedules occur, and posting the new schedules of every room can’t be done. And in the side of the students, they get tired writing the subjects and schedules in the form during enrollment. And finding vacant rooms in a specific time takes a time, since someone should go around and look for a vacant room. The researchers were hoping to reduce the time spent in creating the schedules, without conflict schedules, to reduce the time spent in getting schedules during enrollment, to access easily the schedules of rooms to find vacancy. Background of the Study Creating and retrieving schedules is not an easy job. It requires patience and perseverance. Patience in assigning every subject to a specific instructor in specific rooms, assuring that every schedules of every subject should be distributed in regular days, the personnel assigned to do this job assures that in every regular days a students should have a scheduled subject. The personnel assures that there’s no conflict of schedules like having 2 classes in the same room and time and Instructor is handling two classes at the same time. Perseverance that even if the personnel were very tired, he/she still needs to review the schedules to assure that all schedules were complete and no conflict of schedule. Many students get tired in writing their schedules with the same information in 4 different forms in every semester and in irregular students they find it difficult to add a subject, assuring that the schedule of the subject will not be conflict to the subject that he/she has. When the instructor was trying to find a vacant room in a specific time the instructor needs to look for the posted schedule in every room to find a vacant room and it takes time and energy finding for vacant room in the entire building. And sometimes because there’s not enough time new schedule of every room will not be posted. Because of these problems the system will hopefully give a solution for these problems.

Mountain Pine Beetle Management

Adult Mountain Pine Beetles (MPBs) are known to bore into trees that are suitable for laying eggs in the tree's bark. Mature lodgepole pines (Pinus contorta Douglas var. latifolia Engelmann) from 80 to 120 years old are only some of the many trees infested and damaged by MPBs. Pine beetle problems such as tree infestation and damage occur when MPBs begin to settle in a tree and lay its eggs of 60 to 80. Canadian forests have experienced MPB infestation since previous years, with the area of British Columbia currently suffering from the largest pest outbreak in the history of Canada with over 7 million hectares infested in 2004. The region of Alberta has previously experienced two pest outbreaks: from 1940 to 1943 and from 1977 to 1985. However, there is an imminent threat of another MPB outbreak. Research identifies the threat as caused by the overwhelming abundance of susceptible pine forests located at the eastern slope of the Rockies. The MPB outbreak threat is also believed to expand from the pine forests to the boreal forests east of the Rocky Mountains. For this reason, Alberta is seeking measures to prevent another MPB outbreak from occurring. The primary goal is to reduce the number of susceptible pine trees from the infestation of pine beetles before the MPBs reach the region for the third time. An objective taken in Alberta so far is early identification of susceptible pine trees in order to control and preempt the event where there is already infestation. Some of the areas aimed at preempting an MPB outbreak include the national parks situated between Alberta and British Columbia, as well as public, private and municipal lands in Alberta. One of the measures taken is the removal of the susceptible prime brood producing stands. This step is designed to mitigate the probability of the growth of the MPB population. Once this step is already established, the growth of the MPB population is expected to slow down after which a direct control efforts on the MPB infestation will be applied. Estimates from aerial and ground surveys since August 2006 indicate a total of 2.8 million trees infested by the pine beetle. There are current efforts in Alberta in resolving the probable outbreak such as the efforts taken by the Alberta Sustainable Resource Development which detected and treated over a thousand infested trees, 98% of which were treated in 2002 to 2003. Economic estimates reveal that the impact of an MPB outbreak will greatly affect the wood and furniture industry. Possible solutions roughly include, but is not limited to, MPB mitigation efforts which are strategically planned and well-coordinated among land managers such as Parks Canada, First Nations, Alberta Community Development, the forest industry as well as the municipalities. In the event where there is already a rampant MPB outbreak, a salvage strategy will be applied by recovering dead and dying trees before the fiber is lost in order to obtain the pine trees which may still be of good use. The operation will be spearheaded by the government of Alberta in cooperation with the existing public and private organizations and concerned individuals through coordinated efforts. Constant monitoring and studies taken by the government teams for mitigating the probable and eventual MPB infestation will be applied alongside with the incorporation of efforts from private entities. References Mountain Pine Beetles in Your Backyard? from http://www.srd.gov.ab.ca/forests/health/mpb.html Ono, H. (2003). The Mountain Pine Beetle: Scope of the Problem and Key Issues in Alberta. Paper presented at the Mountain Pine Beetle Symposium: Challenges and Solutions. ;

Sop for Informationsecurity

STATEMENT OF PURPOSE Name: Degree sought: Information Security and Computer Forensics (ISCF) My decision to pursue Post Graduate study in the United Kingdom is underscored by my desire to be a part of the post graduate program at your institution. This university offers the flexibility needed for such a vast rapidly changing field. The facilities and the faculty at the university are par excellent. Information Technology is an industry that has changed our lives. In a very short period it has changed the way we have looked at the things since centuries. It is one industry that is going to shape our future for centuries to come. So doing a masters degree in Information Security and Computer Forensics (ISCF) is next logical step in my career. My interest in Information Security blossomed during my Graduation where Computer Science was my major subject. Right since the beginning of my undergraduate study Information Systems and Security is a subject that has fascinated me a lot. The subjects I have studied at my graduation level include Computer Science, Statistics and Mathematics. This laid strong foundation for my course in Computer Science. My undergraduate studies already focus on the Information processing and security and also statistical analysis of data which are extensively used in Information processing. After this I have joined level 1 course of M. I. T (Master of Information Technology) which was a joint program organized by B. M. Birla Science Centre (India) and University of Udine (Italy). During Level 1 of Masters degree, my interest for Information Security got even more boost with subjects like Advanced Computer Networks, Computer Security and Management Information Systems and I was awestruck by the vastness of Information Security and how far we can use this features to secure our data and also safeguarding our networks. All this gave me a strong desire to do a full fledge masters degree in Information Security and Computer Networks and the course offered by your university in Information Security and Computer Forensics (ISCF) will be an ideal course for me to become master in the area which I have been fascinated since long years. For the past months I have done a certification in Computer Networks from Zoom Technologies. This short sting has given me invaluable practical experience in various Computer Networks. During this time I have come across several professionals. Most of them working in different areas of communications and information technology. Interactions with them have made me realize how rewardful it will be doing a masters and later PhD in this area. My discussion with them convinced me that specializing in Information Systems and Security will suit me very well. It has given me the confidence to pursue a Masters degree and also kindled a desire to do research in this area. After proper examining contents of the course in Information Security and Computer Forensics (ISCF) provided by the University I am very much convinced that this course would give me a cutting edge in the area of Information Security and Computer Forensics and a lifetime opportunity of doing a research. It is strong belief in my family that the UK education system has the best to offer in the whole world. If I can get an opportunity to be a part of that intellectual stimulating environment, I am sure my talents will be put to optimal use. With all the educational background and qualifications I have, I hope University will consider me for pursuing Masters Degree. Yours sincerely,

Internal Services Marketing

SWP 59/91 â€Å"INTERNAL SERVICES MARKETING† PROFESSOR BRETT COLLINS School of Management Deaking University Victoria 3217 Australia (Tel: +6152 471277) and PROFESSOR ADRIAN PAYNE Marketing and Logistics Group Cranfield School of Management Cranfield Institute of Technology Cranfield Bedford MK43 OAL UK (Tel: 0234 751122) Submitted to European Management Journal Copyright: Collins and Payne 1991 INTERNAL SERVICES MARKETING INTRODUCTION Over the past few years the term internal marketing is increasingly being used to describe the application of marketing internally within the organisation. There are two dimensions relevant to our discussion of internal marketing. Firstly there is the notion that every department and every person within an organisation is both a supplier and a customer. The second aspect relates to the organisation’ staff and s involves ensuring they work together in a manner supporting the company strategy and goals. This has been recognised as being especially important in service firms where there is a close relationship between production and consumption of the service. It is thus concerned with both quality management and customer service and involves co-ordinated people and process improvement strategies. Internal marketing relates to all functions within the organisation, but it is vitally concerned with the management of human resources. However the traditional personnel department, and the more advanced human resources department, have frequently been oriented towards control and administrative activities rather than the alignment of human resources towards achieving strategic organisational purposes and goals. In this paper we explore the marketing of a particular internal service within the organisation – the human resource function. Our purpose is to illustrate how internal marketing concepts and methods used by marketing managers can provide the basis of a new perspective on meeting the opportunities and challenges faced by human resource managers. A market-oriented human resource manager is more likely to make an impact on the successof a company, through being more effective in both demonstrating the relevance of . human resource management (HRM) to all management team members, and helping other managers to increase their productivity. Our approach is to first consider the nature of the challenges and opportunities confronting human resource (HR) managers. A view of what is seen to be a central task for the HR management professional is then outlined. The congruence between marketing function activities and the HR management activities is then described. Finally, we consider how the HR manager can utilise the philosophy, ideas, and tools of the marketing function to make a more effective contribution toward the organisation’ objectives. s CHALLENGES FACING THE HR MANAGER The managers in a company who deal with the ‘ people’ issues are now recognised as having an increasingly strategic role in the success of many businesses. Regardless of whether the function these managers perform is called personnel, human resources, industrial relations, or training and development, it collectively now represents a business role similar in importance to the areas of finance, marketing and operations management. This trend has been driven by a more intensely competitive business environment, increased use of technology in some industries, and the shift in corporate philosophy from asset management to operations management. A focus on operations management has forced CEO’ to understand the need for s killed HR executives if they are to successfully cope with change. An organisation able to adapt to change is generally found to be more able to sustain competitive advantage in an environment of increasing uncertainty. The constant stress of corporate take-overs, new ventures, the restructuring of companies, rationalisation of existing operations, new technology introduction and staff lay-offs, means that the succes sof basic strategic decisions increasingly depends on â€Å"matching skills with jobs, keeping key personnel after a merger, and solving the human problems that arise from introducing new technology or closing a plant†. The dramatic turnaround of SAS by Jan Carlzon was driven through people rather than through an expensive investment in equipment and assets. 2 Increasing attention is being focused on the area of external customer retention and the enormous potential for improved profitability. 3 Top management should also seek to obtain improved organisational performance through effective HRM strategies aimed at improving personnel retention. The base-line benefits are cost savings on . etraining in a rapid turnover job market and cutting down the equally expensive knowledge drain. Companies able to manage this issue will reap the rewards which go with a team of committed, active individuals at a time when under-training is sapping productivity among competitors. Increased u sage of technology in some industries has led to the assumption that the quality of people performance will become a less important issue as technology becomes more pervasive. However the maintenance of reliable performance by competent employees is becoming more crucial. For example, we are now in an era where electronic banking means fewer face-to-face encounters between the bank and its customers. Consequently the importance of handling these interactions, and the ‘ costs’ of not making the most of opportunities are greater. In a relatively homogeneous industry such as banking, a key opportunity for banks to gain a competitive edge over competitors lies in the quality of its people. In an era of electronic fund transfer there is opportunity for a bank to position itself as one that has good people, not just good machines. Many of the key challenges facing retail banking involve the employee: the need to sell and cross-sell, unionisation, electronic banking, affirmative action, service quality management and technology management. It has been argued that HR professionals have failed in the past to reach their full potential within the corporate framework because they devoted themselves to the creation of ever more sophisticated programm es and forgot the whole purpose of the business. HR managers have had a role in organisations dealing with outside pressures such as government, unions, and safety, but their active involvement and collaboration is also needed with the production, marketing, and finance functions. They have been responsible for fending off interruptions, handling the reporting requirements of regulatory bodies, and dealing with social responsibility issues, but often are not involved in activities perceived by other managers to be fundamentally important to the business. Managing a corporation is complex, and CEOs find it necessary to simplify their task by concentrating on what appear to be the most important strategic issues. Because of resource limitations, it is necessary to focus senior management’ attention and s time on those aspects of the business process with the highest expected payoff. means that some areas with extremely high potential impact, but a very low perceived probability of delivering significant results, must get less attention than one might really wish. Strategic HRM requires a significant investment of organisational resources, which directly and immediately affects profits, and can thus make it unattractive to managers under pressure for short-term results. Further, any real understanding of what competent HRM could contribute to the success of a business has only been popularised fairly recently. 6 For these reasons senior management has often failed to grasp why HRM was relevant to business strategy, business performance, and the cost management function. Clearly the central task of HRM must be to gain the upport of senior management, secure the commitment of the CEO, and ensure HRM makes the most effective contribution possible to the organisation’ objectives. s This The HRM function in a company is never likely to be valued unless it convinces management it can provide significant payoffs, and is part of the key interactions between the organisation and environment. productivity. HRM will become established as an integr al part of a business through helping other managers to increase their Managers do not require more sophisticated programmes. They require someone who understands their problems, can actively contribute to the more effective and efficient management of human resources, and who has a good understanding of the business. We will now consider how the roles of marketing managers and HR managers are linked. THE MARKETING – HRM ANALOGY The HRM function has three distinct client groups, or markets, with which it must deal effectively; employees within the organisation, other managers involved with the senior management tasks including the CEO, and external groups such as prospective employees, government, unions, and regulatory bodies. Consideration of the challenges faced by HR managers indicates that they are similar to those challenges faced by other senior managers, and requirements for success correspond to those needed by good marketing managers. The use of marketing ideas does not need to be narrowly confined to products and markets. Marketing has been defined as â€Å"a social process by which individuals and groups obtain what they need and want through creating and exchanging products and value with others† , and implies two ‘ voluntary parties with unsatisfied needs, an expectation of mutual benefit, a means of communication, and a medium to complete the exchange. People who buy goods and services are involved in the same type of exchange process as people who seek employment that is satisfying, interesting, and more than a well-lit work space. The relationship between buyer and seller in a labour market is such that the employee must sell labour to earn an income. A company must create goods or services and exchange them in order to earn profits. Clearly there are times when one party to an exchange has much more bargaining power than the other party. The manager who seeks mutual benefit through working closely with the HRM department is involved in a similar exchange process to that which takes lace between consumers and companies everywhere. A source of interdepartmental conflict can be the need for a marketing manager to represent the interests of a customer against the needs of other managers. We do not lack examples of conflict between the marketing and accounting functions. For example, while the Sales department are properly concerned with maintaining a good relationship and undisrupted supply to the customer, the Accounts department is concerned with administering credit control. Accounts may seek the withholding of supply, because credit guidelines have been exceeded at a time when Sales is trying to service a sudden increase in demand, resulting in open conflict. 8 Similarly, an HR manager can become involved in interdepartmental conflict through a need to represent the interests of an employee against the needs of another manager. Like marketing, HRM is a function where success requires close co-operation with other functions, but there can be significant potential for conflict. The coalitions of power and politics at the core of fundamental conflicts such as this can be used to maximise business performance, or detract from it. The task for the HR manager is made more difficult because the quality of management performance is difficult to quantify – there is no bottom line responsibility. This can leave the HR manager without the defence available to managers of profitable business units who have tangible evidence of performance in their regular financial reports; bottom line results. Marketing performs a valuable role in that it creates utility, the capacity to satisfy needs. The HR manager is similarly concerned with the creation of utilities. The marketing philosophy or concept states that, in serving marketplace needs, the entire organisation should be guided by thinking that centres around the consumer. For our purposes the concept has three key elements: n The HR manager requires a thorough knowledge of the needs, wants, and problems of the CEO , other managers and employees. There are three customers for a training programme: the delegate (who is also the consumer), the delegate’ line manager; and top management. The needs of these three s ustomer groups vary and may need to be reconciled. Ideally the HR manager should start with a knowledge of client needs and work backwards to developing products and services to satisfy them. n The second element requires that the cost, design, implementation and follow up on HR projects should be carefully planned so all features are consistent with project goals, and the process co-ordinated with other functions in the organisation, w Finally, in our definition of marketing we recognise individuals or groups engaging in the marketing process have diverse goals and objectives. If the organisation itself does not gain utility from an exchange then this element of the philosophy is not met. Consequently we would expect that if an HR activity did not lead to organisational gain the activity would be discontinued. Quantification of performance plays a crucial role in the success of the marketing function, and the performance audit guides corrective action, while providing measurements essential to supporting access to resources for projects. HR managers have sometimes been characterised by a lack of willingness to work with performance measures. Marketing strongly depends on techniques developed in the behavioural sciences for quantification of the needs, wants, and perceptions of consumers. These tools can be readily adapted to requirements of the HR manager. While measures employed by marketing managers are not always of high precision, they are essential to the building of credibility through measurement, and performance against explicit goals. Management performance in functions other than marketing and HRM are generally more amenable to performance measurement. An HR manager with a market orientation would have good knowledge of the needs and wants of the client groups served, and develop a co-ordinated approach to servicing those requirements consistent with organisation goals, and with the expectation of achieving organisational gain from any exchange process. In contrast, a product-oriented HR manager would place primary emphasis on the products or services the HRM department offers, and how these are provided. It is instructive to consider the differences between these two opposing views. Consider training programmes for example; the difference between a product-oriented, and a marketoriented manager, is shown in Figure 1. This example is stereotypical in that the model represents two extreme positions. No one person would be expected to exhibit all of the characteristics presented for a specific orientation, but an HR practitioner would be expected to possessseveral if they were either market or product-oriented and the distinction between two very different management philosophies are illustrated. We have found it a useful exercise, in workshops with senior managers, to discuss the role of conflicting philosophies and how they affect achievement of a marketing orientation. This can be addressed in the context of both external customers10 and Although it has been accepted for many years that a market internal customers†. orientation is essential to the success of a business, it has not been proven in all b’ igure I: Stereotypical I)itfcrenccs Itetw~~~ hlarkrt-Oriented uncl I’ rotll,ct-Oriellletl IIH hlihn;rg:ers with Itesl~~ to Training Yrogr;rmmes 4’ lTITUDES Attitudes & PROCEDURES I’ ROI)IlCT ORIENTATION to cut costs and MARKET ORIENTATION Client needs determine training programmes. towards clients: They should be glad we exist. Trying bring out better programmes. Department interests. Focus Programme offering: provides courses that fit our skills & Schedule programmes we know the clients need. Interest in innovation: of costs: scheduled for is on technology and cost cutting. Focus on identifying A critical objective. new opportunities. Importance A number in the budget we cannot exceed. rcquircmcnts in mind. Number of programmes the year: Role of marketing Attendance Set with Ihc dclivcry Set with client needs and costs in mind. research: To determine client reaction if used at all. is good revision. To determine client needs and if they are being met. at programs: Fill all available places – repeating Select attendees according to their needs and coordinate this with other managers. Demonstrate clients. need satisfying benelits Promotion of programmes: Advise managers when their staff is to attend the next course. of course to contingent situations. Monopoly or regulated markets provide examples of nonmarket orientation. As the difference between a market orientation, and any one of many conflicting orientations possible, is accepted as the difference between unstable short-term success and stable long-term growth, it becomes of considerable importance to senior managers to push a market orientation within their company. Similarly, the importance of HRM has gradually gained credibility and importance, as managers have come to understand how it can contribute to the achievement of business success. There exists an increasing number of well known companies where superior HRM is believed to be a key factor in their success. We have seen the similarity in roles of the marketing and HR managers. The marketing and HRM processes both involve the creation and exchange of utilities. need to represent the interests of a client, against the narrow interests of another manager, may be conducive to the well being of the company but a source of open interdepartmental conflict. This conflict is difficult to manage and can detract from the effectiveness of the function and the organisation. Both functions require commitment and support from the CEO to succeed, and performance measurement is seen to be an important tool for building credibility within the company. The market orientation can be applied equally to either the marketing or HR functions when it is accepted that success is achieving organisational goals through delivering customer satisfaction. We will now consider how the HR manager can harness the ideas, and tools of the marketing function to more effectively contribute toward the organisation’ objectives. s THE HRM-MARKETING FUNCTION A We are concerned here with internal marketing – that form of marketing where both the â€Å"customer† and the â€Å"supplier† are inside the organisation. In this context we consider employees as customers or clients. These classifications are quite broad, and could be further divided into such groupings as the board, managers, supervisors, foremen, clerical staff, etc. The HRM-Marketing function can be described in terms of seeing managers and employees as in-house customers, viewing the tasks and activities performed by the HRM function as in-house products or services, and offering in-house or services that satisfy the needs and wants of managers and employees, while addressing the objectives of the organisation. 2 The reasons for believing marketing provides a useful framework for HRM depend largely on the congruences we have demonstrated between essential activities of the two functions. In addition to these congruences, there is a strong similarity in the constraints and difficulties facing either marketing or HR managers. Concepts and tools proven to be useful to the marketing function can also be applied to the benefit of HRM. The HRM function provides services or programmes to employees and management, which means it sells performances that directly influence business productivity. Internal marketing can help an HR manager to attract and hold the type of people a company wants, and get the best of in-house customers, the HR function can upgrade the capability of a company to satisfy the needs and wants of its external customers. Marketing management is the process of increasing the effectiveness and/or efficiency by which marketing activities are performed. Effectiveness refers to the degree to which organisational objectives are attained, while efficiency is concerned with the expenditure of resources to accomplish these objectives. This difference is eloquently expressed in the view that it is more important to do the right things (improve effectiveness) than to do things right (improve efficiency). 13 An organisation that is doing the right things wrong (effective but not efficient), can outperform organisations that are doing the wrong things right. Effectiveness and efficiency is also a concern of the HR manager seeking improved performance. MARKETING ACTIVITIES The marketing function in any organisation is concerned with a number of related activities which include: 8 Understanding of the market and competitive environment. Definition of the firm’ Mission. s Determination of the Target Market Segments to be emphasised. Developing integrated Marketing Mix strategies to accomplish this Mission in the selected segments. Implement Marketing Mix strategies and Control marketing activity. 8 8 8 8 This well known model of marketing function activities, which involves the above steps, is used as a basis for a discussion on internal HRM marketing. Market and Competitive Environment The starting point is for HR managers to gain a good knowledge of the needs and wants of the client groups served, the significant factors influencing the HR department’ operations, and identify the ‘ s publics’ which interact with the company. This process is market analysis and involves collecting information on the different client markets into a database. Market research should be used to identify internal client needs, wants and attitudes just as it can be used to identify the needs, wants and attitudes of external consumers or industrial buyers. For example, ‘ climate surveys’ concerning perceptions of remuneration packages, employment conditions and performance appraisal, and opinions of quality improvement programmes, provide direct benefits for the redesign and improvement of key policies, processesand programmes. There is also the positive effect on morale that flows from taking an interest in the views of employees. This channel of communication provides an early means for pin-pointing organisational breakdowns and problem areas. An important requirement before undertaking data collection is to adopt a commitment to face the issues uncovered, no matter how unpalatable. It is an on-going process requiring that issues be resolved in order to maintain credibility of the HR department at all levels within the company. To raise the expectations of client groups without delivering can generate strongly negative effects. Finally, market research can also provide a basis for monitoring the impact of programmes on employees, and check whether HR programmes are achieving what they were designed to achieve. This market research process sometimes suffers from a condition referred to as the â€Å"no-full-disclosure disease† 14. It manifests itself through people within the management hierarchy who fear the things threatening them may become known to others, and then used to their personal detriment. The extent of this problem depends on survey design and content. People interviewed tend to speak freely when given a chance to express their thoughts and opinions on HRM issues. However undertaking not to reveal the content of an interview under any circumstances, without prior approval from the person interviewed, is sometimes necessary in order to get at the real problems and issues. Whether use is made of questionnaires, personal interviews, informal meetings of managers, or group discussions, market research provides a clear means of identifying client needs and wants. It also provides the means for tracking performance. Mission The second step involves the development of a mission for the HR department. The corporate mission statement for an organisation is too broad to be meaningful for a specific business function, and consequently a mission statement should be specifically developed for the HRM function. It involves asking the questions â€Å"what is our role within the organisation ? and â€Å"what should our role be within the organisation? â€Å". Figure 2 provides an example of a HR mission statement based on one developed with a leading British service organisation. FiPure 2: Human Resource Mission Statement To develop and promote the highest quality human resource practices and initiatives in an ethical, cost effective and timely manner to support the current and future business objectives of the organisation and to enable line managers to maximise the calibre, effectiveness and development of their human resources. This will be achieved through working with managers and staff to: n Develop an integrated human resource policy and implement its consistent use throughout the organisation Enhance managers’efficient use ‘ human resources through the of provision of responsive and adaptable services Be the preferred source of core strategic HR services Provide high quality tailored HR consultancy Introduce methods to plan for the provision of required calibre and quantity of staff Ensure consistent line accountability throughout all areas within the organisation Assist the organisation in becoming more customer aware and responsive to changing needs Define and encourage implementation of an improved communications culture throughout the organisation Maintain an innovative and affordable profile for HRM n n n n n n n n At the HRM level the definition of mission does not have to be complex. It should provide a framework for explaining the HR department’ role and how it can help s he different levels and units of an organisation to co-ordinate their efforts to achieve the overall objectives of the organisation. Once the mission statement has been adopted objectives need to be formalised. Because objectives are not equally important, a hierarchy of potential services, programmes and projects should be put together. If possible these objectives should be operationalised – stated in terms that are specific, and which will lead to measurable end results. It is important to understand what needs to be accomplished, when the task should be completed, and how it will be decided that the task is completed. This process links very closely with the market research function which can be used to demonstrate performance against specific objectives. A function which provides a service, and deals predominantly in intangibles, requires tangible evidence of success in order to demonstrate competent performance, and help build credibility. Market Segmentation The third step is deciding which market groups should be emphasised. Market segmentation is a process by which we divide the total, heterogeneous group of clients into smaller, more homogeneous groups with similar needs and wants that the HR function can successfully satisfy. By developing specific services we can generally improve the effectiveness of our performance in satisfying clients. It may cost more to serve smaller groups, or handle problems requiring customised solutions. Because of this, there is sometimes a need to balance the level of customisation required to adequately solve a problem, against the benefits which might accrue to the organisation. This is very much a cost-benefit exercise. The characterisation shown in Figure 3 can be helpful for sorting problems into classes, each of which require different capabilities. At a high degree of customisation, there is increased demand for resources from the HR function. The HR cost to the organisation increases with an increase in the level of customisation. Programmes, or projects undertaken by HR typically involve longterm benefits with short-term costs, and given limited resources, this has direct impact on the HR department’ effectiveness. Quadrant 1 in Figure 3 represents the situation where there is need to fit a key programme to the specialised needs of a client group. A major company wishing to run an in-house strategic management seminar, enabling senior management to . Figure 3. CHARA CTERISING HR MARKETING PROBLEMS Programme l l oriented skills Client l l oriented skills standardised customising Importance of issue to organisation objectives I 3 s issue management skills needed 2 Buy-in-solution needs consultative skills 1 Fiexible approach skills 1 I l l control flows l l development project control skills needed need monitoring skills 31 LOW 4i HIGH required C Degree of customisation review and discuss current management thinking and practice, is an example. The CEO would perceive this to be of high value to the organisation, while requiring this process to fit closely with the business context. The programme-oriented task found in quadrant 2 is characterised by the opportunity for a high quality but standardised approach to be taken. For example, consider a betting agency involved in the conversion of operations from a manual to a computerised telephone betting system. There is a need to develop and implement a programme at low cost which will enable a smooth transition to the new system. Due to the large group of operators requiring new skills there is an opportunity to seek savings through standardisation. The importance of this issue means effective performance by the HR department is more critical. In quadrant 3 the degree of customisation required for a task is low – for example where factory staff are being given first-aid training. The content of a first-aid training programme will be fairly standard across a range of industries. Such a programme is not central to achievement of organisation objectives, and represents a situation where service delivery can readily be obtained from outside the organisation. Once the training programme was in place knowing who had attended the course, and monitoring the training process would be the key tasks. An increase in the degree of customisation required corresponds to an increase in the level of organisation-specific content, as shown in quadrant 4. Consider a retail tyre organisation which needs to train shop floor staff in the testing and servicing of car batteries. This more specialised course requires company-specific input, and an inhouse programme is the best solution. In this quadrant the need is for course development skills, a flexible approach, and the ability to manage the development process. Other examples are custom-designed employee retirement programmes, or surveys of work group satisfaction where there is a need here to design and implement a project with the specific needs of a client group in mind. Obviously most impact can be made by HRM focusing efforts in those quadrants involving problems of high importance to the organisation, but not involving significant short-term investment. This type of problem area, identified because the issues involved are considered central to the achievement of business objectives, will often be more able to attract support and adequate funding. Working in areas requiring a high level of customisation, which are also critical to business success, is the challenge facing HR. This is the direction in which HR requirements have moved due to the increased complexity of business, changing technology, and the shift from an asset management to operations management philosophy. Segmentation of employees on the basis of their needs and wants, as opposed to the segmentation of management clients, recognises the need to accommodate individual differences. This is the basis for concepts such as negotiable remuneration packages, employment contracts, flexible working hours, and job sharing. The techniques used for consumer segmentation by marketers can be applied directly here. It provides opportunity for companies to â€Å"lessen the influence of unions by placing greater emphasis on direct employee communication, in addition to, or instead of, industrial relations conducted in the traditional representative way†15. Developing and Implementing the Marketing Mix Once the tasks of determining the mission of the HR department and the target market segments to be emphasised have been undertaken, a marketing-oriented HR function will focus on the ‘ marketing mix’ The marketing programme is developed . ased upon a decision on marketing mix variables over which the HR manager has some control: designing the product or service, costing it, setting up a service delivery system, promotion of the product to clients, and gainin g commitment for proposals from management. Figure 4 illustrates the four elements of the marketing mix which need to be addressed. Whilst all elements need to be considered, two key variables – the design of the ‘ product’ (ie courses or services) and communications are especially important. These two key variables and their relevance for the HR manager are now reviewed. n Designing the ‘ Product’ . It has been pointed out that the process of a marketing department introducing a new product, and resolution of a complex long-standing problem by the HR function are very similar. Figure 5 illustrates this, and is based on Desatnick16 who argues that â€Å"as the contribution of HRM is less tangible and more difficult of end results, it is even more important to market it effectively. to measure in terms This implies taking the time to reflect, to position, to package, to merchandise, and to sell†. Thus the HR manager must get the maximum impact from each situation through careful Figure 4: The Four Elements of the Marketing Mix ELEMENTS OF THE MARKETING MIX FOR A COMPANY 1. PRODUCTS OR SERVICES 1. ‘ PRODUCTS (SERVICES, COURSES, ETC) 2. THE LOCATION AND DELIVERY MEANS OF SERVICES AND COURSES 3. COMMUNICATIONS WITH CLIENT GROUPS (PRIMARILY THROUGH DISCUSSION AND DOCUMENTATION) 4. TRANSFER PRICING AND EXPENSE ALLOCATION 2. PLACE (DISTRIBUTION) 3. PROMOTION (MAINLY THROUGH ADVERTISING AND PERSONAL SELLING) 4. PRICING FIGURE 5: COMPARING PRODUCT DEVELOPMENT COMPLEX HR ISSUE TO RESOLVING A Introducing the new produa (a 1 to 3 year cycle) DETER&MINE PRODUCT NEED FOR NEW I Resolving a complex HR issue (a 1 to 3 year cycle) DETERMINE NEED FOR NEW PROJECT, PROGRAM What is the cost of not resolving this nsue? What will be its impact on norms and vuua! What IS cost bcncrit value KOinrcmai diem! Eyk! lJlJTE POSSIBLE SOLUTIONS FOR 1 – Who wril buy it and why? How much will they spend on it? Whaf neeas will it sat&y? ISCREEN NEW PRODUCT ID&4 ( What impact will it have? Will it be profitable? Is it compauble existing produas? 1TEST MARKET THE PRODUCT [ What impact will it have on operauorr~! Who will manage and use the project! How does it iit with current proJects/ priorities? CONDUCT A PILOT PROJECT 1 Do internal clients find it useiui? Will they supponfpay! To what exrenr! Who mll oppose IL? Why? ;fEysNCE TO OTHER POTENTIAL How do prospeas vim the proaucr! What needs does it satisfy? Have we deslgncd the nght produa! / tiXAPsTO OTHER TEST .irc tkdings consistent! .tie there log8suc/quaiity problems! Did promotrons resuit in expccrea s3la! ( Is the project valid/reliable? Does it meet needs of ail company locations! Have the beneiits been property iommuxlLcarea? ASSESS OUTCO,ME IN ADVANCE ! Which funcuons are aifectco and how! Will it cause contusion! Have ttma. raourca dr costs been aeuuicd? .-NALYSE. ?IlEASURE. PROJECT T What tmpaa on other iuncuons! Detaucd buaga and plans. Have d impticauons been conslderca? /ESPA%D TO A NATIONAL LaIUNCH i : 1,MPLEMEM COMPANY WIDE i Does tne poremat ourwaqh nsics! . e promorlons ana follow-u! 3 ;iannea! .tie 10glsua ana supply lines rcaav? Have we mcxns ior ldcnufying scrwcc xooIcmr. ana dissausiacuons! Doa project add to HR’ crcntbtlitv! s Who wlii tram whom ‘ do wnat. snere. to when! Have system! we an eifecttve audit/evalUallOn Will the Issue really be resolved? management of those elements he can control. Developing a product or service for a client group is an activity over which the HR manager has a great deal of control, and consequently provides an area where management attention can be rewarded with maximum impact. H Communication. Communication represents promotional activity in the form of advertising, indirect publicity, and face-to-face selling which is employed by marketers to influence potential, or existing customers to behave in desired ways, such as to undertake the trial purchase of a product the firm has just launched onto the market. Promotion can also be used to influence employees to reconsider attitudes, to inform managers, or alter the way in which a particular programme is perceived by the clients to whom it is directed. The use of â€Å"publicity† through internal publications and other documentation can be used to provide feedback to employees on current issues, as well as enhance and reinforce the credibility of the research process. A well conceived internal promotional programme can have very positive effects on employees. It can motivate, educate, or help provide a sense of belonging. The famous Avis Rent-a-Car slogan suggesting that Avis employees â€Å"Try harder† was as effective for their employees as it was for the public image of Avis. This type of corporate advertisement primarily seeks to influence the perceptions of external publics, but management tends to forget these campaigns are also critically viewed by employees at all levels within the organisation. A campaign which lacks credibility with employees is not consistent with development of a positive organisational culture. Management should develop corporate communications which are consistent with the HRM objectives of the organisation. Simpler, less ambitious projects can also produce significant impact for the HR function. . Personal interaction with other functional areas can contribute significantly to HR marketing efforts. In situations where a service or programme is either partly, or fully dependent on the performance of employees for success, the communications and promotional activity should be concerned not only with encouraging clients to buy, but with encouraging employees to perform. commitment of both employees and management. The implementation and control processes represent the final step which involves the measuring of effectiveness and efficiency, taking corrective action, and iteration through the marketing planning processes. The well established marketing planning Success in business requires the literature† provides a framework to follow in undertaking this task. CONCLUSIONS The 1980s saw the start of a new emphasis on the HRM function. It has been pointed out that the reality is that a firm adopting ‘ HRM’ may simply involve a retitling of the old personnel department with no obvious change in its functional role, or it may be ‘ strategic HRM’ which represents a fundamental reconceptualisation and re-organisation of personnel roles and departments. 18 There are different models of HRM and this has importance for its evaluation. g The focus of strategic HRM encompassesall those decisions and actions which concern the management of employees at all levels within the organisation and which are directed towards creating and sustaining competitive advantage*O, but recent European research suggest that ‘ strategic HRM’ is still not widespread. Findings from the Price Waterhouse/Cranfield HR research project shows that in many European organisations HR strategies follow on behind corporate strategy rather than making a positive contribution to it; and although HR representation at board level is becoming more common, this does not necessarily bring with it involvement in key decisions. l Some firms have been able to integrate HR and strategy but to achieve this it usually requires a concentrated and multi-dimensional effort. ** The scope of marketing has traditionally been limited to the exchanges that take place between organisations and their customers. More recently this scope has been expanded to encompass the field of ‘ relationship marketing’ which suggests that 23 marketing principles can be applied to a number of ot her key markets, including internal markets within the firm. We argue that there exist compelling reasons for bringing the internal marketing concept to bear on problems faced by all HR managers, but the greatest value will be obtained in these firms adopting ‘ strategic HRM’ . The shift in organisational philosophy from asset management to operations management, the introduction of new technologies to some industries, and the increased strategic importance of managing people resources effectively and efficiently, has meant the role performed by HR managers demands a much higher level of competence and professional skills. Marketing provides an action framework, and a practical approach by which the HR manager can provide effective solutions to key corporate problems. This fresh perspective will bring marketoriented HR managers significant benefits. In spite of emphasis in this paper on the need for HR managers to deal effectively with the challenges they face, it must be recognised that much opportunity for the future status of HRM lies with the CEOs. Their task is to provide organisational vision, and many have still failed to recognise the value of strategic HRM in the present business environment. In spite of this, the HR manager must share the responsibility through not having convinced top management that HRM is strategically relevant to business success. Adopting a market orientation requires the HR manager to focus on the needs and wants of internal customer groups and to stimulate internal service. An investment in the marketing approach is an investment in people. REFERENCES 1. BUSINESS WEEK, â€Å"Human Resource Managers Aren’ Corporate Nobodies t Anymore†, 2 December 1985, p 58. 2. 3. CARLZON,J, Moments of Truth, Ballinger Publishing Company, 1987. REINCHELD,F F and SASSER, E Jr, â€Å"Zero Defections: Quality Comes to W Services†, Harvard Business Review, September-October 1990, pp105-111 and BUCHANAN, W J and GILLIES, C S, â€Å"Value Managed Relationships: The Key R to Customer Retention and Profitability†, European Management Journal, Vol 8, No 4, December 1990, pp 523-526. 4. BERRY, L L, â€Å"The Employee as Customer†, Journal of Retail Bunking, Vol 3, No 1, March 1981, pp 33-40. 5. BAIRD, L and MESHOULAM, â€Å"A Second Chance for HR to Make the Grade†, I, Personnel, Vol 63, No 4, April 1986, pp 45-48. 6. PETERS,T J and WATERMAN,R H JR, In Search of Excellence: Lessons form America’ Best Run Companies, Harper & Row, 1982. s 7. 8. KOTLER, P, Marketing Management, 5th edition, Prentice-Hall, 1984, p 4. COLLINS,B A, â€Å"The Friction Between Marketing and Finance†, The Australian Accountant, Vol 55, No 4, May 1985, p 45-48. 9. 10. MURPHY, P E and ENIS, B M, Marketing, Scott, Foresman & Co, 1985, p 16. PAYNE, A F T, â€Å"Developing a Marketing Oriented Organisation†, Business Horizons, Vol 31, No 3, May-June 1988, pp 46-53. 11. VANDERMERWE, and GILBERT, D, â€Å"Making Internal Service Market Driven†, S Business Horizons, Vol 32, No 6, November-December 1989, pp 83-89. 12. 13. Berry, ob tit DRUCKER,P F, Management: Tasks. Responsibilities, Practices, Harper & Row, 1974. 14. WEINSHALL, D, â€Å"Help for Chief Executives: The Outside Consultant†, T California Management Review, Summer 1982, Vol 24, No 4, p 47-58. 15. CUPPER,L G, â€Å"An Employer’ Viewpoint on the Use of Dialogue in Industrial s and Employee Relations†, Melbourne University Business School Association Journal, Vol 10, No 1, 1987. 16. DESATNICK,R L, â€Å"Marketing HRD: The Creditiability Gap That’ Got To Go†, s Training, June 1983, Vol 20, No 6, p 52. 17. MCDONALD, M, Marketing Plans: How to Prepare Them: How To Use Them, Heinemann, second edition, 1989. 18. See GUEST, D E, â€Å"Human Resource Management and Industrial Relations†, Journal of Management Studies, Vol 24, No 5, 1987, pp 503-521 and GUEST D, â€Å"Personnel and HRM: Can You Tell the Difference? â€Å", Personnel Management, Vol 13, No 1, January 1989, pp 48-51. 19. 20. TYSON, S V and FELL, A, Evaluating the Personnel Function, Hutchinson, 1986. MILLER P, â€Å"Strategic HRM: What It Is and What It Isn’ Personnel t†, Management, February 1989, ~~46-5 1. 21. BREWSTER, and SMITH C, † Corporate Strategy: A No-Go Area for C Personnel? â€Å", Personnel Management, July 1990, pp 36-40. For a US view also see: BURACK,E H, â€Å"Corporate Business and Human Resource Planning Practices: Strategic Issues and Concerns†, Organisational Dynamics, Vol 15, No 1, Summer 1986, pp 73-87. 22. BULLER, P F, â€Å"Successful Partnerships: HR and Strategic Planning at Eight Top Firms†, Organizational Dynamics, Vol 17, No 2, Autumn 1988, pp 27-43. 23. M, CHRISTOPHER, PAYNE, A F T and BALLANTYNE,D, Relationship Marketing. Bringing Quality, Customer Service and Marketing Together, Heinemann 1991 (forthcoming).

Occupy Movement Essay Example | Topics and Well Written Essays - 1250 words - 1

Occupy Movement - Essay Example In the recent years this movement has seen arrests, police raids and police brutality during their activities. This movement is seen as an organization that is voicing out the overwhelming grievances of the working class majority (Fleming 54). The Occupy Movement begun by targeting Wall Street due to its role in the 2008 economic meltdown that led to the commencing of the great recession. This great recession saw thousands of Americans lose their jobs and even their homes due to foreclosures. Occupy movement are of the view that Wall Street’s perilous loaning services that involve mortgage-backed securities which in the long-run do not bring in any returns, was the major cause of the meltdown. They are also of the view that the government bailout ruptured a sense of propriety. According to followers of this movement Wall Street recklessly and without insight violated the credit default swap market. and the volatility of the market ought to have been realized earlier. They demand that action be taken against the people in Wall Street who were directly linked to this. The movement has been mostly criticized due to the fact that most of its followers have different messages and goals concerning the movement. However, I believe that although this is true whereby different followers have different viewpoints regarding the movement, the fundamental message of the Occupy Movement is quite coherent. Douglas Rushkoff who is a CNN reporter stipulated that although the followers of the movement have not yet reached the point of outlining an exact list of grievances or the best way to solve them anybody of the opinion that they do not understand what this people are protesting about is being a blatant liar (Times 27). Whether or not we are of their opinion, it is clear what they are distraught about and that they are fighting for a just cause. It is well known that investment bankers who carry out their activities in Wall Street are continuously

TermPaper2types of promotional strategies Term Paper

TermPaper2types of promotional strategies - Term Paper Example There are four types of promotional strategies, which are: online promotion, traditional media, push marketing and pull marketing. Online Promotion is also called online marketing or Emarketing. It represents advertising the products through the internet. Online promotion gained great popularity as almost every company tries to create its own website to attract customers online. Now almost all the people use internet to buy different products as online they can have more opportunities. The main disadvantage of online promotion is changes which happen rapidly. In order to have successful online promotion, every company needs to have efficient online promotion strategy. The most important characteristic feature for modern managers is insight. It is essential to have good education and be aware of the situation (Kotler). Online promotion is the field that changes rapidly, thus it is very important to be always on time with the advertising and have the appropriate approach. (Orton, 2009). The most popular and beneficial form of online promotion is pay-per-click advertising, when the advertiser pays for the promotion only after the ad is clicked. This kind of advertising is very demanding as it does not accept all the businesses. Some companies can’t advertise their products with the most popular advertising engines as they have many restrictions and special rules for companies. Those companies, which use pay-per-click approach, have many benefits. They have a perfect opportunity to attract customers without paying much for the advertising. Thus, online promotion represents the cheapest way to advertise products and services Any advertising campaign uses many traditional media channels such as television, radio, newspapers, etc. An advertising campaign can be defined as a number of different kinds of advertising, which have the common purpose and content. Ad campaign is the essential part of management strategy. Management strategy implies

Entrepreneurship and Small Business Development Essay - 1

Entrepreneurship and Small Business Development - Essay Example This research will begin with the statement that the project constructs a feasibility study on a new venture creation. The emphasis is on the role of the entrepreneur and the process of applying relevant theories and concepts. â€Å"According to intellectuals and business experts, the definition of entrepreneurship is simply the combining of ideas; hard work and adjustment to the changing business market†. Entrepreneurs use personal initiative and engage in calculated risk-taking, to create new business ventures. This can be achieved by raising resources to apply innovative new ideas that solve problems, meet challenges and satisfy the needs of a clearly defined market. Understanding the importance of how entrepreneurs develop, the circumstances that can encourage or induce entrepreneurship and the beliefs of entrepreneurs could prove helpful both in supporting the existing class of entrepreneurs along with boosting economic growth. The selected business entrepreneur is Steve Jobs, the founder and Chief executive officer of Apple since 1976. By 1980, Apple had released three improved versions of personal computers whose success made this founder a multi-millionaire.   An innovative computer pioneer who helped found Apple Computer and returned to the company to bring it the second period of success in the industry. The characteristic that is going to be tested and discussed is the innovation theory. The context will explore innovative entrepreneurship which looks at the development process of an idea into an application.  pplication. Innovation can be defined as â€Å"Transformation of a new idea into a new product or service, or an improvement in organization or process† (Heye 2006). The paper is set to describe the entrepreneurial and innovativeness of Steve Jobs while at the same time providing a detailed literature review of the development of small business and the role of innovation in the process. In addition, the paper takes a closer lo ok at the ways employed by Steve Jobs in making Apple a top company in the US and the world in general. Literature Review Innovation and creativity is a concept that enables the entrepreneur to exploit new ideas from concept to completion. This entrepreneurial characteristic implies the discovery, assessment and exploitation of opportunities. In perspective this leads to new products, services or production processes; new strategies and new markets for products and inputs that did not previously exist (Shane and Venkataraman 2000). Similarly product innovation could be a new model in the existing product range or a new product outside the existing range but in a similar field of technology. â€Å"Moving the focus to product innovation leads to very different conclusions on how alternative institutional set-ups affect economic performance† (Bengt-Ã…ke Lundvall and Vinding 2004). This demonstrates the advantage of product innovation as it can lead to an increase in profitability for organisation that implements the support of product innovation in their corporate strategy. To thrive in the globa l economy, entrepreneurs must rise to the challenge of achieving prosperity through increasing innovation. For instance, NESTA’s Innovation Index shows that companies that introduced a new product from 2002 to 2004 saw an average employment growth of 4.4% during the subsequent 3 years compared to 2% for non-innovative businesses (Design Council 2011). Research overtime has developed and shown that since the early work of Schumpeter (1950) the role of an entrepreneur has been linked with innovation. Amabile et al. (1996) define creativity as â€Å"the production of novel and useful ideas† (p. 1155), while Heye (2006) refer to innovation refers as â€Å"the implementation or transformation of a new idea into a new product or service, or an improvement in organization or process† (p. 253). Stevenson and Gumpert (1985) further indicate that innovation is the â€Å"heart of entrepreneurship† (p. 85). Therefore, entrepreneurship is viewed as a prime source

Organizing slp Essay Example | Topics and Well Written Essays - 750 words

Organizing slp - Essay Example The process of organizing requires the collective efforts of all stakeholders in an organization, from top management to the most junior of employees. In other terms, managers and employees must work together to come up with the objectives of an organization and create systems that would assist in the achievement of these objectives in an efficient manner (Stephen & Coulter, 2005). A systematic approach that involves critical thinking is required in this process since it creates the executive plan of a company. The Organizing Function The organization design process starts with identification of a strategy from with a clear statement of purpose and vision for an organization. Such a strategy is important as it unites all employees towards achieving their personal and organizational goals. It also encourages actions that are geared towards attaining these goals and discourages activities that go against these objectives (Stephen & Coulter, 2005). Though creating a strategy is a planni ng process and not organizing, it is essential since it brings together all employees and defines roles clearly. Organizational structure is vital since it defines the relationship between people while at the same time defining their roles and responsibilities (Stephen & Coulter, 2005). ... First is work specialization or job enrichment, which refers to the extent to which a business divides its job into distinct tasks (Stephen & Coulter, 2005). By this division, an organization aims at ensuring that demanding jobs are not done by an individual; instead, a job is broken into smaller parts, each handled by different workers (Stephen & Coulter, 2005). Hence, each employee specializes in doing his/her part, which results in reduces job duplication, improved the productivity of every employee, and reduced conflicts among employees where roles are not clearly defined. Work specialty hence improves the overall performance of an organization. The second and third factors are departmentalization and chain of command respectively. Departmentalization, which could be functional, product or geographical, depending on the needs of an organization, should form the basis on which tasks are grouped together. On the other hand, chain of command implies the continuous line of authority, which extends from the top management to the lowest-level employees. In essence, it dictates who reports to who in an organization hence refers to the authority, responsibility and unity of command in an organization (Stephen & Coulter, 2005). The other organizing factors are span of control and centralization or decentralization. Whereas span control defines the number of ranks and managers that an organization has and indicates the number of employees under every manager or supervisor, centralization and decentralization determine the type of control in an organization (Stephen & Coulter, 2005). That is, whether control is by a few people or a large group. There are different designs

The human relations management of Cirque Du Soleil club Case Study

The human relations management of Cirque Du Soleil club - Case Study Example This essay discusses that human resource management refers to a sequence of organized administrative activities aimed at addressing all concerns of an organization’s employees. Human resource management has a central role in the attaining strategic objectives set by an organization. According to Armstrong an organization’s objectives are achievable through the application of strategic perspective to the management of its employees. Armstrong defines the strategic approach to employees management as a process involving integrated human resource policies and practical practices. Strategic perspective to management of human resource involves measured development and implementation of viable practices, procedures and systems to attain set objectives. Business environments are undergoing transformations from trends such as globalization, prompting the application of strategic perspectives to human resource management. Strategic application of appropriate human resource manag ement theories is fundamental in achieving an organization’s goals as advocated by Sims. Theoretical foundations to managing an organization’s employees form the basis of practice. Martocchio, Joshi and Liao emphasize the effectiveness of implementing the employee relations perspective in strategic human resource management. The classical theory explained by Rao and Krishna is similarly imperative in ensuring strategic management of an organization’s employees. The systems theory applied in human resource management is important in realizing the organization’s goals.

Answers for questions Assignment Example | Topics and Well Written Essays - 1000 words

Answers for questions - Assignment Example b) The miotic phase whereby the cell divides; this stage of the "cell cycle" comprises of two stages. First is mitosis, which is the division of the cell nucleus; this gets followed by cytokinesis, which is the splitting up of the cell’s cytoplasm to two daughter cells. Question Two Atomic bonds are in two types - ionic and covalent bonds; they vary in their structure, as well as their features. Covalent bonds comprise of pairs of electrons that two atoms share, and join the atoms in a permanent orientation; therefore, relatively high energies is essential  for breaking break them. The determining factor as to whether two atoms are capable of forming a covalent bond is dependent on their electronegativity that is the influence of an atom within a molecule of attracting electrons to itself. However, if two atoms vary considerably within their electronegativity, the result is one of the atoms loosing its electron to the other atom. In this case, the outcome happens to be a pos itively charged ion i.e. cation, together with a negatively charged ion i.e. ... The somewhat small size of water molecules paves way for many water molecules to bound one molecule of solute. As a result, the water’s partly negative dipoles get attracted to the positively charged constituents of the solute; this is the same with the positive dipoles. Question Four Osmosis is capable of producing disastrous impacts in living things; this is worse when a person drinks salt water like the ocean water. The body has the capability if handling a little bit of salty water, but if a person consumes salt water only for several days, the osmotic pressure starts drawing water from other sections of the body. Considering that a human body varies from 60% water i.e. in an adult male up to 85% in a baby, the body contains a lot of water; nonetheless, water is the vital ingredient within the human body. Therefore, if a person continues ingesting salt water, he or she will eventually undergo dehydration and die. Question Five The primary distinction between DNA and RNA ha ppens to be the sugar present within the molecules. Whereas the sugar available in a RNA molecule turns out to be ribose, on the other hand, the sugar available in a molecule of DNA happens to be deoxyribose. Although Deoxyribose is almost similar to ribose, the difference is that former contains one more OH. It is impossible for DNA to survive as a single molecule; rather, it exists as a tightly-bonded pair of molecules. The two long components entangle like vines, taking the shape of a twofold helix. This array of DNA strands is antiparallel, with the asymmetric tops of DNA components getting known as the 5? and 3? ends. The main differences amid DNA and RNA happens to be the sugar, with 2-deoxyribose getting replaced by the

Macroeconomics Objectives of Governments Essay Example | Topics and Well Written Essays - 1500 words

Macroeconomics Objectives of Governments - Essay Example This paper offer a comprehensive review of the relative effectiveness of the different tools of macroeconomic policy, adopted by a different country`s governments, in attaining main macroeconomic objectives. The various theories, that suggest priority in utilization of specific tool, often interrelate and are applied by governments primarily to achieve sustainable economic growth. Generally, fiscal policy and monetary policy are used by the government to achieve the macroeconomic objectives. Whereas, fiscal policy is implemented by government through spending and taxation, monetary policy is essentially the responsibility of the central bank, through the controls of interest rates and the supply of currency. Both policies are implemented to reduce inflation rates and joblessness. Whereas, each macroeconomic goals can have repercussions on economic factors if they spiral out of control, a number essentially have a more significant impact on citizens. High rate of joblessness not only translates into lost revenue for the government, but can signify a permanent reduction in an individual’s chances of securing employment through loss of expertise. Low inflation rates is not a big issue, and as long as the citizens are in employment positions with adequate earnings; low rates of inflation will not result in any economic problem. Most people’s earnings, student endowment funds as well as pensions, are modified in line with commodity prices, and therefore, controlling inflation below the 2% level is not a major government concern. (Kiefer 2000). Nonetheless, increases in inflation may reach a point where its side effects reduces international competitiveness, dampens the hope of foreign inward investors, and shifts redistribution of income from savers to borrowers to a point that it is harsh economic impacts turns out to be a key government concern (Nayyar 2011). Fig 2. Aggregate Expenditure According to Jin (2007), a current account shortfall on the balance of payments may be of less significance to government organizations, especially if the capital markets and the national currency are stable. Conversely, this may imply that an economy’s expenditures have stretched past its revenue collection, and at a given point the expenditure will have to be countered by substantial inflows. The United Kingdom, for instance, has massive foreign investments with substantial revenue potential, which may imply the shortfall will be checked if the economic condition is left to take its own course (Fig 2). According to Kiefer (2008), whereas, governments should not attempt to correct current account shortfalls with demand management practices: policies leaning toward supply have shown better results in regard to the restoration of permanent competitiveness of the economy. According to Froud, Moran, Nilsson and Williams (2010), the most controversial of government objectives is the policy of imposing more taxes on the higher-end population and handing it to the lower-end, in order to bridge the gap between the two economic segments. Kiefer (2000), point out that redistributing revenue from the moneyed to the poor via

The Impact of Stress on Workers Essay Example | Topics and Well Written Essays - 1000 words

The Impact of Stress on Workers - Essay Example The arrival of stress, in the same way, is directly related to excessive work or persistent boredom which can be observed so very often in any workplace’s environment fraught with an unchanging aura. What makes the work-related stress a serious and hazardous issue is the worst kind of depression it can lead a worker to and profoundly impact his/her life. Therefore, it can be said that though stress itself may not be called a disease, but the consequential problems it gives birth to become worth addressing once they mature into gravely complicated issues like physical unfitness and psychological disorders. Relentless work pressures and increased competitiveness: Given the unbelievably quick rise observed in industrialism and materialistic public approach in the recent years, this would not be hyperbolical to state that work pressures both on the employers and employees have increased proportionately. That is the same reason why so much research has been done on the influence th is work pressure produces on the workers to the point that â€Å"one in 20 cases of depression or anxiety annually is attributable to high stress at work† (NHS, 2007). ... No sooner do the helpless workers exposed to insane work pressures come out of one complex problem, does another fall down on their heaving shoulders. Recurring headaches, angry cramps in the neck and back especially, distorted thinking, terrible memory, sleeping difficulties, and dark hopelessness are just some of the deplorable physical and mental consequences produced by work stress on the workers as identified by (Workers Health Centre, 2005). Emotional turmoil and layoff fear induced by work stress: Work stress is justifiably proved to be a powerful and influential emotional roller for workers around the globe, as a result of excessive competitiveness and unpredictable employment opportunities. It remains undeniable that competitiveness has peaked in the present age in all employing firms and fear of layoff is what keeps haunting the workers persistently, which leads them to work more and more in order to keep their employers happy and escape the looming prospect of unemployment . All this pandemonium created by work-related stress induces the workers to go into realm of bizarre fantasy and some may even opt to find solace by engaging themselves in a hedonistic lifestyle, thus deviating from the right path and hitting the perturbed one, all the while influenced by that same cursed work-related stress. Recent research consolidates the hazardous consequences produced by excessive work pressures by bringing up the fact that â€Å"regardless of occupation, seniority, or salary level, we’re spending more and more of our work days feeling frazzled and out of control, instead of alert and relaxed† (Segal, Smith, Robinson, & Segal, 2011). Disorientation is one of the most powerful influences which grips the workers as soon

Classroom philosophy Essay Example | Topics and Well Written Essays - 500 words

Classroom philosophy - Essay Example Once the school calendar begins, students should be introduced to the teacher’s philosophy immediately to them time to orient with the changes if any have taken place. Teachers use classroom philosophy to develop management techniques in how to organize students and learning materials to enable effective and efficient learning. The aim of this discussion is to create a personal philosophy of classroom management aimed at improving the teaching practice and its goals. As a first time teacher or an experienced teacher, the start of a new school calendar, every teacher is faced with the aspect of meeting new students. The teacher is presented with the aspect of dealing with different personalities and attitudes apart from those they were used to in the preceding classes. A teacher should ensure that she makes it clear to the students of what is expected from them, and what the teacher needs to achieve this goal. The best way to go about this, is establishing a rapport with all the students if possible, and the best way to do this is through effective communication (Wong & Wong 128). According to Wong & Wong, this enables the teacher to be able set up ground rules in the classroom. Teachers should set out guidelines set in the ground rules on how to handle matters like indiscipline and misbehavior. When students are left in doubt of the teacher’s ability to carry out punishments in the event of indiscipline (DePalma 64), the authority structure is broken down. DePalma believes if the students suspect that the teacher is incapable of carrying out punishments for wrongful behavior; there will be a break down in authority and chances of truancy are increased. The best way to prevent this is to dispense the prescribed mode of punishment required for each wrongful deed committed. Teachers should strive to ensure that there is no breakdown in authority in their classrooms because it easier to maintain and enforce discipline than instilling it

Moral Skepticism Essay Example | Topics and Well Written Essays - 1250 words

Moral Skepticism - Essay Example Illness of the mind causes brain dysfunction (Graham). Graham’s view of antirealism is that the term mental and disorder are separate and must always be viewed in dualism. Mental cannot be viewed in a disorderly form since they are always arranged in a particular way. Thus, it is a state of mind function that can be used to describe how a person behaves. Moral anti-realism is the denial of the fact that mental disorders bring almost the moral change of a person. A fact that has been forwarded is that mental illness is a dualistic activity that the physicians call metaphysical scepticism. They also argue that mental illness is indefensible and thus cannot be argued against it. Therefore, an ill person will have to behave in such a way that he does not respect other people in the society (Graham). The argument is that the person’s brains are not medically fit and cannot be questioned. The state of questioning lacks because it is the brain that controls the behaviour. Given that the person mind are alright, it is the sickness of the brain that will transform a person to behave the way he or she does. Thomas Szasz argues that determining and terming a person as mentally disordered is disrespectful. Indeed. He argues that the idea demoralises their dignity as human. The reason of his argument is that the mental illness can be likened to physical illness thereby exposing the sick to various contestable experiments in terms of the values of the person. The social-political character that the person get exposed to be unfairly judged since mental disorder or sickness cannot be compared with the physical destruction of the body. The mentally ill people are thus considered as a lesser human being who do not attract respect from the society. Therefore, it is the moral procedural that they lack, but not sickness as the no medicine can be administered to restore the order of the brain. The idea is

Student Learning Methods Essay Example | Topics and Well Written Essays - 1500 words

Student Learning Methods - Essay Example Learner-centered learning environments are founded on the principal that learning is an active process. Learning is an interaction between the student and text, involving the activation of prior knowledge and relating new ideas to preexisting schemata. Based on this paradigm learner-centered environments engage the student both personally and intellectually and provide the best method for meeting the needs of all learners. In teacher-centered learning environments, the more traditional and widespread approach, the teacher is viewed as the focal point and leader of learning. The teacher is the authority, leaving the students in the passive role as receivers of knowledge, rather than active constructors of that knowledge. That knowledge is finite and discrete. In teacher-centered learning the lessons are instructionally driven, leaving the students unengaged intellectually and emotionally. These traditional methods include memorization, completing worksheets, reading a text and answering predetermined questions - demonstrating knowledge of the "right" answer. In this form of learning there is limited activation of prior knowledge, and therefore students struggle to create personally significant meaning. This is because in teacher-centered learning the background, values and interests of the learner are nonexistent. The student is passively filled in with information, rather than engaged in his own learning process. Learning environments are controlled, organized and with an emphasis on independent seatwork. Lessons, classwork and homework are results-driven. This unresponsive and static approach also fails to meet the needs of special needs populations, because lesson goals and objectives are standardized, meaning students must adapt to t he methods oftentimes with some students unable to engage the teacher's attention to meet their needs. Assessment One of the most significant challenges in teacher-centered learning is in assessment. Using traditional methods such as standardized tests rather than qualitative measures, teacher-centered learning places the emphasis on performance and repetition of facts. It leaves little room for students to construct their own meaning based on their own experiences, cultural background, values and interests. This causes a mismatch between goals and assessment. For this reason, many times students can appear to understand material in one format, yet in another appear unsuccessful during assessments because of the focus on success rather than on learning. Characteristics of Learner-Centered Environments Theoretical Basis In learner-centered environments the student becomes the actor in his own learning, and therefore the teacher becomes the facilitator to that learning by designing learning activities which actively engage the learner. This is based on the theory that all know- ledge is organized in schemata - the underlying connections that allow new experiences and information to be aligned with previous knowledge (Landry, 2002). Activities: Engaging and Adaptive As the designer of lessons rather than an authority, and with the understanding that Students exhibit various strengths and weaknesses in learning styles and modalities, the teacher's role is to create activities which are varied and engage these differences, rather than repress

Right and left handed Essay Example | Topics and Well Written Essays - 750 words

Right and left handed - Essay Example This is why a person with an increased ability to use the right hand is referred to as right-handed while those with skills in the left are called left-handed. In that prospect, health experts agree that hand preference happens to infants mostly when they are at 6 months of age. However, there are several theories that attempt to explicate the reasons for handedness and their superseding functionalities (Annet, 2002). On that perspective, it is significant to report that the people with right-handedness make up about 70-90% while their left-handed counterparts are only 10%. Therefore, this makes left-handed people a minority because the world is unnaturally angled in favor of the right-handed people. Among the most popular theories that help to explain the usage of right and left hand is that of the brain hemisphere. Scientists and biologists have accepted the presence of a relationship between the motor control of speech and other fine motor skills. In that respect, these scientists report in their studies that the brain is subdivided into the left and right hemisphere. This subdivision ensures every part of the brain has its unique functions that give people of different handedness different advantages of the other (Nicholls et al, 2010). Therefore, research indicates speaking is controlled by the left side of the brain while the control of the body is done by the right side of the brain. Additionally, about 50% of left-handed individuals process their speech on the left part of their brain while the other 95% of right-handed individuals use the same side of the brain. It is imperative to note that people do not necessarily decide to either use left or right hand in their functionalities of life. However, there are inherent merits of either using right or left hand because of brain development and the structuring of their hemispheres. This brings the supposed advantages of people who are left-handed especially in the areas of visual-spatial skills. Additional ly, left-handed people are also dexterous in spatial layouts thus they make the majority of musicians, architects, artists and mathematicians (Annet, 2002). This is backed by studies that discovered that 20% of more than 100,000 students who took Scholastic Aptitude Test (SAT) excelled and they were left-handed individuals (McManus, 2004). This is was twice the number recorded for the right-handed people that stood at 10%. Alternatively, studies also indicate that left-handedness reduces arthritis and other diseases that are prevalent among right-handed people. Left-handed individuals are also adept at higher creativity because of the workings of the right brain regions that transmit information between the hemispheres simultaneously. On the other hand, right-handed people have a lot of competence in the mastery of language especially in the development of phonology and semantics. This is also manifested in the handwriting where right handed people are better than their counterparts . For instance, the writing of languages such as Arabic and Hebrew, right-handed people are well placed. There is also an increased evolutionary fitness that entails higher weight, longer adult weight and care in handling pressing situations that is not easy with left-handed individuals (Annet, 2002). According to research, there are several factors that may determine the probability of person becoming either left-handed or

The growth of international human resource management Literature review

The growth of international human resource management - Literature review Example Human resource management is facing stiff challenges now because of the diverse workforce in organizations and hence writing about HRM is worth now. The purpose of this article is to educate the readers about the importance of the International Journal of Human Resource Management (IJHRM) by Michael Poole and the publication of the first text book on IHRM, by Peter Dowling and Randall Schuler. In my opinion, this article is useful in giving the readers about the origin of publications in IHRM. The method used in this article is a comparative study. The author tried to link the parallel growth and progress of the field of IHRM to the evolution of the Dowling et al. book. This methodology helped the author to explain clearly about the importance of International Journal of Human Resource Management (IJHRM) and the Dowling et al. book in the current context of international business. This methodology seems to be appropriate for this article as the readers are getting ideas about the publications in the past and present in international human resource management. In this article, Barry Gerhart pointed out two major events took place in the field of international human resource management; the founding of the International Journal of Human Resource Management (IJHRM) by Michael Poole and the publication of the first text book on IHRM, which had as its main focus, HR in multinational corporations, by Peter Dowling and Randall Schuler (Gerhart, 2008, page1989, paragraph 1, line number 1-7). Moreover, the author also describes the parallel growth and progress of the field of IHRM, and link it to the evolution of the Dowling et al book since it first appeared in 1990 (Gerhart, 2008, page1989, paragraph 2, line number 6). The author argues that the IHRM world was much different than it is today when the Dowling et al text was first published in 1990. In his opinion, there

Philosophy of Life Essay Example for Free

Philosophy of Life Essay The hardest part of any journey is the first step. Human life would be so much easier if we were born into it with a roadmap and a flashlight some say we actually were, but we forgot where we put them. Nonetheless, part of life is clearing your own path, making your own map, finding lifes meanings, and defining your philosophy or world view, the next hardest part of the journey, once youve found your truth, is living it every day walking your talk. I believe we are each here for a purpose and everything happens for a reason. We chose who we are physically, when and where we were born, and the life circumstances presented to us. Why nobody really knows. There are many possibilities. To learn lessons, like a school to be part of the overall evolution of human consciousness , to atone for karma, make up for errors and omissions in past lives, to play a role in a universal game or dramatic production, to satisfy spiritual cravings for the sensual, tactile pleasures of human life. I even read/heard someplace that Earth is the penal colony of the Universe . Hell on Earth, the place where sinners do badders have to work out their sentences for their evil deeds. I also heard recently that human life on earth is like a vacation: leave home, travel to wonderful new places, experience the joy and awe, then return home. I must admit that at times it feels like the vacation from hell car gets a flat tire or two it pours rain every day at the beach or worse, while camping intestinal illness on a cruise ship. Could be any of these things, could be all. I tend to lean toward the evolving karmic classroom approach. But the ultimate truth is that we are born to die. Our physical human lives are temporary, blips on the screen, a dash between the date of birth and the date of death on your tombstone. But while we are here, anything can occur, there are no accidents, nothing is impossible, miracles happen.

Albatross Anchor Essay Example for Free

Albatross Anchor Essay Introduction Albatross Anchor is a small, family owned business located in Smalltown, USA that started in 1976. There staff grew from 4 employees to 130 in no time. All of their operations were ran in the same building with the Admin in the front and manufacturing in the back. The plant is antiquated, worn, dirty technology deprived and no longer meets all the USA standard requirements. Question One Carefully review the assignment scenario/case study. From the limited information in the scenario/case study, along with your answers to the unit three written assignment, identify at least three direct and specific long-term and three direct and specific short term operations changes that Albatross Anchor must make to gain a clear and sustainable competitive advantage (provide detailed information to validate and support each recommended change) Long-Term Operational Changes (01) Improved technology to increase efficiency and effectiveness throughout the plant. Without a doubt, old technology makes it harder for the manufacturing process and takes longer to get the products to the end user. A five year plan to update technology would be more cost effective and can address the technology issues on a predetermined plan over the five year term. (02) Purchase new equipment to eliminate sharing manufacturing equipment between the two different types of anchors. The new equipment should be state of the art to assist with the technology upgrades and to get the most for the money. The separate equipment will eliminate the 36 hours of down time necessary to change over the equipment between production runs. (03) Separate manufacturing areas for the snag hook anchor and the bell anchors to increase production. This will tie the technology portion as well as the new equipment portion altogether to create two separate manufacturing areas. Short-Term Operational Changes (01) Update US safety and environmental standards. According to the US Environmental Protection Agency (EPA), the compliance and enforcement division releases the average annual fines collected by the EPA throughout the year. It is imperative that Albatross Anchor update the environmental standards of the plant to bring them up to code. The 2011 annual fees for the EPA as of December 8, 2011 was 3 billion in to clean up hazardous waste and 168 million in fines used to deter pollution (US Environmental Protection Agency, 2011). An investment now will save money in the future. (02) The most effective short term change would be to have a separate location for the administrative offices. The site could be on site but in a secluded area to make the interruptions minimal and to increase productivity. (03) Set specific shipping and receiving schedules for international shipping and incoming raw materials. Albatross Anchor shipping and receiving departments should not have materials coming in and going out at the same time. To eliminate mistakes and increase efficiency, set predetermined days to ship internationally and to receive incoming raw materials or stagger delivery of the goods. Question Two From the list of ten operational issues in the Unit 6 assignment instructions select four operational issues. For each of the four operational issues explain in detail that operational issue will help Albatross Anchor improve; 1) job retention, 2) employee morale, and 3) employee dedication. Operational Issue One: Cross Training Employees that are cross trained are more valuable to the company because they can perform tasks when employees are out ill or if there is a shortage of employees in a particular area (Russell Taylor III, 2011). Cross trained employees are likely to be more involved in their job and are likely to perform better because they have an understanding of many areas of the company. The cross trained employees know they are invaluable because they can do many tasks and they are generally more dedicated because they are willing to learn different aspects of the manufacturing process at Albatross Anchor. Operational Issue Two: Gain sharing and profit sharing Profit sharing is a win situation for the employee and the company. This perk benefits the employees because most profit sharing programs incorporate retirement plans as their vehicle. Employers benefit because profit sharing attracts dedicated employees (Hugh, 1990). Profit sharing and Gain sharing both contribute to employee dedication and increasing morale. The performance of the employees can also be directly related to the employees personal financial objective. Operational Issue Three: Job Design Right person; right role is a common term amongst many companies today. This directly correlates to job design. Not every employee can perform every function within a company. Some employees are better suited to certain roles than others. Frederick Herzberg identified attributes that make a potential job design a good fit (Russell Taylor III, 2011). Employees that are well suited to their jobs are more likely to be happy and stay at their job. They will be happier because they will not be ill suited to handle the task at hand. Operational Issue Four: Ergonomics Play a vital role in production. Recognizing ergonomic risks factors in the work place is an essential first step in correcting hazards and improving worker protection. In an effort to maintain a steady production rate and remain competitive, the company will need to redesign the machinery and implement new practices, Poor machine design, tool, and workplace design or use of improper tools create physical stress on workers bodies, which can lead to injury. Conclusion Albatross Anchors, although a family business still has the potential to turn things around to become a more profitable company. Implementing netter processes and practices along with identifying the Long Term Operational changes needed and the Short Term Operational changes that are needed will result in more efficient and more productive management. US safety and environmental guidelines have to be followed and maintained so the company is never in danger of being shut down. Create a more productive work area for the administrative offices and constructing separate manufacturing areas for production. The company is in need of many required changes so they can be more productive and have better time management. With the new reviews this observation has managed to create, the result will have the required proficient changes that are needed to become a more productive company. References Hugh, L. (1990). Why profit sharing is important Russell, R. S., Taylor III, B. W. (2011). Operations Management: Creating Value along the Supply Chain 7th edition. Retrieved November 18, 2011, from Wiley.com: http://bcs.wiley.com/he-bcs/Books?action=indexitemId=0470525908bcsId=5869 US Environmental Protection Agency. (2011, December 8). Data, Planning and Results. Retrieved December 18, 2011, from US Environmental Protection Agency: http://www.epa.gov/compliance/data/results/annual/index.html