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Concepts in Strategic Management and Business Policy Coursework - 1100 Words

Concepts in Strategic Management and Business Policy (Coursework Sample) Content: Concepts in Strategic Management and Business PolicyNAMEUNIVERSITYQuestion OneCorporate governance refers to the applications of methods best suited to manage a company and its resources. It provides the guidelines through which the companys goals and objectives will be met, when they should be and how. Sarbanes-Oxley Act was one of the revolutionary legislations in the U.S. that brought sanity to the corporate governance; it has impacted positively in the management of firms and corporations. It provided for Public Company Accounting Oversight Board (PCAOB) an ability to enact the true independence of auditors of the public companies or organisations. This meant that the financial records of public entities were open to scrutiny; this imposed a sense of responsibility in the corporate management systems, (Bazan et al., 2008). The Sarbanes-Oxley Act has laid the foundation for the participatory incites for shareholders. Subsequently, greater shareholder democracy was enhanced. For example, the shareholders can choose the persons to be nominated in the board of directors. This policy has roots in the ethos much professed by the Sarbanes-Oxley Act. This act notably increased the confidence levels in the U.S. capital markets through better investor protection rights. Prior to the enactment of this bill, the stock market was at its all-time low and the investors confidence in the integrity of our systems had dipped. Though Sarbanes-Oxley Act increased the cost of business operations in the capital markets, this was outweighed by the increased confidence levels in our market systems and the reliability of the corporates financial reports.Question twoThe board of directors is a body entrusted with the mandate of overseeing the companys goals and ensuring that objectives are met besides the inspection of the companys activities. It ensures that the professional standards and ethos are upheld; this is mainly to foster integrity and accountability within the firm through the providence of a Code of Conduct along with supporting policies (Champfy Hammer, 2014). The board also seeks to protect the interests of the company and churn the value for the benefit of the stakeholders of the firm. The board also has exclusive powers in approval of policies, guidelines, transactions and even investmentsQuestion threeConsider the Davis and Shirtliff Company, which has an appreciable network internationally, hence a brand. The company mainly deals with installation and maintenance of pumps, solar products, water treatment and supply accessories, borehole services and equipment. The companys main strength is its well-developed human resource and equipment; it is unrivalled, concerning the staff quality and equipment acquired by this company. With emergence of green energy and better water conservation campaigns globally, the company is on the receiving end of many awards and tenders by different governments across Africa. Question four While st ill considering Davis and Shirtliff Company, it is very clear that Africa grapples with severe food and water shortages periodically and several strategies have been set by different governments to enhance efficient irrigation systems and energy generation. Davis and Shirtliff is well-placed to provide solutions to the said problems. Concerning weaknesses, the company lacks a strong financial base to be able to undertake major projects across the continent. Though it is a step ahead in promoting the brand, certain incites have to be undertaken for Davis and Shirtliff to undertake megaprojects beyond Africa as a whole.Question fiveA value chain is a chronology of tasks that a company operating in a specified industry is involved in in order to deliver quality products or services for a particular market. An example is how to perform die forging in a steel company.Question sixFour socio-cultural trends in the US;Screened interactional trends-People have grown to be obsessed with touch screens among other sophisticated technology.Celebrating age-With good health care, there is a large number of the aged in the American society.Marriage being an option-Marriage used to be a must for most people in the past but thats not the case currently.Inventive generation-The youth are becoming go-getters and that means a lot to marketers. Question seven Corporate scenarios are basically simulations of expected future trends or traditions in the market. They could be stories or data accrued over long research periods to best describe a business regime or situation. In creation of corporate scenarios, the three steps include:Focus on the contextual situation or regime; this best identifies the target situations and even their behaviours.Identify the driving forces within that regime; this will enable you to uncover the risks involved and the assets to bank on.Perform the analysis of the scenarios and reporting; the logics of the scenarios are uncovered where the threats and opp ortunities are measured or quantified to depict the viability of a scenario. The implications of the said scenarios are assessed before a decision is arrived at.Question eightThe strategies of business growth come explicitly in ...

October Sky Essay - 610 Words

Homer Hickam was a teenage boy from a mining town in West Virginia called Coalwood. He inspired to build rockets when he seen the first artificial satellite, Sputnik, streak across the stars. With his friends and the local nerd, Homer sets out to do just that but with many errors and trials. Along with the town, Homers father thought they were wasting their time with their rockets. He wanted Homer to be a coal miner just like everyone else but Homer knew he didnt belong there. As time went on, some people from town became interested in seeing the homemade missiles launch into the sky. The boys became popular and were known as the Rocketboys around town. When Homer and his friends fired one of the first rockets off and it crashed†¦show more content†¦During this time Homers dad was really disappointed in him because he quit football to build these rockets. Homer says he is never going to mine coal. One day after they shot off a rocket, the police came to the school to arrest Homer and his friends for starting a forest fire. They gave up on building rockets because all of their dreams were crushed. That night his father was hurt mining and Homer quit school and worked in the mines to help pay the hospital bills. His dad changed his attitude about Homer when he worked in the mines because he thought he was doing the right thing. Homer didnt like it at all and his hopes and dreams were gone. After work one night, Homers mom told him that Miss Reilly was sick. When he went to visit her, she told him that he didnt belong in the mine and that he needed to stick to his dreams. That night he opened the book she gave him and started to work on the math and where the rocket went when the police said that it started the fire. He calculated that he didnt start the fire. Homer quit his job, went back to school, and won the County Science Fair. He was sent to Indianapolis for the National Science Fair. His dad was disappointed again that Homer went back to building rockets. He was the only one in town who didnt believe in Homer and his friends. His father helped him out when all of Homers rocket supplies were stolen in Indianapolis the night before the science fair. His father made himShow MoreRelatedOctober Sky956 Words   |  4 PagesOctober Sky Marion Eady The film October Sky (1999), directed by Joe Johnson is based on a true story of Homer Hickman ( a coal miners son) who is inspired to build a rocket after the Russian launch of the first artificial satellite (Sputnik) into orbit. The film definitely focuses on the course theme of being a social outcast. This is explored in the film through three people, John Hickman (Homers Father), the town of Coalwood and Mr.Turner (Homers principle). Firstly, John HickmanRead MoreAnalysis of October Sky Essay802 Words   |  4 PagesLiving Above Ground The inspirational true story of Homer Hickam in October Sky reminds us all to strive for our goals and never give up, even in the face of adversity. However, Homer was fighting for a great deal in his pursuit of rocketry, he was even fighting for his life. Born in a coal mining town, son of a foreman, Homer seemed destined to work the mine when he grew up. But in October Sky, Homer has to overcome what the mine represents: isolation and death. The life of a coal miner isRead MoreOctober Sky- Overcoming Obstacles1485 Words   |  6 PagesOctober Sky Reaching for your dreams is like looking at the Sunday newspaper comics, if you look from a far, you see the big picture, but if you look close, all you see are a bunch of dots put together. October Sky is a film based on Homer Hickam’s determination to win a national science fair. He is constantly ostracized by his community and family and does not have much money to support him either. Homer clearly doesn’t have a good chance at even getting to the science fair, let alone winningRead MoreOctober Sky Essay1302 Words   |  6 Pagesobligatory countdown, sent Hickams mothers rose garden fence streaking toward the stars. Repeated efforts by both rocket programs were finally rewarded by successes, and soon Hickam and his team of classmates were reaching higher and higher into the sky with their home made rockets. With each launch, Hickam and his partners refine their designs, especially of the crucial rocket nozzle, which directs the rocket exhaust and produces it s propulsion. Read MoreMovie Report On August Sky 929 Words   |  4 PagesMotivated to Launch â€Å"October Sky† the movie is based on a true story of a small town in West Virginia called Coalwood in 1957, most of the males that lives in that town where miners’. Homer, who is the main character faced many challenges, to achieve his launch rocket. Homer who is equally the son of the miner s supervisors named John Hickam. Homer and his friends Roy Lee and Scott O ‘Dell got together one night with some neighbors after the bulletin announced the Russians rocket. Sputnik 1 wasRead MoreThe Afterlife And August Sky1260 Words   |  6 Pages The characters in both stories experience important, but hard to deal with rites of passages. For example, we see in October Sky how O’dell has to deal with his abusive step dad. In The Afterlife we read how Robert all his life has had to deal with not having a home to live in because his parents left him. These are all important because they can affect the characters later on in there life. Making them act or think a certain way about the type of situations they are going throughRead MoreAnalysis Of The Movie August Sky 914 Words   |  4 Pages Motivated to Launch â€Å"October Sky† the movie is based on a true story in a small town in West Virginia called Coal wood in 1957, most of the male that live in that town were miners’.Homer, who is the main character faced many challenges, to achieved his launch rocket. Homer who is also the son of the miners supivisors named John Hickam. Homer and his friends Roy Lee and Scott O ‘Dell got together one night with some of the neighbors afterRead MoreOctober Sky Psychology Write-Up803 Words   |  4 PagesFilm Write-up 1 October Sky is a based on a true story about a mining town called Coalwood and one boy’s journey. Homer Hickam is an adolescent boy whose life has been predetermined by his father, a foreman at the coalmine, to work down in the mines but he has a different plan for his life. In October 1957, everything changes when the first artificial satellite, Sputnik goes into orbit. After he sees the satellite flying across the night’s sky, Homer becomes inspired to learn how to build rocketsRead MoreAnalysis Of The Poem August Sky 1244 Words   |  5 PagesOctober Sky Summary Introduction: October Sky is the journey of a boy into a man, a boy who becomes amazed and obsessed with rockets, and the story of success even in the face of adversary and reaching one’s dreams. Homer Hickam is a teenage boy in the forties who wants to be a football star and lives in Coalwood Virginia. Most of the workers in Coalwood work for the local mining company His father is a coal miner, and his older brother, Jim, is a skilled player and hopes that Homer will follow inRead MoreBuilding and Maintaining a High Level of Education1483 Words   |  6 Pagesa student will strive to do better and work harder for what they want or they slack off because they were never taught how much motivation they should put into their studies. The 1999 movie October Sky depicts how important it is to have a high value on education and support in gaining an education. October Sky is based on the book, the Rocket Boys, and the real life story of Homer Hickam he was about 17 years old in 1957. Hickam lived in a small mining town and was expected by most his friends and

Models of hrm free essay sample

The history of human resource management has reflected prevailing beliefs and attitudes held in society about employees, the response of employers to public policy (for example, health and safety and employment standards legislation) and reactions to trade union growth. In the early stages of the Industrial Revolution in Britain, the extraordinary codes of discipline and fines imposed by factory owners were, in part, a response to the serious problem of imposing standards of discipline and regularity on an untrained workforce (Mathias, 1969). In Britain and North America increasing numbers of employers were accepting responsibility for the general welfare of their workers in the 1890s. In Britain, a number of philanthropic employers began to develop a paternalistic care and concern for their employees. From the 1890s Quaker employers, for example, Cadbury and Rowntree, began to emphasize welfare by appointing industrial welfare workers and building model factory villages. It was estimated that by 1914 there were probably between 60 and 70 welfare workers in Britain (Farnham, 1990). In the USA, Henry Fords autoplant, for example, established a Sociological Department to administer personnel policies which were a concomitant of the $5 a day remuneration package. In 1900, large German companies like Krupp and Seimens were highly paternalistic (Littler, 1982). Over time, industrial welfare workers developed into the modern personnel/human resource management specialist. World War I (1914–18) gave an added impetus to industrial welfare activities. To deal with the haemorrhage of skilled labour, many women were induced to enter industry for the first time. One outcome of this shift in employment was greater concern for workers welfare in industrial work. By 1918 about 1000 women supervisors had been appointed to observe and regulate the conditions of work and, based upon experiments during World War I, the relationship between welfare and efficiency was established (Pollard, 1969). World War II (1939–45), like World War I, immediately precipitated an increased demand for materials and labour. Between 1939 and 1943, Britain mobilized no fewer than 8. 5 million insured individuals (18 per cent of the total population) for the armed forces, auxiliary forces, and the munitions industries. The war fostered an increased demand for human resource specialists as the human relations approach was embraced by many organizations anxious to maximize labour productivity and foster industrial peace. Farnham (1990) explains that personnel officers, as they were increasingly called, were seconded to munitions factories to establish personnel departments and to educate institutions to provide training programmes. In 1943 there were nearly 5500 personnel officers in factories employing over 250 employees, or three times as many as in 1939. The pattern of personnel management activities and industrial relations bequeathed by the extraordinary arrangements of wartime mobilization therefore contained the beginnings of the personnel management orthodoxy. Moreover, unlike welfare activity at the end of World War I, personnel management continued to grow in importance in the post-war period. After the war the personnel profession emerged stronger than ever and its members, and academics who studied the field, began to establish a new orthodoxy. In Britain the Institute of Labour Management changed its name to the Institute of Personnel Management (IPM). It is argued that the name changes reflect a gender dimension to the discipline. The change from the Institute of Industrial Welfare Workers in 1924 to the Institute of Labour Management was influenced by concern that the term welfare projected a feminine image among the growing and influential male membership (Townley, 1994). In post-secondary educational institutions, personnel management and industrial relations became mandatory courses for most business students (Pitfield, 1984). The discipline of Human Resource Management A number of definitions have been proffered to explain the discipline of Human Resource Management (HRM). The most prominent of these are captured below; The purpose of HRM is to ensure that the employees of an organization are used in such a way that the employer obtains the greatest possible benefit from their abilities and the employees obtain both material and psychological rewards from their work (Graham, 1978). HRM involves all management decisions and actions that affect the relationship between the organisation and its employee – the human resources (Beer et al. ,1984). A distinctive approach to employment management which seeks to achieve competitive advantage through the strategic development through the strategic development of a highly committed and capable workforce using an integrated array of cultural, structural and personnel techniques. (Storey;2001) A philosophy of people management based on the belief that human resources are uniquely important to sustained business success. HRM aims at creating capable, flexible and committed people and rewarding their performance (Price;2001) A strategic and integrated and coherent approach to the management of the organisation’s most valued asset, the working there. (Armstrong;2009). In theory, the management of people is no different from the management of other resources of organizations. In practice, what makes it different is the nature of the resource, people. One set of perspectives views the human being as potentially a creative and complex resource whose behaviour is influenced by many diverse factors originating from either the individual or the surrounding environment. Many academics view HRM as a vague and elusive concept not the least because it seems to have a variety of meanings but also because pinning down an acceptable definition can appear like trying to hit a moving target in a fog (Price;2001) Storey (1998) concurs and views HRM as â€Å"an elastic concept† which covers a range of applications that vary from book to book and from organisation to organisation. A synthesis of all models and theories of HRM reveal that it is characterised as Diverse; Strategic, with an emphasis on integration; Commitment-orientated; Based on the belief that people should be treated as human capital; Unitarist rather than pluralist, individual rather than collective, with regard to employee relations; Individualistic A line management responsibility Focused on business values. The diversity of HRM A distinction was made by Storey (1989) between the ‘hard’ and ‘soft’ versions of HRM. The hard version of HRM emphasizes that people are important resources through which organizations achieve competitive advantage. The soft version of HRM traces its roots to the human-relations school. It emphasizes communication, motivation and leadership. The strategic nature of HRM Perhaps the most significant feature of HRM is the importance attached to strategic integration, which flows from top management’s vision and leadership, and which requires the full commitment of people to it. David Guest (1987, 1989a, 1989b, 1991) believes that a key policy goal for HRM is strategic integration, by which he means the ability of the organization to integrate HRM issues into its strategic plans, to ensure that the various aspects of HRM cohere, and to provide for line managers to incorporate an HRM perspective into their decision making. The commitment-orientated nature of HRM The importance of commitment and mutuality was emphasized by Walton (1985) as follows: ‘The new HRM model is composed of policies that promote mutuality – mutual goals, mutual influence, mutual respect, mutual rewards, mutual responsibility. The theory is that policies of mutuality will elicit commitment which in turn will yield both better economic performance and greater human development. ’ People as ‘human capital’ The notion that people should be regarded as assets rather than variable costs, in other words treated as human capital, was originally advanced by Beer et al (1984). HRM philosophy, as mentioned by Legge (1995), holds that ‘human resources are valuable and a source of competitive advantage’. The concept of â€Å"human resource management† implies that employees are resources of the employer. As a type of resource, human capital means the organization’s employees, described in terms of their training, experience, judgment, intelligence ,relationships, and insight—the employee characteristics that can add economic value to the organization. Unitary philosophy The HRM approach to employee relations is basically unitary – it is believed that employees share the same interests as employers. This contrasts with what could be regarded as the more realistic pluralist view, which says that all organizations contain a number of interest groups and that the interests of employers and employees do not necessarily coincide. Individualistic HRM is individualistic in that it emphasizes the importance of maintaining links between the organization and individual employees in preference to operating through group and representative systems. HRM as a line management activity HRM can be described as a central, senior-management-driven strategic activity, which is developed, owned and delivered by management as a whole to promote the interests of the organization that they serve. Purcell (1993) asserts that HRM is about the rediscovery of management prerogative. Keith Sisson (1990) suggested that: ‘The locus of responsibility for personnel management no longer resides with (or is â€Å"relegated to†) specialist managers. ’ Focus on business values The concept of HRM is largely based on a management- and business-orientated philosophy. It is concerned with the total interests of the organization – the interests of the members of the organization are recognized but subordinated to those of the enterprise. Hence the importance attached to strategic integration and strong cultures, which flow from top management’s vision and leadership, and which require people who will be committed to the strategy, who will be adaptable to change and who will fit the culture. By implication, as Guest (1991) says: ‘HRM is too important to be left to personnel managers. HRM Models There are a good number of models that have been postulated by various scholars to describe the HRM concept. However, as shall be seen these various models either fall under the soft or the hard approach of HRM. The Harvard Model The Harvard Model was postulated by Beer et al (1984) at Harvard University. The Harvard model acknowledges the existence of multiple stakeholders within the organization. These multiple stakeholders include shareholders various groups of employees, government and the community at large. The recognition of the legitimacy of these multiple stakeholders renders this model a neo pluralist model. This model emphasizes more on the human/soft side of HRM. Basically this is because this model emphasizes more on the fact that employees like any other shareholder are equally important in influencing organizational outcomes. In fact the interest of the various groups must be fused and factored in the creation of HRM strategies and ultimately the creation of business strategies. A critical analy An analysis the model shows that it is deeply rooted in the human relations tradition. Employee influence is recognised through people motivation and the development of an organization culture based on mutual trust and team work. The factors above must be factored into the HR strategy which is premised on employee influences, HR flows, reward system etc. The outcomes from such a set up are soft in nature as they include high congruence, commitment, competencies etc. The achievement of the crucial HR outcomes has got an impact on long term consequences, increased productivity, organizational effectiveness which will in turn influence shareholder interests and situational factors hence making it a cycle. It is thus important to note that the Harvard model is premised on the belief that it is the organization’s human resources that give competitive advantage through treating them as assets and not costs. Soft HRM Soft HRM traces its roots to the Harvard Model of HRM and the Human Relations school of thought as proposed by Elton Mayo. Soft HRM is premised on the treatment of employees as â€Å"whole men†, valued assets and the most important source of competitive advantage as opposed to treating them as objects. Soft HRM emphasizes commitment to ensure that a skilled and loyal employee creates a mutuality of purpose with the management in the organisation for achievement of a sustainable competitive advantage. The Michigan/Matching Model The Michigan model was propounded by Fombrun Tichy and Devanna (1984) at the Michigan Business School. They also named this model a matching model of HRM. Precisely, the matching aspect of this model demonstrates that the model is inclined towards the harder side of HRM. This is because the matching model emphaizes more on â€Å"tight fit† between the HR strategy and the buisness strategy. NB It demands that available human resources must be matched with jobs in the organization. The HR strategy must be highly calculative in terms of the quantity of the human resources required to achieve the objectives enshrined in the business strategy. Business strategy takes the central stage in this model hence human resources are taken like any other resource which must be fully utilised together with the other resoruces to achieve organizational objectives. (Evans and Lorange, 1989) argue that the Michigan model is based on the â€Å"product market logic† which demands that to gain high profits labour must be obtained cheaply, used sparingly, developed and exploited fully. Devanna (1984) The point of departure in the Michigan Model is the pre-eminence and pre-dominance of a business strategy, which must strictly be achieved by the available resources regardless of whether, they are able to do so or not. In fact the business strategy must be achieved through minimum labour costs enhanced by structural re-organization, Performance Related Pay and staff reduction. Hard HRM Hard HRM which has its origin in Michigan Model of HRM (Matching Model) traces its roots to Taylors scientific Management principle which called for adoption of a set of management practices or techniques that would lead to an increase in organisational efficiency and productivity. Hard HRM is quantitative in nature as it calls for the strategic needs of the organisation in terms of the quantity of human resources needed and which must be treated nationally like any other factor of production. The Michigan model has a harder, less humanistic edge, holding that employees are resources in the same way as any other business resource. People have to be managed in a similar manner to equipment and raw materials. They must be obtained as cheaply as possible, used sparingly, and developed and exploited as much as possible. Hard HRM is market driven and adopts a business philosophy as it aims to make us of people in a manner that adds value and one which bring competitive advantage The Guest Model The Guest model was propounded by David Guest in 1987. This model is a fusion of aspects that resemble both a hard and a soft approach of HRM. Guest proposes 4 crucial components that underpin organizational effectiveness. These 4 crucial components are: 1. Strategic Integration This is the ability of organizations to maintain a fit between the HRM strategy and the business strategy. In other words, there must be congruence between business strategy and the HR strategy for the organization to achieve its goals. Strategic integration shows the harder side of the Guest Model. This is precisely because human resources are treated in a similar manner like any other resource with the prime goal of achieving business objectives. Thus there are implications of labour exploitation. 2. Flexibility Flexibility is basically concerned with the ability of the organization and its people to adapt to the changing business and work environment and to the capacity to manage innovation. Flexibility can be numeric, functional, pay, distancing. Flexibility carries both connotations of hard and soft HRM. Hard HRM for example can be seen through numeric flexibility where employees are employed only when their production is required and when their labour is not required they are discharged. This can be exemplified through seasoned work. Flexibility can also show the soft side of HRM through the same example given above. Flexibility in this case is not only concerned with the need to achieve business objectives but also the need to treat its employees as fairly as possible. 3. High Commitment This is concerned with the need to have both behavioural commitment, which is the ability to go an extra mile, and attitudinal commitment, which is reflected through a strong identification with the organization. 4. Quality Quality is based on the assumption that provision of high quality goods and services results from a quality way of managing people. Strategic Integration/Fit This ensures that the HR policies and business policies are integrated. It argues that HR strategies and planning form part of a manager’s role and that the HR strategy should form part of the business strategy and not be treated as a separate entity. This means that managers take responsibility for the human resource and need to ensure that they have the right people in the right places to ensure that the business strategy can be achieved. Strategic integration can either be vertical or horizontal. Vertical integration This relates to the linkage between the policies and practices associated with the management of people, and the wider business or organizational strategies and objectives. Vertical integration can be based on the cascading down of corporate priorities and objectives, which then inform and give direction to HR priorities, policies and practices. Alternatively, it can be based on representatives of HR informing senior management of the current and future state of human resource capacity and capabilities, which helps to ensure that corporate strategy is grounded in a realistic understanding of what is, or will be, available to deliver the strategy. Horizontal integration This relates to the linkage between different HR activities and practices, and emphasizes the importance of looking at what HR does holistically, rather than as separate and disconnected elements. The concept also expresses the need for consistency in the sense that the way in which the activities are carried out reflects understood and agreed strategic objectives. For example, adopting an individualist, rather than a collectivist, approach to the management of people implies the use of individual reward and development practices if consistency in practice is to be achieved Tutorial Using David Guest (1987)’s Model and John Storey (1989)’s model of HRM: Critically demonstrate your understanding of Hard and Soft HRM. John Storey Model (1989) John Storey emerged to be one of the strongest proponents of HRM as a completely different discipline from the preceding disciplines embraced by the TPM approach. He believed that HRM is a holistic approach with a set of interrelated policies with an ideological and philosophical underpinning. Because of these ideological and philosophical aspects, HRM does not only stand distinctively outstanding from TPM but also emerges to be a much more humane approach to employment management. The model by John Storey is based on four aspects. 1. Beliefs and Assumptions The model is premised on the notion that HRM is based on a set of beliefs and assumptions, which makes it a distinctive approach. Fundamentally it is believed that it is the human resource among all the other factors of production, which gives the difference. Successful organizations are distinguished from the rest by the capabilities and commitment of the people who work for them. It is therefore imperative that the human resource ought to be treated with great care and nurtured as valuable assets. Finally it is believed that the employment relationship is based on commitment and not compliance. 2. Strategic Qualities HRM is further distinguished by the fact that it is strategic in nature and therefore requires the attention of senior management and top executives. The above-mentioned assumption stems from the 1st belief that the human resource is the most important source of competitive advantage. HR Policies are too important to be a product of prescribed best professional practice only. In fact they must be sensitive to the demands of the competitive business environment, business strategy and the HR strategy. 3. Role of Line Managers Line managers have a very important role to play in people management. It is clear from the HRM philosophy that people management is too important to be left to operational personnel specialists. Fundamentally, the importance of line managers is seen through the strong link that exists between them and their respective subordinates or employees. 4. Key Levers ?There is a strong belief that culture management is important than managing Procedures and systems. This is primarily important because culture management brings consensus on overall organizational values, beliefs and assumptions. Culture management is also believed to be essential in flexibility and commitment. ii) Integrated action on all HRM policies iii) Restructuring and job redesign to allow developed responsibility and empowerment. Approaches to HRM There are basically two approaches to HRM, the Best Fit Approach and the Best Practice Approach The Best Fit Approach The best fit approach focuses on the importance of making sure that the HR strategies are suitable to the different circumstances of the entire organization, together with culture, operational processes as well as external environment. Thus, it focus on the idea that different human resource (HR) strategies have to focus on a given needs of both the organization and its people (Armstrong 2006, p. 138). Due to the said reason, most of critics and commentators believe that best fit approach is more important and vital than the best practice. The Best Fit Approach focuses on learning what works, and what does not work, in connection to the organizations, thus, it is up the firm to decide what may be pertinent and applicable in the general terms and what lessons can be learnt that can be adopted in order to fit the company’s given strategic as well as operational requirements. The process starts with the analysis of the business needs of the firm within its context such as culture, structure, technology and process that indicate what has to be done. Afterward, it can be useful in order to choose and mix different best practices ingredients, as well as develop an approach that applies those that are applicable in a way that is aligned in order to identify different business needs (Armstrong 2006,). As a result, the best fit approach has a huge appeal to the HR practitioners due to the fact that it positions them as the first-level strategic partners in the process of management decision-making. This is because, the rejection of a one-size-fits-all approach helps to widen the range of good judgment that are available to them (Shields 2007). Best Practice Approach On the other hand, the best practice approach speculate that there is a exact set of human resource practices that can be applied in almost any organizational context that helps to increase the performance that helps to deliver outcomes that are valuable for all the stakeholders, particularly employees. However, the effect of the performance is said to be stronger and more influential if all of the said practices are packed together in order to balance and harmonize each other, thus create positive synergies between them. As a result, the said approach covers different related prescriptive models of human resource management such as high-commitment, high-involvement, high-performance work system and the mutual gains model. The best practice approach is based on the idea that there is a set of best HRM practices and that applying them will help to superior organizational performance. The best known set is Pfeffer’s (1994) model that shows that seven important HR practices of a successful organizations which are: employment security,  selective hiring, self-managed teams, high compensation contingent on performance, training, reduction of status differentials sharing information There are different critics and commentators that are attacking the idea of best practice. This is because the best practice or universalist views by pointing out the discrepancy between a belief in best practice as well as the resource-based view that pertains on the intangible assets that includes HR, which allows the firm in order to do better than its competitors. The major question is how can the universalism of the best practice be squared with the view that only some resources and routines are significant and vital by being rare as well as imperfectly limitable? Aside from that, it is also hard to accept that there is a universal best practice, because one practice that have been successful for one organization, doesn’t necessarily mean that will work on others (Armstrong 2006). Personnel Management (PM) and Human Resource Management (HRM) So what is the difference if any between HRM and personnel management often referred to as Traditional Personnel Management (TPM)? This has been an area of debate between scholars over the years. We have already defined and discussed what HRM is and at this point in time let us attempt to define the concept of personnel management and later discuss the differences if any between PM and HRM. Torrington and Hall (1995) define personnel management as â€Å"a series of activities   which enables working people and the organisation which uses their skills to agree about the objectives and nature of their working relationship and secondly ensures that the agreement is fulfilled† Cole (1999) defines personnel management as all responsibilities related to hiring and firing staff, supervising, promoting, organizing, motivating staff, and developing their professional capabilities. â€Å"Personnel management assists with t he management of people in an organisation. It is concerned with establishing, maintaining and developing systems that provide the framework of employment. Cole (1999) HRM derived its root from the traditions of personnel management. Many commentators have suggested that HRM is just a grander term for a mundane function, representing ‘old wine in new bottles’. Others have argued that HRM reflects a shift in employment relations, made necessary by changes in the organisational environment. By definition personnel management captures three central concepts. Engaging in techniques to maximise productivity by employees, to the benefit of the organisation. Dealing with any disputes that may arise during the course of business by the employee or a third party. Undertake any administrative policies which fall within the employment cycle. By contrast the overarching purpose of HRM is to contribute to organisational effectiveness through the development of an integrated range of policies which can enhance the quality of working life and encourage high commitment, flexibility and high performance from employees i. e. business focus. Legge (2003) identifies four similarities between the two practises: i. Both emphasise integrating with organisational goals ii. Both vest firmly in line management iii. Both stress maximising individual potential  iv. Both stress putting the right people into the right jobs We can safely conclude that the HRM function clearly encompasses the personnel’s role within the organisation, thus there is an element of overlap between the two disciplines. This lends justification to commentators who might argue these movements are one in the same. Guest (1987) sees HRM as a distinct approach to managing the workfo rce and argues that, although personnel management will also select and train staff, it is the distinct approach in the selection and training that matters. HRM’s approach should be linked to high performance and commitment rather than compliance. Guest (1997) recognises that, although empirical evidence is only just beginning to show the link between HRM and performance, evidence is already suggesting that HRM works. The view from industry is also suggesting that HRM is taking on a strategic role in industry. The CIPD (2003) HR survey identified HR issues as now being regularly discussed at executive boards and HR managers seeing their role as that of a strategic business partner, with the HR function now focused on achieving key business goals and developing employee capabilities. The table below summarises the difference between HRM and personnel management. From the table below, Storey defines the elements that differentiate HRM as follows: Human capability and commitment: Storey argues that this is what differentiates organisations. Strategic importance of HRM: it needs to be implemented into the organisational strategy and considered at the highest management level. The long-term importance of HRM: it needs to be integrated into the management functions and seen to have important consequences for the ability of the organisation to achieve its goals. The key functions of HRM: seen to encourage commitment rather than compliance. Storey (1992) identifies a model with 27 points that differentiate HRM from personnel and industrial relations (IR) practices. Storey’s model is based on an ideal type of organisation and is a tool used to present what Storey sees as the essential features of personnel and HRM in an exaggerated way. The role of the HR manager The role of the manager is to enable individuals to achieve organisational goals and objectives. Managers get things done through people. To do this successfully, they need to know who these people are, where they are from, how they can be developed not only for personal fulfilment but also to help achieve the organisational goals, and the impact of external constraints such as legislation, competition, employee relations, and education and training. The HR manager needs to know how these come together to form the function of HRM. The HR manager has to juggle the different functions of HR in the internal environment of the organisation while keeping an eye on what is happening in the external environment. These functions are mainly concerned with the following: Planning, resourcing and retention Managers need to know how many staff they will need in order to achieve the organisational goals. They need to identify where the staff will be needed, how many and at what times. This is part of the planning and resourcing process. The retention of staff is also important, as recruiting staff is an expensive and time-consuming process. A manager needs to ensure that staff are happy in their work as not only will they be more productive, they will also be more likely to remain with the organisation. Recruitment and selection When the need for people has been ascertained, the next task is to find them, and ensure that the right people are selected and recruited for the organisation. If the wrong people are recruited then there could be difficulties in achieving organisational goals and business could suffer. Training and development In order to get the best from employees they need to be trained. Training is done to fill gap between the skills and knowledge they have at present and the skills and knowledge the organisation wants them to have in order to fulfil set goals. It ensures that employees are able to perform to the required standard. Whenever someone new is employed they need to be trained; this may take the form of an induction programme to make the new employee feel welcome and orientate them to the culture and working methods of the organisation. Remuneration and reward Employees need to be paid so that they are able to live. Pay needs to be adequate and equitable. Money is not the only reward and may not motivate em

The State of Discord

The debate between Thomas Friedman and Robert Kaplan can throw light on various aspects of globalization, especially its effects on individuals and societies. In particular, one should focus on the role of different states and governments or the factors that increase the integration of different markets, technologies, and finance.Advertising We will write a custom essay sample on The State of Discord specifically for you for only $16.05 $11/page Learn More Moreover, the authors pay attention to such an issue as personal rights and freedoms in the globalized world. These are the main questions that should be discussed more closely. On the whole, this debate is both interesting and thought-provoking because it can enable readers to understand how different communities can evolve in the environment when people from countries can easily interact with one another. Certainly, one cannot tell that the arguments of Thomas Friedman and Robert Kaplan are always su bstantiated with empirical data. This is one of the limitations that should be taken into account. However, this shortcoming does not undermine the value of this discussion since Thomas Friedman and Robert Kaplan illustrate different pathways of globalization. First of all, Thomas Friedman is quite right in pointing out that the process of globalization is driven by the development of technologies, rather than political changes within various communities. For instance, information and communication technologies make the world more interconnected. They create many opportunities for entrepreneurs. Therefore, one should not suppose that the efforts of different states can stop the process of the integration of markets. Such efforts are not likely to be effective because modern people can communicate with one another through a great number of channels. This is one of the main arguments that can be put forward. It seems that this comment is important for understanding the reasons why eco nomic and cultural relations between various countries intensify. Still, one should not forget about availability of natural resources, since this factor affects the patterns of immigration. The availability of natural resources is vital for explaining the origins of conflicts between states. It is possible to argue that the scholars underline the complexities of globalization. This is one of the details that can be important for understanding the changes in the international relations. One of the central questions examined by Thomas Friedman and Robert Kaplan is the role of governments in the world in which the borders become more blurred. On the one hand, the process of globalization is possible when the government decreases its interference into the lives of citizens. Furthermore, this institution does not erect any barriers for businesses.Advertising Looking for essay on international relations? Let's see if we can help you! Get your first paper with 15% OFF Learn Mo re So, one can say that the role of the state can weaken However, the authors also note that under such circumstances, countries are exposed to a great number of economic or ecological risks. Thus, the skills of policy-makers and legislators can profoundly shape the long-term development of a country. They should make sure that a country can derive benefits from new trade agreements or technological innovations. Therefore, one should not disregard the role of governmental institutions. This discussion is important for showing that it is difficult to predict the role of the state in the globalized world of the future. This is one of the main issues that can be singled out. In my view, this question is relevant to modern political leaders who have to safeguard their countries against various threats. Apart from that, it is critical to focus on the impacts of globalization on the identities of individuals. Both authors argue that it is not possible to disregard a person’s atta chment toward a certain region, country, or city. This situation can be observed in various parts of the European Union. For instance, one can mention the development of the nationalist movement in the modern Catalonia. Moreover, one should not suppose that people lose their attachment to the customs, values, or traditions which are familiar to them since childhood. In my opinion, the scholars explain people’s resistance to complete eradication of borders and the domination of only one culture. To a great extent, the scholars show the integration of cultures and regional identities of people can co-exist. Additionally, researchers identify some important risks associated with globalization. For instance, Robert Kaplan notes that the economic development within a country results in political instability. In many cases, one can speak about the change of political regime and open violence that are usually preceded by transformation of the society. This is one of the most importa nt claims that Robert Kaplan makes. In particular, one should focus on countries as Egypt or Libya. Yet, the development of a state is dependent on the political culture of a country and its historical legacy. These questions are of great interest to Robert Kaplan and Thomas Friedman. On the whole, one can say that this issue should be taken into account by the readers, especially if they take interest in political science or geopolitics. Admittedly, one cannot say that the globalization is process that can be easily analyzed or predicted with the help of existing methods. However, it is possible to single out some patterns of its development in the future.Advertising We will write a custom essay sample on The State of Discord specifically for you for only $16.05 $11/page Learn More Another important question that should be discussed is the protection of civic and human rights. The scholars agree the process of globalization increases the role played by middle classes. This layer of the population can limit the authority of the state and its ability to infringe upon the rights of citizens. Robert Kaplan and Thomas Friedman can show how communities may evolve in the future. Certainly, this debate does not contain the reference to any empirical data or models which can explain how societies can adjust to the process of globalization. Therefore, one should not suppose that the predictions made by these scholars will necessarily come true. However, these authors examine hypothetical scenarios that can eventually unfold in various states that can be both advanced and developing economies. This is why their discussion should not be overlooked by readers. Furthermore, this debate can be used by policy-makers who have to reduce the risks of globalization. On the whole, Thomas Friedman and Robert Kaplan can give readers a better idea about different implications of globalization. The scholars do not debate one particular point or thesis st atement. Instead, they attempt to gain a better understanding of this economic, political, and cultural process which affects many people and organizations. It seems that this approach is very productive. The reading can show how various societies can influenced by the integration of various markets and the blurring of national borders. The debate between Thomas Friedman and Robert Kaplan can be used as a starting point for the study of globalization. These are the main issues that can be singled out. This essay on The State of Discord was written and submitted by user Elvis Hayes to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Aircraft Warfare in WWI

Aircraft Warfare in WWI During the first World War,  the industrialization of the aircraft industry became entrenched as a vital piece of the modern war machine. Although it was just shy of two decades after the first airplane  was flown in the United States in 1903, by the time the WWI broke out, the military already had plans for these new means of warfare. In the years leading up to World War One, military aviation was sponsored by powerful people in government and business, and by 1909 both France and Germany had military air branches with a focus on reconnaissance and bombing. During the war, the belligerents quickly took to the air to gain an advantage. Pilots were initially sent up on missions to photograph enemy bases and troop movements so war strategists could plan their next moves, but as pilots began shooting at one another, the idea of aerial combat emerged as a new means of warfare that would someday evolve into the drone-strike technology we have today. The Invention of Aerial Combat The biggest leap forward in early aerial combat came when Frenchman Roland Garros attached a machine gun to his plane, making an attempt to synchronize with the propeller and use metal bands to deflect bullets from this vital piece of machinery. After a brief period of aerial dominance, Garros crashed and the Germans were able to study his craft. Dutchman Anthony Fokker, who was working for the Germans, then created interrupter gear to allow a machine gun to be safely shot and miss the propeller. Fierce aerial combat with dedicated fighter planes then followed. The cult of the air ace and their tally of kills was close behind; it was used by British, French, and German media to inspire their nations and none were more famous than Manfred von Richthofen, better known as the Red Baron  because of the color of his plane. Plane technology, pilot training, and aerial combat techniques all developed rapidly during the first parts of World War One, with advantage switching back and forth with each new development. Battle formation developed by around 1918, when there could be more than a hundred planes all working on the same attack plan. The Effects of the War Training was just as deadly as flying; over half of the Royal Flying Corps casualties occurred in training and, as a result, the air arm had become a recognized and highly distinguished part of the military. However, neither side ever achieved total air superiority for very long though the Germans briefly managed to cover their small base at  Verdun  in 1916 with a dominant air cover. By 1918, aerial warfare had become so important that there were thousands of planes crewed and supported by hundreds of thousands of people, all produced by a massive industry. Despite the belief- then and now- that this war was fought by individuals daring to fly for either side, aerial warfare was really one of attrition instead of victory. The effect of aircraft on the outcome of the war was indirect. They didn’t achieve victories but were invaluable in supporting infantry and artillery. Despite the evidence to the contrary, people left the war assuming that the aerial bombardment of civilians could destroy morale and end a war sooner. The German bombing of Britain- via zeppelin in 1915- failed to have any effect and the war continued anyway. Still, this belief persisted into WWII where both sides terror-bombed civilians in order to try to force a surrender.

Business Strategy report Assignment Example | Topics and Well Written Essays - 2500 words

Business Strategy report - Assignment Example ch concerns ability of the firm to set goals, according to which proper action plans are set in order to meet those goals and produce desired results. Some of the features of strategic management can be described as follows (DeWit and Meyer, 2004). Strategic thinking- The aspect of strategic thinking involves generation of unique ideas and insights that help to increase competitive advantages of business as well as to achieve desired goals more efficiently. The strategic thinking process requires managers to consider past performance of the business and realize ways in which change or implementation of a new strategy might affect the organization and its various interest groups. Strategic thinking is mostly done when a firm considers applying a change in operations or while incorporating new business ventures into a formal organizational structure. It is mainly a mental process and requires examining the firm from the view point of its capabilities. Managers and authorities brainstorm to come up with new and innovative methods for fulfilling organizational goals and developing new horizons of business opportunity. Strategic planning- The next step after strategic thinking is the process of strategic planning. In strategic thinking, the firm decides upon actions that are needed to be taken. In the strategic planning process, the firm formulates effective solutions so that proposed ideas and objectives can be achieved. Strategic planning involves analyzing the firm considering the following aspects (Johnson, Scholes and Whittington, 2005): Primarily strategic planning involves evaluating the firm from the view point of external environment. This involves conducting PESTEL (Political, Environmental, Social, Technological, Economical and Legal) analysis. The external environmental factors that can affect functioning of an organization are taken into perspective and ways in which external factors are likely to respond when a firm incorporates changes or new business

Theories of Management and Translation into Practices of Management Research Paper

Theories of Management and Translation into Practices of Management - Research Paper Example From the time when social organizations were formed for accomplishing goals and objectives, human beings have felt the need for management and coordination of individual initiatives and efforts. With the increasing reliance on group efforts, organized groups expanded and became large, subsequently accounting for the increasing importance and complexity of management. Henceforth, the managerial theories have gained importance with regards to the way managers manage these complex organizations. However, surprisingly there are numerous managers across different parts of the world that have attained immense managerial success even without the basic knowledge of management (Olum, 2004, p.1-2). There are unequivocal views about managers who have applied mixed management theories in their day to day activities and practices have attained greater success in managing their organizations effectively and efficiently and helped them in realizing organizational goals and objectives. Instances sho w that theories of management cannot be directly translated into practices in the organization and thus managers belonging to the contemporary organizations must appreciate their respective roles in the organizations while seeking to achieve set goals and objectives (Olum, 2004, p.1-2). ... process in which people influences others so as to make them understand and agree to their terms with regards to what needs doing and in the process facilitates individuals and collective efforts to attain shared goals and objectives on the organization (Laguerre, 2010, p.6). The definition developed by the author not only suggests and includes efforts for influencing and facilitating the present works undertaken in the group, but it also ensures that individuals in the group are ready and prepared to encounter future challenges and problems at the workplace. Even though the definition of Yukl is highly comprehensive, there are several researchers who have put forth such definitions which are more narrowly focused. For example, researchers like Coons & Hemphill (1957) believe that leadership is nothing but the behavior of a person or individual which helps to direct the activities and performance of a group towards shared goals and objectives. Kahn & Katz (1978) believes that leaders hip accounts for the influential increment above and over the mechanical compliances with the custom directives in the organization (Laguerre, 2010, p.6). The varying definition of leadership also accounts for its difficulty in practical application in the organization. It is because perspectives differ between individuals and this accounts for the reason how different researchers define management and leadership as per their own perspectives (Daft & Lane, 2008, p.4). As a consequence of the above fact, when researchers conduct leadership studies, they assume different definitions of leadership such that confusion in the interpretation of results can be eliminated or removed.  Ã‚  

Out of School Youths Essay Example for Free

Out of School Youths Essay Out of school youth means having a vulnerable people who have needs. Nobody can deny the hard fact that education is an extremely important factor for bringing change in the lives of individuals. It has universally been recognized as the most powerful instrument and pre-requisite for gearing up the socio-economic development of a nation. In fact, it can be said that it is a pre-condition for the overall up-lift and welfare of a nation. This is why investment in education is considered to be so vital for human resource development and the enhancement of the quality of manpower. The history of humankind, in general, and that of developed nations of the worked, in particular, is replete with the precedents, which establish the fact that a certain level of literacy in population is an essential pre-requisite for precipitating the process of development in a country. The segment of society that plays the most active part in the socio-economic development of any country/region consists of the adolescents. It is clear that the composition and characteristics of this most crucial part of population goes a long way in expediting the process of national development and influencing the policy makers and planners in their planning and decision making for the future. In this way, the adolescents act as a sort of a â€Å"pressure group† that exerts a far-reaching impact on the process of educational planning as well as on the other developmental activities of the country.

Adolescents and Sleep-Deprivation: Should High School Classes Start La

Seventeen-year-old Jilly Dos Santos (a student of Rock Bridge High School) struggled every morning to be at school for 7:50 a.m. Rushing to put on makeup, skipping breakfast, and being tardy was common for Jilly. â€Å"I will die†¦I will drop out of school† claimed Jilly when she found out that the school board was considering moving the start of the school day 30 minutes earlier (Hoffman 2). Jilly became a sleep activist because she knew that, biologically, adolescents go to bed and wake up later. Mary Carskadon, considered to be an expert on sleep and circadian rhythms of adolescents, claims that adolescents should receive about 9 hours of sleep a night (Onyper). Many students suffer from sleep-deprivation due to alterations in the peak times of melatonin production, a hormone directly involved in sleepiness, and personal schedules, which affects the body in various ways (Nathan). For example, sleep-deprivation lowers levels of leptin, which is the main hormone involved in the regulation of appetite, thus increasing the chance of overeating (Spiegel). It also increases the chances of depression and affects the levels of cortisol, a toxic hormone induced by stress (Bergland). I believe that classes for 13-21 year-olds should start later because it would result in adolescents sleeping more, performing better in school, and reduce health risks. Based on evidence that adolescents need more sleep, psychologists are starting to believe that schools start too early. Let us say that a school starts classes at 7:30a.m. Students would have to wake up around 6 in order to have the time necessary to get dressed, eat breakfast, and make it to school by 7:30. In order for adolescents to get at least 9 hours of sleep, they would have to go to ... ...014 Hoffman, Jan. â€Å"To Keep Teenagers Alert, Schools Let Them Sleep In.† New York Times. 13 Mar 2014: n.p. Web. 28 Mar. 2014. Nathan, Nila, and Jamie Zeitzer. "A Survey Study Of The Association Between Mobile Phone Use And Daytime Sleepiness In California High School Students." BMC Public Health 13.1 (2013): 1-5. Academic Search Complete. Web. 25 Feb. 2014. Oynper, Serge. â€Å"Class Start Times, Sleep, and Academic Performance in College: A Path Analysis.† Chronobiology International. 15.1 (2012): 318-324. EBSCO. Web. 4th Feb. 2014. Pejovic, Slobodanka, et al. â€Å"Leptin And Hunger Levels In Young Healthy Adults After One Night Of Sleep Loss.† Journal Of Sleep Research 19.4 (2010): 552-558. Academic Search Complete. Web. 14 Apr. 2014. Spiegel, Karine. â€Å" The Impact of Sleep Deprivation on Hormones and Metabolism.† Medscape.org. n.p. August 2005. Web. 13 April 2014.

Primary research on motivation

Motivation Course: ORGANISATIONAL BEHAVIOUR Faculty: Batch: 2013-2016 Class: Table OF Content: Table OF CONTENT:S.NoSubjectPg. No.1.Student Declaration32.Introduction43.Questionnaire5-74.Analysis7-145.Decision15. Student DECLARATION We hereby declare that all the members in our group were present during the interview with Mr. Deepak Gupta, Director of Thoro Packaging Industries Pvt. Ltd.. All the members have every bit worked together on this undertaking titled ‘Motivation’ . Each of us had been assigned a portion of the entire undertaking and have contributed moderately to the completion of this undertaking. The questionnaire prepared by us consists of inquiries that have jointly been contributed by the members of our group. On the completion of this undertaking, we had acquired valuable cognition and information pertaining to the motivational facet in the working of a private endeavor and the psychological orientation of its employees. Introduction Motivationis amental characteristic that inspires an being to work on the desiredgoaland controls his behavior harmonizing to the demands. For illustration, Grades is a factor motive that allows us to analyze and work harder. It is an external or internal force which compels us to execute an action to accomplish a coveted end. Motivation helps the human to minimise physical hurting and maximise pleasance and helps us derive assurance so that we can accomplish our end. QUESTIONNARIE:I believe that the work that I do contributes to the ends of the organisation and makes a difference.AlwaysSometimesRarelyNeverI readily take part voluntarily in meetings, treatments, arguments and supply suggestions that help better our work.AlwaysSometimesRarelyNeverMy leader understands my strengths, endowments and abilities, and ensures that I get to use them on a regular footing.AlwaysSometimesRarelyNeverMy work is positively disputing. It stretches my abilities and possible, without coercing me into emphasis.AlwaysSometimesRarelyNeverI believe that there is good cultural coherence between me and the organisation.AlwaysSometimesRarelyNeverThere are equal chances for betterment and overall development in the organisation.AlwaysSometimesRarelyNeverI do non experience hesitating about showing my sentiments, ideas and positions, irrespective of whether they are for or against an idea/proposition.AlwaysSometimesRarelyNeverI consider myself appreciated and valued by the organisation.AlwaysSometimesRarelyNeverMy sentiments are encouraged, sought out, listened to and enacted upon.AlwaysSometimesRarelyNeverUnder-performance is analyzed, identified and rectified rapidly and efficaciously by the organisation.AlwaysSometimesRarelyNeverConflicts within the organisation are dealt with rapidly, efficaciously and in an just and indifferent mode.AlwaysSometimesRarelyNeverMy leader and I reciprocally decide upon marks on a regular footing, and I am clear about my personal ends that will assist me and the organisation become successful.AlwaysSometimesRarelyNeverI believe that mypersonalends are just and ambitious every bit good as accomplishable and that I have a good opportunity of accomplishing them.AlwaysSometimesRarelyNeverI am good informed, clear and convinced about our squad ends in the organisation.AlwaysSometimesRarelyNeverI am an of import and portion of my squad contributing towards the accomplishment of the ends of the squad and organisation at big. AlwaysSometimesRarelyNeverI believe that oursquadends are just and ambitious every bit good as accomplishable and that I have a good opportunity of accomplishing them.AlwaysSometimesRarelyNeverMy squad places more importance on happening solutions and bettering public presentation, instead than interpersonal struggles, political relations, and unhealthy competition.AlwaysSometimesRarelyNeverThere is a sensible grade of trust between the direction and work force, and the higher-ups and subsidiaries of the organisation.AlwaysSometimesRarelyNeverI personally like working in the organisation and bask my work and the work environment.AlwaysSometimesRarelyNeverMy wage, fringe benefits and fringe benefits are sensible, just and equal.AlwaysSometimesRarelyNeverAnalysis 1.I believe that the work that I do contributes to the ends of the organisation and makes a difference 2.I readily take part voluntarily in meetings, treatments, arguments and supply suggestions that help better our work. 3.My leader understands my strengths, endowments and abilities, and ensures that I get to use them on a regular footing. 4.My work is positively disputing. It stretches my abilities and possible, without coercing me into emphasis. 5.I believe that there is good cultural coherence between me and the organisation. 6.There are equal chances for betterment and overall development in the organisation. 7.I do non experience hesitating about showing my sentiments, ideas and positions, irrespective of whether they are for or against an idea/proposition. 8.I consider myself appreciated and valued by the organisation 9.My sentiments are encouraged, sought out, listened to and enacted upon. 10.Under-performance is analyzed, identified and rectified rapidly and efficaciously by the organisation. 11. Conflicts within the organisation are dealt with rapidly, efficaciously and in an just and indifferent mode. 12.My leader and I reciprocally decide upon marks on a regular footing, and I am clear about my personal ends that will assist me and the organisation become successful. 13.I believe that mypersonalends are just and ambitious every bit good as accomplishable and that I have a good opportunity of accomplishing them 14.I am good informed, clear and convinced about our squad ends in the organisation 15.I am an of import and portion of my squad contributing towards the accomplishment of the ends of the squad and organisation at big. 16.I believe that oursquadends are just and ambitious every bit good as accomplishable and that I have a good opportunity of accomplishing them 17.My squad places more importance on happening solutions and bettering public presentation, instead than interpersonal struggles, political relations, and unhealthy competition. 18.There is a sensible grade of trust between the direction and work force, and the higher-ups and subsidiaries of the organisation. 19.I personally like working in the organisation and bask my work and the work environment. 20.My wage, fringe benefits and fringe benefits are sensible, just and equal. Decision This undertaking was really exciting for all in our group as we got to larn a batch about motive through a field trip to a private endeavor. We were able to derive a valuable penetration into the heads of the employees and their psychological feelings with regard to how motivated they felt within the administration. We ascertained the important function that motive dramas in any organisation, be it a private or a public endeavor. This is because motive is permeant in nature. We would wish to thank our Organisational Behaviour professor, Dr. Olive Nerulkar, for supplying us with an chance to larn about motive on the field through a questionnaire study of an organisation’s employees. pg. 1

Poetic Devices and Poems - 3332 Words

miXing AnD mATcHinG By: William Meyer SECTION A †¢ Poetic Devices Glossary Poetic Devices Glossary Irony: a difficult term to define can refer to a manner of expression or a quality in the thing perceived. In both cases, irony involves the perception of discrepancy, usually between apparent and real significance. It is an indirect way of communicating an attitude. Irony can vary in tone, from humorous to bitter. Example- Rime of the Ancient Mariner by Samuel Taylor Coleridge: â€Å"Water, water, every where, and all the boards did shrink; Water, water, every where, nor any drop to drink.† Diction: choice of words. A writing style may vary according to the level of diction: formal or informal. Other terms to†¦show more content†¦perfect It always is SECTION C †¢ Eight Inspirational Poems †¢ Ten Question/Answer Chain †¢ Three Reading Responses †¢ One Poem Explication (Notes) r-p-o-p-h-e-s-s-a-g-r By: E. E. Cummings r-p-o-p-h-e-s-s-a-g-r who a)s w(e loo) k upnowgath PPEGORHASS eringint (o- aThe) :l eA !p: S a (r rIvInG .gRrEaPsPhOs) to rea (be) rran (com) gi (e) ngly ,grasshopper; The Road not Taken By: Robert Frost Two roads diverged in a yellow wood and sorry I could not travel both And be one traveller, long I stood and looked down one as far as I could to where it bent in the undergrowth; Then took the other, as just as fair, and having perhaps the better claim because it was grassy and wantedShow MoreRelatedEssay about Use of Poetic Devices in Two Love Poems975 Words   |  4 Pages the poem â€Å"Reluctance† by Robert Frost and â€Å"Time Does Not Bring Relief† by Edna St. Vincent Millay, revolved around the theme of lost love. Each poet used a similar array of poetic devices to express this theme. Visual imagery was one of the illustrative poetic devices used in the compositions. 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