START Programs Defined :: essays research papers

The Impact That the START Treaties Have On Public Safety Have you ever thought about a nuclear bomb hitting Wichita? What could we do to prevent this from happening? There have been several attempts to rid the world of nuclear threat. None of these attempts has actually prevailed to the lofty goal of unilaterally removing the threat of nuclear war. Seemingly, the unilateral limitation of nuclear arsenals would be a good idea. To begin, I need to define terms in layman’s to reveal the total meaning of this topic. Each delivery system has a different range. Inter-continental ballistic missiles (ICBMs) have the farthest range of 13,000 kilometers, whereas, submarine launched ballistic missiles (SLBMs) can only reach as far as 12,000 kilometers (Friedman). Unilateral action means that each separate side will act identically. If Russia disassembles 100 ICBMs then the United States has to disassemble 100 ICBMs to create equality. The bloc of treaties designed to assure the unilateral reduction of nuclear arms is the strategic arms reduction treaty (START). The START treaties have three sections; each designed to reduce the number of specific nuclear weapons. I will discuss each version of START in order to show what influence it will have on global safety. START I set the groundwork to begin the gradual decline of nuclear weapons for the United States and the Soviet Union. Each party had approximately 10,000 nuclear weapons of various ranges (Friedman). Under START I the number of total nuclear weapons deployed will unilaterally be reduced to a total not to exceed 6,000 warheads (Carnegie Endowment for International Peace). Which is a step in the right direction.   Ã‚  Ã‚  Ã‚  Ã‚  Both the United States and Russia signed the START I treaty on July 31, 1991 (Carnegie Endowment for International Peace). Although the Soviet Union dissolved around this time, the four countries that remained ratified the treaty. START I entered into force on December 5, 1994, when the five treaty parties exchanged instruments of ratification in Budapest (Kimball). START II continued to reduce the number of deployed nuclear warheads to a total to 4,250 per party (Carnegie Endowment for International Peace). This second treaty further limited the number of ICBMs and SLBMs that can be deployed with nuclear warheads. START II was signed on January 3, 1993 in Moscow (Carnegie Endowment for International Peace).

Managing Change in Organisations

Master of Business Administration Assignment Programme Title: University of Wales MBA (Project Management) Student Full Name: Raji Shakirudeen Damilare Student STU number: STU32417 Student Email Address: [email  protected] com Module Name: Managing Change in Organisations Word Count: 4273 words Submission Deadline: 16 July, 2012 TABLE OF CONTENTS CHAPTERPAGE CHAPTERS CHAPTER 1 – TASK 1 3 – 5 * Introduction3 * Nature and Scope of Change3 * Major Drivers of Change4 CHAPTER 2 – TASK 26 – 10 * Key Issues and Challenges6 * Action plan 9 CHAPTER 3 – TASK 311 – 14 * Change implementation 11CHAPTER 4 – Task 415 – 16 * Change success 15 * Conclusion 16 REFERENCES 17 CHAPTER 1 TASK 1 1. 00INTRODUCTION Background: Operational wastes come with a lot of cost and it is generated in many forms within an operational system. The intention of any profit making organisation is to maximize customer’s values and yet minimize the waste. Aim and Structure: The assignment will identify areas that will be compelled by the Total performance management TPM as an improvement to the existing system. It will analyse the key contents and benefits of TPM implementation.It does also seek to outline the scope of the change, dealing with key issues and providing actions plans using relevant models. The assignment will evaluate the change models application during the implementation phase, measure in milestones the change success and provide adequate feedback on success recorded. 1. 10NATURE AND SCOPE OF CHANGE Meeting production targets will not be enough anymore to judge production performance if records of customer complaints, rework or defects, overproduction, over processing, delayed inventory, human and equipment breakdowns, administrative delays caused by the bureaucratic setup and low team spirit.Total performance management TPM is an effective performance pillar with nine key components that is designed to completely re-eng ineer the system, integrate functions and take functional expertise into the value creation process. In particular, it is focused on supporting frontline personnel and frontline leaders to eliminate operational waste that will guarantee the optimization of all manufacturing and production processes. The TPM pillar descriptors to be used are: 1. Autonomous Maintenance: This pillar aims to improve equipment reliability through equipment care. . Planned Maintenance: This is a step by step process for improving facility maintenance. 3. Education and Training: This pillar enhances focused knowledge and capability building. 4. Focused Improvement: This pillar provides a structured method to identify and prevent problems. 5. Early Management: This pillar is directed towards the development, design and implementation of new technology and strategy that will cope with the future. 6. Quality Maintenance: This pillar aims to create a system incapable of producing quality defects. . Office: Thi s pillar focuses on ensuring LEAN and error free business processes. 8. Safety Health Environment: This pillar aims to ensure elimination of unsafe behaviours and conditions. 9. LEAN Factory: This pillar focuses on LEAN Thinking specifically applied to logistics management. NCE Introduction (2009, pg 8) 1. 20MAJOR DRIVERS OF CHANGE Key drivers of change are listed and described as follows: Improved Production performance: Production performance is greatly affected by incessant machine and human breakdown.It will be necessary to implement a comprehensive shift management programme and strategic maintenance management system to improve the system. Re-engineered Inventory management: Factory inventory tracking system has been poorly managed, thereby impacting on consumables and spare parts management. Maintenance management system is undermined or sometimes ignored as a result of poor inventory control. Inventory management needs to be re-structured to speed up the existing system proc esses, by providing an effective system application tracking software that will eliminate the threat of delay and low productivity.Optimizing logistical management: Raw materials stock management continues to be affected by late deliveries and poor stock management system. Production plans are disrupted, production volumes are not met and consumers are faced with products scarcity. Early management is required and implementation of a comprehensive system application tracking software that will re-structure the logistical management system to cope with increasing activities. Minimised operational cost: Defected products are separated during production and routine quality checks.Products are also return from markets for quality reasons, thereby resulting to rework and reprocessing which will increase the operational cost of producing a product more than ones. Total quality management strategy will be required at the shop floor. Customer delight: Series of customer complaints have been recorded on products defect, short counting, late delivery and products scarcity. Scarcity provides the advantage to competitors to fill the vacuum created by our ineffectiveness and poor operational management. Market growth:Market projection have shown a steady 10 % annually increase, which means that the total business will be tripled in the next 10 years (MBS, 2009). This forecast has proven to be realistic and achievable from the growth trend recorded in the past ten years. NCE document (2009) Total performance management system will enhance manufacturing and production performance, positioning us for the future opportunity. Excel in compliance: Factory’s existing quality, safety and environment system standards and guidelines are currently managed independently.As these systems are interrelated, they will be integrated into a single management system. This will allow a simplified process for compliance, auditing and improved focus on the specific compliance aspects. Go vernment policies must be fully adhered to enjoy an enabling environment and imbibe best practices within the organisation. Creating Competitive advantage: Part of the main drivers of change is the presence of a strong competitor that is working hard to take over the market. In the modern world of advanced technology, trade secrets cannot be the only advantage that must be possessed.All competitive gaps that are created must be closed by ensuring availability of quality products to the market, delighting consumers at affordable price. Improved marketing strategy will be appropriate. CHAPTER 2 TASK 2 2. 00KEY ISSUES AND CHALLENGES This chapter is expected to identify and define major issues and challenges that have resulted to the generation of operational waste. The cause and effect analysis (Fishbone diagram) will be adopted to define the major problems, brainstorming will be achieved applying the affinity chart that will help categorise related issues and identify the major causes of the problem through Pareto.Problem Definition: Operational wastes have been recorded in so many forms across all major departments. Waste is not anymore limited to tangible and physical objects, but has spread deeply into key aspects of daily operations. Failure to meet production target is a major waste, which can result to increasing production cost, products scarcity and quality issues hereby posing a huge risk to the system. Brainstorming What are the major causes of Operational waste that have been identified in the system?Collective ideas are highly needed at this stage of problem solving, where key players with common objective brainstorm and come up with pool of ideas or suggestion that could lead to the actual cause of operational waste. After a long brainstorming session and thorough investigation, the change management team have come up with list of possible causes of operational waste generated from log sheets across the departments. The group contains different memb er from different school of thought, which have resulted to the initial generation of a large list of possible causes of the challenge.The list was streamlined at random and major possible causes where picked and listed in the table below; System Failure| Lack of operational knowledge| Increased production cost| Customer compliant| Rework / Defects| Production targets failure| Weak quality management system| Lack LEAN mindset| Poor logistics management| Poor inventory management| Ageing equipments| Low production output & performance| Raw material variation| Finished product late delivery| Poor production output| Manual operations| Poor maintenance management system| Less commitment & Engagement| Defected products| Equipment Breakdowns| Safety issues| Poor communication| Poor mindset / Behaviour| Network disruption & Failure| Figure 2. 0. 01 Random selection of major problems The Affinity diagram will help regroup and sort listed problems into related categories in the 6Ms format as illustrated below; People Machinery Ageing Equipment Low production output Poor operational knowledge Less commitment Low production performance Safety issues Poor production output Poor communication Poor mindset / Behaviour Manual operation Equipment breakdown Material Raw material variation Rework / Defect SystemPoor logistics management Production target failure Late delivery of finished products Checks / Control Poor maintenance management Network disruption Weak quality management Increased production cost Process System failure Lack of LEAN mindset Defected / Rejected products Customer complaint Poor inventory management Figure 2. 0. 02 Affinity chart for Operational waste Identify major causes: The problems illustrated in the affinity chart in figure 2. 1. 01, shows a list of possible causes of the problem, categorising them into key six major categories that could be the summary of the possible causes of the problem.The cause and effect diagram will provide a clearer pictu re and additional insight to further link the possible problems from respective sources showing the potential primary and secondary source of the problem, based on the findings of the change team. The major problems have been clearly identified and linked into various sources in a cause and effect diagram as shown in figure 2. 1. 02 below, it is imperative to analyse further the frequency of occurrence of these problems using Pareto. The referring log sheet shows the rate of recurrence of some problems more than the other and clearly defines the effect on daily operations. Figure 2. 0. 03 Cause and Effect diagram for operational waste Figure 2. 0. 4 Pareto chart for operational waste Referring to the Pareto chart above in figure 2. 1. 03, it shows clearly that â€Å"low production output† and â€Å"production target failure† have occurred more frequently than â€Å"low production performance† and others with same frequency of occurrence. The occurrence of most o f the listed problems seem on the high side and needed to be treated as such, having recorded low incidence on problems like â€Å"manual operation†, â€Å"raw material variation† and â€Å"network disruption† which should not be underrated, has it is assumed that most of the major problems recorded could have triggered them as remnants.This invariably indicates that when the bigger problems are completely resolved, it takes care of the ones with low occurrence. The machinery category is the highest contributor of the operational waste, ranging from the machine condition to operations, but seconded by the people category that have in actual sense contributed the largest share of the problems that have made the system unhealthy. Checks, system and process category have their own share in terms of occurrence recorded, this makes it difficult to ignore any of the listed problems no matter how little, because it could develop to a complex and epidemic challenge that will take longer time to solve.Operational waste action plan Prepared by: Change management team. Summary: Operational waste has been generated across the 6 categories of challenges recorded in the organisation, translating clearly the areas that require swift response to change and improvement. The problem solving techniques adopted have identified the root cause of the operational waste and the major area that requires concentration. It is imperative to prepare an action plan to tackle the listed challenges. Solution: The main goal is to implement Total performance management TPM into all functions as the solution to operational waste. 2. 10ACTION PLAN Goals| Measures| Responsible| Target Date|To provide a unique maintenance strategy (Autonomous and planned maintenance). | Perform daily operational review at the shop floor, weekly operational review at the management level to track improvement and report achievements. Report weekly maintenance plan and execution. Measure line per formance and efficiency against set target. | OperationsOperationsManagement| January, 2013January, 2013January, 2013| To lay more emphasis on personnel training and development. | Get training feedback from trainees. Subject trainees to knowledge checks and exercises. Track personnel improvement against line performance. Use performance evaluation to appraise personnel. | HR| January, 2013| To improve in quality management system. Provide in-line quality checks system. Record defects and investigate the root cause. Embark on monthly market visit. Record batch sampling quality. Communicate quality status monthly. | Quality assurance| January, 2013| To be safety conscious at all time| Commence SHE observation and report area weekly safety status. Perform random safety checks. Carryout monthly safety drill to check and re-communicate awareness. | Operation / Management| January, 2013| To introduce early management approach. | Provide detailed template on early management programming. Provide feedback from early management plan and communicate the achievement on implementation. Management| April, 2013| To implement LEAN thinking, system and mindset. | Outline system layout in LEAN concept and map out areas according to compliance. Track awareness level in all staff. Check LEAN mindset reflection in reporting and follow-up. Report cost saving from LEAN implementation. | Operation / Management. | July, 2013| To focus more on continuous improvement. | List areas of continuous improvement, outline changes and business advantage. Compare changes â€Å" before and after†Track improvement progress against global objectives. | Operation / Management. | November, 2013| Fig 2. 1. 01 Action plan for the implementation of TPM CHAPTER 3 TASK 3 3. 0 CHANGE IMPLEMENTATION Change implementation requires strategic and logical approach which can only be analysed using basic change management models that clearly describes the steps to effective implementation of change. The change implementation will be evaluated in more than one change management model to better outline the model that will be more effective to this particular change implementation. Kurt Lewin and John Kotter models of change management will be critically evaluated as the options for the implementation of TPM. The models will be compared to properly decide on the best option the managers can adopt during implementation.Kurt Lewin Model: Lewin (1951) Model gives simpler overview of change implementation, although it is assumed that conditions exist because of competing forces that are in equilibrium. To effect any change, the force must be adjusted. Cited by F. Ashton Blog (2010) Change or Transitional Refreeze Unfreeze Lewin model comes in 3 stages namely; unfreeze, change or transition and refreeze. The idea is focussed at the implementation of change in an organisation that is already accustomed to a particular mindset and ideology. Existing mindset, ideology, system, attitude and pe rformance TPM fully integrated as a guide to excellent performance. Implementation of Total performance management Fig 3. 0. 1 Lewin Change model Kotter Model: Kotter’s (1996) 8 steps model of change is a top down approach that provides a wider range for change implementation. This change model is linear and it predicts the change processes in steps that identify core areas that should never be neglected if a change where to be effective. Fig 3. 0. 02 Kotter Change model Source: The Change Management Blog (2009) Model Comparison At the first stage of Lewin’s model of change, leadership comes up with the unfreeze strategy that will alter or disengage the existing system practices.It targets the root cause of the problem, by providing the best assumption using the force field analysis to factor out the pros and cons before considering implementation. Unfreezing is carried out at the leadership level, based on assumptions from the analysis. Unlike the first stage in Kot ter’s model that clearly emphasise on the need to first establish a sense of urgency from top-down, by carrying along all members of staff from the inception of the change implementation, sharing with them the reason change is necessary at the time and also help to identify the protagonist and antagonist to the change. Although the force field analysis applied in unfreezing stage also consider the driving and refraining force for the change, but it is clearly based on assumptions.The Kotter’s model starts change communication from the first step of implementation, where preliminary information have been provided for all to brainstorm about, not streamlining it only to the leadership. The second step is aimed at constituting a powerful coalition that will form the formidable, experienced and result focussed change management team. Rather, in Lewin’s model change management team are selected are at earlier stage based on management’s decision. Creating a vi sion for change is the third step in Kotter’s model, where all the ideas, thoughts and brainstorming that have been collected by the change management team are streamlined and integrated into company’s objectives and vision. Perhaps no idea is foolish and the collective enquiry to solve major issues gives employee the sense of ownership and esponsibility towards achieving the collective goal. Lewin’s model distorts an existing system with the intention of introducing or improving a system. This idea and vision comes from the management, who have practically analysed the major problems based on their experiences and knowledge of the company’s objectives. The transition stage, which is Lewin’s second stage for change modelling provides the actual implementation of change. This stage is the roll out phase of change to all employees â€Å"official launching†. This stage seems to be the hardest as the existing ideology, mindset and processes are unfrozen either to extinguish or modify to a new system.The fear of the unknown and resistance may be recorded. That is why Kotter and Lewin emphasise more on communication at this stage. Communication becomes the tools for change campaign. At this stage continuous training and coaching is very key to acceptability and embrace. Kotter identifies communication as a day to day affair and ensuring that antagonist are converted and the supporters are maintained and developed to live the change. Lewin’s transition stage encompasses communication in all forms. Perhaps might take more time than anticipated to achieve the level of acceptance needed, it requires consistent coaching and training to get the buy-in of all employees.Kotter insist that after communication have been initiated, though it is a continuous process but will definitely meet some deadlocks, ranging from the unacceptability, fear of the unknown, structures that do not support the change and the vision. The fifth st age identifies the major deadlocks and provides the right approach to solving them. Lewin’s transitional stage give a lot of room for neglect of some major deadlock identification, hereby living some elements like virus behind, that could develop to catastrophe in the future or even hinder this change process. Lewin’s last stage is the refreezing stage, stability establishment is the main objective once the change has been effected and accepted as part and parcel of the system. The intention is to strengthen and reinforce the change implementation, allowing for full integration by all functions.The new change is freeze and continues to monitor progress of implementation, bearing in mind that change will be continuous and can never be permanent. Theoretically, Lewin target the adjustment of the force field to adequately buy-in employees to acceptance and embrace of the change. The change is integrated into the company’s structure and system and refreezes as the n ew outlook of the organisation. Part of the reason the Lewin’s model could take more time to be fully integrated is the lack of comprehensive practical application that influence acceptance. It is important to target a feedback mechanism that will encourage a swift change embrace.Kotter’s sixth step encourages the need to create a short-term wins that will motivate employees further. Employees deserve first hand information on the benefits recorded so far to elevate their confidence and also management to gain more support from all. The best way is to set milestones where employee’s achievements can be celebrated and recognised. Kotter believes in continuous improvement, that is his main model in the seventh step. Change cannot be cast on stone that will not require further improvement; it requires building upon to achieve maximum effectiveness. The short-term win has various advantages, part of it is the opportunity to see other areas that need improvements and explore other options to achieving set objectives.Lewin’s refreeze does not show the required detail to record areas of further improvement, because the mindset of the employee already fixed on the refreeze syndrome. Managers should consider the Kotter’s model as it also adopts the concept of refreezing, but in a different manner. He believes that when change is stick completely into the system, it should become parts and parcel of the organisation, like a revised constitution that have been adopted, but requires further improvements. It re-emphasises the need to continuously maintain the support of the management and all employees to avoid falling back to the initial problem. TASK 4 CHAPTER 4 4. 00 CHANGE SUCCESSTo assess change management effectiveness, leadership needs to focus on measuring the progress of the change implemented to ensure they are moving on the right direction. To achieve this effective implementation, milestones and measure are required to effecti vely measure the progress and performance of the change. The performance measures are categorised in 7 stages namely: 1. Internal Performance Assessment. When change is assumed to be completely implemented, the organisation needs to be certain of these assumptions. The reason they involve an independent internal audit team to track change implementation progress, using the qualitative and quantitative monitoring approach in determining the level of compliance.Employee change appraisal survey is forwarded to all functions to get the right feedbacks. Individual functions will be audited and informed of areas that still require more attention, compliance and improvements. At this stage, the organisation is certain of the level of compliance and areas that requires more concentration before the pre-assessment and full assessment that will be carried out by external auditors. This usually takes about 3 months before pre-assessment. 2. Performance Assessment. It is important that a pre-as sessment is done after the first nine month of change implementation to effectively measure the level of compliance and adherence to the new change.The outcome of each pre-assessment must define the status of the change as to â€Å"what the goals are â€Å", â€Å"where we are now† and â€Å"where we are going†. The pre-assessment must also measure individual progress using a five-level commitment scale to monitor the commitment level of employees during implementation and then choose specific strategies to help individuals progress through the five levels. Level 1: Awareness: Measure the level of awareness in all functions. Level 2: Acceptance: Measure level of acceptance. Level 3: Application: Measure skill level of employees. Level 4: Adoption: Measure level of adoption and reflection in employee’s daily activity. Level 5: Advocacy: Share and accept feedback amongst employees.The full assessment (gate opening) will be done six month after pre-assessment cer tification and correction of other identified areas of improvement and a yearly post-assessment will also be carried out. 3. Perform Customer Satisfaction Survey This is the next step of assessment performance provide a gauging mechanism to monitor customer satisfaction as a tool to benchmark with acclaimed internal operational success. Feedback is vital from the customers and are closely monitored, recorded and acted upon immediately. This is a continuous exercise. 4. Measure the Volume of Defects We cannot hide from the fact that perfection is nearly impossible, but we must put measures in place to track and check level of amount of rework or defected recorded compare difference with the previous system.System must be in place to ensure that defects are be recorded as they occur and subjected to root cause analysis to check if we still maintain residual problems and follow is the rectification. Key performance indicator KPI is to see reducing trend in the volume of defects generat ed over a period of time, showing the percentage of improvement. 5. Measure the Volume of Failed Changes When measuring success rate of changes being implemented, we must be able to define â€Å"what is† and â€Å"what is not† a successful change, and the criteria being used for each definition. SMART (specific, measurable, achievable, relevant and timely) criteria must be in place where changes are reviewed for success.The KPI is to see the level of compliance increasing, showing the percentage of improvement. 6. Measure the Services Performance Service performance is wide to measure in one piece, so functions shall have a different KPI to measure their performances which is then cascaded to the organisation. Internal and external auditors perform assessment exercise to check impact on indicators, compliance and adherence to the operational documents. 7. Calculate the Return on Investment The main purpose for the implementation of Total performance management is to de light our customers, create competitive advantage and enhance operational performance. The change implementation comes with cost and it must also beget remarkable financial benefits.We must measure and record the saving generated across all functions. Source: Mark, S (2008, pp 2-8) 4. 01 CONCLUSION To reduce operational waste to an acceptable state, the introduction of Total performance management is the solution. We have defined the major causes and the possible solution to be implemented. Solution comes with measures and deadlines, if achieved will provide the positive benefit that is targeted. The benefits from change implementation are targeted to continuously meet company’s objectives in delighting customer’s satisfaction, creating competitive advantage and compliance. The objective is to maximise profit at the best minimum cost.Measure, milestone and deadlines are in place, which are guided by the application of renowned change management models to ensure the rig ht approach to introducing a new change conforms to the company’s culture and objectives. Effective application of the control and monitoring mechanism to track effective transition as illustrated in change measures have enabled the changes to be effective. We have tracked and recorded minor deficiencies which are a result at the acceptance stage of TPM have since been resolved. Positive feedbacks received from customers and remarkable records of decreased customer complaints, because of the new quality management check in-house that has guided quality production output. REFERENCES Woolnough, M. , 2009. Glossary for Nestle continuous excellence NCE document, Nigeria Pg 2 – 3 Ashton, F. , 2010. Lewin Model (K. Lewin, 1951).Available from: http://www. ashtonfourie. com Blog (Accessed 6 July 2012) Kotter, J. , 1996. Leading Change. Available from: http://www. mindtools. com (Accessed 6 July 2012) Mark, S. , 2008. Measuring success- Ideas on how to show that real benefits are being delivered, Fox IT, Pg 2 – 8 Holger, N. , 2009. Change Model 3: John Kotter's 8 Steps of Leading Change. Available from: http://www. change-management-blog. com (Accessed 13 July 2012) Lewin Model. Available from: http://www. change-management-coach. com. (Accessed 6 July 2012) Nestle continuous excellence NCE Introduction VI. 6. Available from: http://www. intranet. nestle. com/NCE (Accessed 6 July 2012)

Explore and compare the romantic relationships in the...

Explore and compare the romantic relationships in the play; Beatrice and Benedick, Claudio and Hero The theme of love is the fundamental premise in this play. Shakespeare has shrewdly created two relationships intertwining and unfolding throughout the play that contrast with each other dramatically and comically. The story of Beatrice and Benedick takes centre stage in the play and because of there witty and extroverted personalities we immediately warm towards them. Hero and Claudio however are more conservative in nature making their relationship more acute and serious. Both relationships are so diverse they are easy to compare with each other. The relationship between Claudio and Hero†¦show more content†¦Benedicks character has two main sections to it. His persistent witty courtier and the tedious tactic of disparagement towards love. He constantly refers to love, his dislike of women and the fact that he will remain a bachelor for the rest of his life. Claudio on the other hand likes the idea of falling in love and constantly talks and thinks about Claudio. I find it ironic that Claudio is the one who relentlessly talks of his love of Hero, but then later disregards her without question, and it is Benedick who has sworn himself away from love and women who later declares his deep love for Beatrice. Beatrice and Benedick are indubitably the most interesting and well liked characters in the play. A bond is created between the reader and Beatrice and Benedick because of there realistic and pragmatic nature. The reader can relate to these two characters better than anyone else in the play. Beatrice comes across as being witty, intelligent, energetic but lonely. We establish that from an early age she has been the orphaned cousin who seems to be on the outside of many things. However her position and character allows Beatrice a freedom to be extreme in a way that Hero cannot. From the opening scene we can see that the relationship between Beatrice and Benedick is a complex oneShow MoreRelatedThe Character of Bendick in Much Ado About Nothing Essay1742 Words   |  7 PagesExplore the Development of Benedicks character throughout the play. The character ‘Benedick changes dramatically throughout Shakespeares Much Ado about Nothing. It is the character ‘Beatrice who invokes these changes into Benedick. At the beginning of the play Benedick appears to be an aristocratic soldier who is witty and intelligent. It is clear Benedick has a reputation as a noble soldier and brave man merely from the messengers comments: He hath done good service, lady, in these warsRead MoreLove in Much Ado About Nothing by William Shakespeare Essay2260 Words   |  10 PagesShakespeare Shakespeare is well known for presenting the full repertoire of human emotions, and love is no exception. Much Ado About Nothing is unquestionably a play about love. Shakespeare provides the audience with a whole gamut of lovers from the banal Claudio and Hero to the rebellious Beatrice and Benedick. It is this range which allows Shakespeare to critique the conventions and perceptions within his renaissance society This variance in love and lovers also serves

The Development of the Balanced Scorecard - Free Essay Example

Sample details Pages: 8 Words: 2277 Downloads: 4 Date added: 2017/06/26 Category Management Essay Type Analytical essay Level High school Did you like this example? Introduction The intention of this essay is to analyse the Balanced Scorecard and to review its effectiveness as a performance management tool. It will review briefly the short history of the Balanced Scorecard and then analyse each of the different aspects of the management tool and describe how they link together. History of the Balanced Scorecard The notion of the Balanced Scorecard first appeared in the Harvard Business Review in 1992 in an article titled The Balanced Scorecard Measures that Drive Performance,authored by Robert Kaplan and David Norton (Kaplan and Norton 1992). They had conducted a year-long study with 12 companies at the leading edge of performance measurement, [and] devised a balanced scorecard'as a result of their research (Kaplan and Norton, 1992, p.71). A Balanced Scorecard is a strategic planning and management system that is used to align business activities to the vision and strategy of the organisation, improve internal and external communications, and monitor organisation performance against strategic goals(Balanced Scorecard Institute, Unknown). It was brought out of the necessity to include non-financial indicators to measure performance, where in the past businesses and managers focused primarily on financially-based indicators to measure performance. These financially-based performance mea surement systems worked well for the industrial era, but they are out of step with the skills and competencies companies are trying to master today(Kaplan and Norton, 1992, p.71). After spending a year with various companies, Norton and Kaplan realised that Managers want a balanced presentation of both financial and operational measures(Kaplan and Norton, 1992, p.71). The recognition of the importance of operational measures was a milestone in performance measurement systems, as financially-based measurements help indicate the final outcomes of actions and processes already set in place, whilst operational measures help aid the driving of future financial performance. Since its inception in 1992 the Balanced Scorecard is now adopted by thousands of private, public, and non-profit enterprises around the world(Kaplan, 2010, p. 2). Which provides testament to its importance and effectiveness as a performance management system, it is likely that businesses that have implemented th e systems have seen profound impacts on their profit margins and the happiness and innovativeness of their workforce. Don’t waste time! Our writers will create an original "The Development of the Balanced Scorecard" essay for you Create order The Four Perspectives The scorecard itself is made up of four different perspectives; Financial, Customer, Internal Business Processes, and Learning Growth. By looking at these different perspectives the balanced scorecard provide[s] answers to four basic questions; How do customers see us? What must we excel at? Can we continue to improve and create value? How do we look to shareholders?(Kaplan and Norton, 1992, p.72) By providing senior managers with information from four important perspectives, another benefit of implementing a scorecard is that it minimises information over-load by add[ing] value by providing both relevant and balanced information in a concise way for managers(Mooraj, Oyon and Hostettler, 1999, p.489). To understand more completely how the interaction of the phases helps an organisation create additional financial value whilst aiding in the learning and growth, internal business processes and customer satisfaction perspectives see the appendix for fig.1, and fig.2. The four diff erent perspectives and the way they interconnect are an important issue, as such it is also important to analyse each of them on an individual basis; first it must be recognised that each of the perspectives is made up of Objectives, Measurements, Targets and finally Programmes. Each of these areas within the perspective helps identify and measure a way in which a company can achieve its stated objective through the implementation of a programme. A basic example for customer perspective would be as follows; Objective Measurement Target Programme Reduce staff turnover Staff turnover ratio A ratio of less than 6 months To implement staff feedback and satisfaction surveys with the aim of creating an environment in which they feel productive and appreciated Learning Growth Perspective This perspective is the beginning of the scorecard and in conjunction with the cause and effect hypothesis (Fig.2), makes up arguably the most important aspect as its intended to drive improvement in financial, customer and internal process performance(Kaplan and Norton, 1993). This aspect focuses primarily on innovation and improvement of work level employees, essentially creating more efficiency within the internal business processes. However, in order to achieve required innovation and improvements in efficiency a motivated and empowered workforce is essential, one method of achieving this is to implement a staff attitude survey, a metric for the number of employee suggestions measured whether or not such a climate was being created(Kaplan and Norton, 1993). Other such methods which could be implemented are that of calculating revenue per employee, and as such it can then create a measurement which can be observed and recorded year on year to achieve a pre-set objective, thus fu lfilling each of the required facets of the balanced scorecard in relation to this perspective. By implementing a programme, in the form of a survey or other such measures it [can] identify strategic initiatives and related measures, these gaps can then be addressed and closed by initiatives such as staff training and development(Mooraj, Oyon and Hostettler, 1999, p. 483). Once work-force empowerment is achieved and employees are happy and informed about their roles and the overall strategic aim of the organisation and methods of observing, recording and measuring are in place it can now focus on the next stage of the balanced scorecard. Internal Process Perspective This perspective, once an empowered and informed work-force is achieved and employees are working to their full potential, focuses primarily on making business and/or manufacturing processes more efficient, creating more output for the input. In order to achieve these improvements a business may implement many changes that may range from moderate and localized changes to wide-scale changes in business process, the elimination of paperwork and steps in processes, and introduction of automation and improved technology(Balanced Scorecard Institute, 2002). In order to achieve this increase in efficiency an organisation managers must devise measures that are influenced by employees actions. Since much of the action takes place at the department and work-station levels, managers need to decompose overall cycle time, quality, product, and cost measures to local levels(Kaplan and Norton, 1992, p.75). By devising measurements aimed at work-station levels, such as delivery time turnaround or decrease in waste produced, managers are able to observe and monitor increases or decreases in efficiency and also locate where these increases or decreases stem from. Once a suitable measurement system is in place, managers are able to create targets to achieve and finally programmes in which to implement in an attempt to meet the pre-set targets. By implementing a programme which is easily communicated, achievable and produces results that can be monitored by all levels that are relevant to the process, it will find that employees will benefit from seeing the results they produce with the intention of further motivating the work-force to increase efficiency. Once efficiency within the internal business processes has been achieved and an objective, a measurement system, pre-set targets and a programme that is successfully implemented, it can focus on whether or not the increase in innovation and empowerment combined with efficiency has had its intended effect on the customer . Customer Perspective The next perspective is that of the customer perspective which could be argued to be one of, if not, the most important aspect as this is where an increase in sales revenue and thus an increase in income are generated. After creating an empowered, informed work-force and improving efficiency relating to business processes this should lead to improved products and servicesà ¢Ã¢â€š ¬Ã‚ , (Balanced Scorecard Institute, 2002) which in turn should improve the quality of products and services and ideally, with reduced costs incurred from efficiency, lower the cost of products and services offered to customers. In order to achieve this increase in customer satisfaction or market share a similar method is needed in which an organisation must first create an objective, such as increase market share by 10% or maintain or increase repeat purchases. Once an objective is set in place then the organisation must create a measurement system to implement, one which can be reviewed annually, mo nthly or even weekly, an example of this may include a % increase in customer loyalty cards or a % increase in sales revenue. Finally, a programme must be implemented in order to drive toward the objective; an example of this may be an increase in market research to explore the possibility of new market opportunities or perhaps an investment in a new marketing campaign and special offers directed at repeat customers. Financial Perspective The final perspective is that of the financial perspective, in the eyes of the shareholders this is by far the most important aspect and where the effort in the earlier facets of the balanced scorecards cumulates in an increase in profit margins and ratios such as Return on Investment (ROI). This perspective included three measures of importance to the shareholder. Return-on-capital employed and cash flow reflected preferences for short-term results, while forecast reliability signalled the corporate parents desire to reduce the historical uncertainty cause by unexpected variations in performance(Kaplan and Norton, 1993). The first two are self-evidently of importance to shareholders with a return generated for shareholders and cash flow results which result in larger profits, while reducing the risk of uncertainty caused by a variation in performance is of particular importance and is something that can only be achieved through getting every employee focused and aligned with the o verall strategic aims of the company, through an informed, focused and appreciated workforce, an efficient internal business process, and a satisfied customer-base. The Cause and Effect Relationship It is clear that linkages are the most important aspect of the balanced scorecard and that the cause and effect relationship (fig.2) allows for strategic alignment throughout an organisation. This has been seen to be the common thread to the successful implementation of the balanced scorecard,(Murby and Gould, 2005, pp.10) another key element to the balanced scorecard is making sure that all employees understand [the] strategy and conduct their business in a way that contributes to its mission and objectives(Murby and Gould, 2005, pp.5). The importance of the cause and effect relationship in conjunction with ensuring that each and every employee is aware of the overall company strategy allows and an organisation to create a foundation for success in that the learning growth facet provides a company with informed, innovative and an enthusiastic work-force which allows the company to be in a position to progress into the future. A final key point would be allowing managers the ab ility to introduce four new processes that help companies make [an] important link(Kaplan and Norton, 2007). By being in a position to translate the vision, communicating the strategy and linking it to compartmental and individual goals, integrating business plans with financial goals and finally giving each employee the ability to provide feedback, a company has created an environment in which they can adjust and augment at each level should managers feel the need too. Conclusion In conclusion, the essay has covered the short history and fundamentals of the Balanced Scorecard and has shown how it is made up of different perspectives which provides management with basic questions regarding important stakeholders. It also provides management which a detailed measurement system and an ability to observe progress, or regression, within each of the different perspectives via the inclusion of objectives, measurement tools and targets which are created by management themselves. This also allows management to make changes where necessary in order to ensure that the overall strategic vision of the company is still being pursued. The essay has also highlighted the importance of the cause and effect relationship and provides the strategic-mapwithin the appendix which can help provide an illustrative view of how the balanced scorecardin conjunction with the cause and effect relationship can turn an empowered work-force into a long-term financially stable organisation. It also covers the importance of communication, something that most organisations overlook as can be seen by the removal of the work-level employee from the overall strategic vision, and something that most organisations only feel upper-level management should be informed of. Bibliography Balanced Scorecard Institute, (2002). The Balanced Scorecard and Knowledge Management.Available at: https://balancedscorecard.org/BSC-Knowledge-Management Balanced Scorecard Institute, (Unknown). Balanced Scorecard Basics.Available at: https://balancedscorecard.org/Resources/About-the-Balanced-Scorecard Kaplan, R.K. (2010). Conceptual Foundations of the Balanced Scorecard,Harvard Business School, pp. 1-36 [Online]. https://www.hbs.edu/faculty/Publication%20Files/10-074.pdf Kaplan, R.K. and Norton, D.N. (1993). Putting the Balanced Scorecard to Work. [Online] Available at: https://hbr.org/1993/09/putting-the-balanced-scorecard-to-work Kaplan, R.T. and Norton, D.N. (1992). The Balanced Scorecard Measures that Drive Performance,Harvard Business Review, pp.70-80 [Online]. Available at: www.alnap.org/pool/files/balanced-scorecard.pdf Kaplan, R.T. and Norton, D.N. (2007). Using the Balanced Scorecard as a Strategic Management System [Online]. Available at: https://hbr.org/2007/07/using-the-balanced-scorecard-as-a-strategic-management-system Mooraj, S.T. Oyon, D.O. and Hostettler,D.H. (1999). The Balanced Scorecard: a Necessary Good or an Unnecessary Evil?European Management Journal, 17(5), pp.481-491. [Online]. Available at: https://members.home.nl/j.s.sterk/AQM/The%20balanced%20scorecard%20a%20necessary%20good%20or%20an%20unnecessary%20evil.pdf Murby, L.M. and Gould, S.T. (2005). Effective Performance Management with the Balanced Scorecard Technical Report, CIMA, pp.1-43 [Online]. Available at: https://www.cimaglobal.com/Documents/ImportedDocuments/Tech_rept_Effective_Performance_Mgt_with_Balanced_Scd_July_2005.pdf Illustrations Balanced Scorecard Institute, (2002). Cause and Effect Hypothesisà ¢Ã¢â€š ¬Ã‚ . [Online] Available at: https://balancedscorecard.org/BSC-Knowledge-Management Kaplan, R.S. (2010). The Strategy Map links intangible assets and critical processes to the value proposition and customer and financial outcomes.Page 23. [Online] Available at: https://www.hbs.edu/faculty/Publication%20Files/10-074.pdf Appendix (Figure 1) (Figure 2)

President Obama Signs Lily Ledbetter Fair Pay Restoration Act

Women have been treated unfairly and unequally in history furthermore, there were many occasions when people joined together to make legislative changes. In 1848, a convention held in New York brought a call to action, making 12 resolutions that people wanted to see happen to provide women with the same amount of respect men had and the same rights. Later on in the nineteenth century Colorado is the first state to give women the right to vote, which led to other states following in Colorado’s foot steps. All these changes are continuing on into the present from 2009, President Obama signs Lily Ledbetter Fair Pay Restoration Act, which allows women who have been paid unfairly to file a claim to bring attention and get their fair amount to in 2013 when a Defense Secretary named Leon Panetta stated women in the military would now be slowly getting roles they were never allowed to be in before. All of these acts and laws are gradual however throughout time they increase to make a difference in someone s future. From the nineteenth century to the present women s rights has been a long journey, with the help of investigative journalism inequality between genders was exposed to help with fairness and help shape legislative change. Starting in the nineteenth century women’s rights was a very hushed subject, it wasn’t really talked about because everyone thought of women as being the homemakers, taking care of the family and making meals while the men went out and worked. DuringShow MoreRelatedPresident Obama Signs Lily Ledbetter Fair Pay Restoration Act1368 Words   |  6 Pagesfoot steps. All these changes are continuing on into the present from 2009, President Obama signs Lily Ledbetter Fair Pay Restoration Act, which allows women who have been paid unfairly to file a claim to bring attention and get their fair amount to in 2013 when a Defense Secretary named Leon Panetta stated women in the military would now be slowly getting roles they were n ever allowed to be in before. All of these acts and laws are gradual, however throughout time they increase to make a differenceRead MoreThe Struggle For Equal Pay1657 Words   |  7 Pagesstruggle for equal pay between men and women began in the early 1900’s. When men left to fight in World War I, women took over the jobs the men had previously occupied. As females, they were expected to take less money for the same work. This resulted in equal pay strikes, starting with the female bus and tram conductors in 1918. In 1918, Mary R. Macarthur wrote a news article called â€Å"Bus Girls Strike† and how they reached a settlement with the Committee on Production for a pay raise to 5 shillings

Impact of HRM Practices on Organization-Free-Samples for Students

Question: Discuss about the Human Resource Management Impact on the Performance of an Organization. Answer: Introduction Human resource management practises are the organizational established policies, procedures and practices that impact the well-being, perception, and performance of employees (Armstrong, 2010). This proposal aims at examining the human resource management practices impacts on the performance of the organization. The significant HRM practices to the successful strategy of a business include recruitment, selection, training and development, reward and employee relations (Katou, 2008). This proposal discusses in details the HRM practices, their significance and contribution to the success of the organization. According to Ahmad, Schroeder (2003) an organization whose HRM is useful results to the satisfaction of both employees and customers, increased production and enjoys a good reputation with the society. Boxall, Purcell (2008) asserts that the key indicator on whether an organization is achieving its objective or not is the organizational performance (OP). Based on (Delaney and Husel id, 1996) organizational performance deals with the quality and improvement of products or services, the co-existence of employee and employer, attraction and retention of employees and customer contentment. Furthermore, the elements of HRM ensure that the organization thrives in the competitive market due to the valuable qualities of labour capital thus making HRM significant in the success of the business (Noe et al., 2003). Findings Do the Human Resource Management Practices affect the organizational performance? Statement of the Problem This projects purpose is to examine whether the hrm practices affect the performance of the organization and to ascertain and discuss the significance of the various elements of the HRM and how they impact the organizational performance. Significance and Justification of the Study The importance of the human resource cannot be over emphasized. Some of the reputable organizations have the HRM department wholly singled out to manage and recruit professionals for the business. However, most organizations are yet to appreciate the impact of HRM and the ineffective organizational policies and procedures of most of such organizations can be due to the absence of Human resource management professionals or office. Undeniable evidence based on research shows a close relationship between the HRM practices and the performance of the organization (Kiendi, 2012). The problem is as a result of the neglect by organizations do not value the importance of proper management of the HR policies and thus end up leaving them to the line managers who do not have the HRM expertise to adopt and supervise the HR policies, procedures, programs, and practices. The Human Resource Management is a very critical department in any organization. The manner in which the management of the employees and customers is conducted determines the success of the business. This efficient management necessitates skilled workforce. Many companies provide same quality or services, and therefore for customers to become loyal and be retained, organizations must distinguish themselves by gaining competitive advantages through proper management of the HRM practices. With time the organizations that will survive in the market will have to invest in customer satisfaction, and consequently, businesses must begin to work out ways on how to articulate their services or products in a sound, reliable, friendly and innovative manner. Therefore, it is for this reason that this project seeks to examine the HRM impacts on organizational performance by underscoring the importance of specific human resource practices. Research Questions How does recruitment and selection positively affect the performance of the organization? Hoe does training and development positively affect organizational performance? What are the Positive impacts of performance appraisal on the performance of the organization? How does compensation positively influence the performance of the organization? What are the Positive impacts of employment security on organizational performance? Methodologies and Methods Research area Research Method Applied Methodology Explanation 1. Significant relationship between HR practises and organizational performance Analytical Predictive Descriptive Secondary Qualitative Mainly descriptions 2. Positive influence of recruitment and selection on organizational performance Analytical Predictive Secondary Quantitative Requires statistics to prove existence of any positive prove 3. Positive influence of training and development on organisational performance Analytical Predictive Secondary Quantitative Requires statistics to prove existence of any positive prove 4. Positive influence of performance appraisal on organizational performance Analytical Predictive Secondary Quantitative Requires statistics to prove existence of any positive prove 5. Positive influence of compensation on organizational performance Analytical Predictive Secondary Quantitative Requires statistics to prove existence of any positive prov Primary Research Primary research (Types) Data collection Restrictions/Gap Justifications Questionnaires Administer forms physically Fixed time schedule of company -Obtaining information not observable. -Large sample -Easy analysis - Reduces chance of evaluator bias -More comfortable than interviews -Easy tabulation of close-ended questions Interviews (semi-structured) One-to-one interview Lack of openness In phenomena not directly observable -Respondent have room for description Participant Observation recordings Personal observations Uneasiness from respondents Own personal recordings -collect data on the go Survey Online survey-monkey Incomplete and untimely filling of forms Large sample Physical unavailability of responden Ethical Considerations of the Project General principles of ethical conduct in research are to be taken into account. The essential principle is that the study will be carried out in a way that all respondents are psychologically protected from foreseeable threats and respect one's cultural inclination (Behi Nolan, 1995). The ethical considerations are as explained below: Informed Consent All the participants shall fully be informed about the aims of the study alongside all features of the research that might influence the decision of the respondent to participate (Steane, 2004).Ethical issues in research. Surviving your thesis, 59-70.. All potential risks or discomforts should also be made known. Furthermore, the researcher must ascertain that the participant has understood their right to pull out of the research at any time. Deception No information shall be withheld from the prospective respondent after briefing even if they are likely to refuse involvement in the research. In case of any doubt then more consultation should be carried out. Confidentiality and privacy The information that shall be obtained from the respondents shall be private and confidential unless otherwise a consensus is reached prior. The participants must be guaranteed that it is their right to have the information they have provided treated with confidentiality and if anonymity is not possible then the staff must be notified before consenting to participate Participant protection Participants should be safeguarded against physical or mental harm by the researcher. The participants shall not be exposed to greater risks than those they experience in their day to day life. Additionally, the participants should be asked whether any risky part of the research procedure for instance, any pre-existing medical condition so that appropriate preventive measures are taken Honesty and integrity The data collected shall be treated with high level of honesty and integrity by reporting the exact method used, exact data collected. The data shall not be unreasonably extrapolated or construed in anyway with an intention of misleading. The researcher shall also adhere to any agreements with the place of research. Expected outcomes and limitations The expected results of the analysis of the collected data on the impacts of HRM on the performance of the organization include: Recruitment and selection practises Recruitment and selection is a procedure through which organizations acquire labour force which is significant to the performance of the company. It is expected from the research that employees of Huruma University who possess the required skills, information and attitude will increase the business performance because of being committed and encouraged. Therefore, the organizations that have a thorough process of recruitment and selection are more likely to have employees that perform and thus the general performance of the organization will increase as well (Ferris, Berkson Harris, 2002). Compensation and rewards According to Danish Usman (2010) the more satisfied the employees are through compensation and rewards the more they are likely to be devoted to assignments. Employees that are paid based on performance produces a ripple effect whereby the other colleagues are challenged as well to work hard. Such a ripple effect results in the general increase in the performance of the institution. Training and development According to Aguinis Kraiger (2009). The objective of training and development is to increase the value of the workers alongside their output. The HR department is expected to put in place strategies and relevant training programs to equip the employees of Huruma University with the latest and competitive knowledge to increase organizational performance. In order to identify employee needs as well, formal performance appraisals should be conducted or discussions held with the employees. Thus well informed employees enable the organization to compete favourably in the market and hence improved performance. Employment security The human resource department policy on employment security creates emotional and financial satisfaction of employees which makes them to concentrate fully on the current job thus improving their general performance which further positively affects the output of the company (Boselie, Hesselink Wiele, 2002). Furthermore, the assurance to the employees of employment security to employees of value ensures that company is equipped with experienced labour force which substantially determine the firms output. Performance appraisal A formal performance appraisal system which is appreciated by employees serves as a benchmark for improvement. The feedback provided back to employees acts as a checklist for development and is used for identifying training needs and job promotion which places the qualified employee in the right job position thus ensuring performance (Cleveland, Murphy, Williams, 1989). Limitations The general phases of quantitative research include planning and execution (Younus, 2014) and they phases have limitations as well (Simon 2011). Poor representation of the target population When the target population is poorly represented, it may affect the accuracy of the expected outcome and the aim of the research. The subject representation may be affected when the respondents are not well distributed leading to a false proposition. Unavailability of resources for collecting data Such a type of research requires a large sample size for the achievement of the desired outcomes. Resources will pose a challenge in such a case thus limiting the proposition of the expected outcomes. The institution may also lack the necessary finances to conduct such research (Science, 2001). Time The study will require a lot of time to organize, lead and execute (Morgan 1980). Since the research is quantitative meaning, it will need the proper representation which entails seeking permission, meeting the employees and administering questionnaires, data collection, and analysis. Uncontrollable environment Based on the kind of research it will be difficult to control the school environment where the participants will be providing answers during the survey (Baxter 2008). The environment will, therefore, determine the kind of answer given at specific times. Personal reflection The research on the human resource management impact on the performance of Huruma University is an essential one. Indeed there is a reason why organizations reserve a whole department for the HRM. The human resource has a relationship with the performance of the organization because it is responsible for the quality workers through the process of recruitment and selection and other human resource practices. Depending on the priority that the management places on human resource department will determine the output. The data collection methods used in this research is very efficient, and the respondents will find it easy to understand and respond. The secondary source of data also assisted in gaining knowledge on the link between hr. Practices and the organizational performance. The research process also requires that ethical guidelines are strictly followed to adhere to rules of data collection from people such as confidentiality. Based on the significance of the study, more funds sho uld be allocated for an in-depth study on this research to get a standard proposition. I believe that many organizations will benefit from this research to check on their performance. Conclusions The study has shown that HRM practice impacts the performance of the Huruma University. According to the study, the organizational performance can be accredited to HRM functions such as recruitment and selection, training and development, performance appraisal and employee compensation. This research agrees with Khan (2010), and Huselid (1995). The objective of the research was to determine the impacts of the human resource management functions on the organizational performance. The five human resource functions were found to be significant for the organization to realize its maximum potential and to attain an advantage of competition over other businesses. Therefore organizations should start to adopt the HRM thinking and prioritize the HR function (Brockbank 1999). Recommendations The greatest assets of a company are the labor forces which are employees who are skilled, knowledgeable and able. The organization then makes maximum use of such an asset to improve performance. Therefore effective recruitment and selection ensure that only performance based employees are employed, and training and development continue to enhance such skills and abilities for the benefit of both the individual and the company. Therefore for an effective HRM Huruma University should develop and implement effective human resource management practice programs to advance the capabilities of the employees References Aguinis, H., Kraiger, K. (2009). Benefits of training and development for individuals and teams, organizations, and society. Annual review of psychology, 60, 451-474. Ahmad, O. and Schroeder, R. (2003) The Impact HRM Practices on Operational Performance: Recognizing Country and Industry Differences. Journal of Operations Management. 21:19-43. Armstrong, M. (2010), Armstrongs essential human resource management practice A guide people management, US Kogan Page Limited. Baxter, P., 2008. Qualitative Case Study Methodology: Study Design and Implementation for Novice Researchers. The Qualitative Report, 13(4), pp.544559. Behi, R., Nolan, M. (1995). Ethical issues in research. British Journal of Nursing, 4(12), 712-716. Boselie, P., Hesselink, M., Wiele, T.V (2002) Empirical evidence for the relationship between customer satisfaction and business performance. Managing Service Quality, 12 (3) 184-193 Boxall, P., and Purcell J. (2008) Strategy and Human Resource Management.Basingstoke, Palgrave Macmillan. Brockbank, W. (1999) If HR Were Really Strategically Proactive: Present and Future Directions in HR?s Contribution to Competitive Advantage. Human Resource Management, 38: 337-352 Cleveland, J. N., Murphy, K. R., Williams, R. E. (1989). Multiple uses of performance appraisal: Prevalence and correlates. Journal of applied psychology, 74(1), 130. Danish, R. Q. and Usman, A. (2010), Impact of reward and recognition on job satisfaction and practices on productivity: A study on Steel Finishing Line, The American Economic Review, Vol.87, No.3, pp. 291-313 Delaney, J. T., Huselid, M. A. (1996). The impact of human resource management practices on perceptions of organizational performance. Academy of Management journal, 39(4), 949-969. Ferris, G. R., Berkson, H. M. and Harris, M. M. (2002), The recruitment interview process: Persuasion and organization reputation promotion in competitive labour markets, Human Resource Management Review, Vol. 12, No. 3, pp.359-375. Huselid, M. A. (1995), The Impact of Human Resource Management Practices on Turnover, Productivity and Corporate Financial Performance, The Academy of Management Journal, Vol.38, No.3, pp.635-672. Katou, A. A. (2008), Measuring the Impact of HRM on organisational performance, Journal of Industrial Engineering and Management, Vol.1, No.2, pp.119-142. Khan, M. A. (2010), Effects of Human resource management practices on organisational performance An empirical Study of oil and gas industry in Pakistan, European Journal of Economics, Finance and Administrative Science, Vol.24, pp.157-175. Kiendi, K. R. (2012), Influence of Management Practices on Organisational Performance: A case of Compensation International in Lmenti North District, Meru Country, 1. Noe, R. A., Hollenbeck, J. R., Gerhart, B., Wright, P. M. (2003). Gaining a competitive advantage. Irwin: McGraw-Hill. Science, J. of D., 2001. Invited Review: Integrating Quantitative Findings from Multiple Studies Using Mixed Model Methodology. Journal of Dairy Science, 84(4), pp.741755. Simon, M.K., 2011. Dissertation and scholarly research: Recipes for success, Seattle, W.A.: Dissertation Success LLC. Younus, M.A.F., 2014. Research Methodology. In Vulnerability and Adaptation to Climate Change in Bangladesh: Processes, Assessment and Effects (Springer Theses). Springer, pp. 3576. Available at: https://link.springer.com/10.1007/978-94-007-5494-2_2 [Accessed August 13, 2017].

Reasons Why Teenagers Addicted To Facebook Essay Sample free essay sample

The most addicting portion of Facebook is posting new positions ; uploading new exposures ; acquiring attending from people and desiring people to detect your position updates and exposures and remark on them. It builds your self-esteem and pride to see many people â€Å"like† your position updates and your exposures. It makes you experience popular and liked. Facebook dependence. like any dependence. has perceptibly damaging effects. It interferes with a person’s daily life and causes him or her to neglect duties. Bragging is so closely tied to pleasure. it’s non surprising that so many of us flock to Facebook to carry through our crack-like dependence to stating people how great our lives are. Harmonizing to assorted research workers. immature people and teens have the highest hazard for Facebook dependence and do up the largest group of users.This may be due to societal force per unit area or being born at a clip when societal media is detonating in popularity. We will write a custom essay sample on Reasons Why Teenagers Addicted To Facebook Essay Sample or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Unfortunately. this may do teens and immature grownups less cognizant of the dangers of Facebook and internet dependence. because social-technology devices are so commonplace in society today. The format of Facebook allows users to catch up with friends and household with. let’s face it. minimum attempt. Posts are normally rather short. One speedy position update that goes out to all your friends. a short remark on a image. or a speedy â€Å"like† and you are done. Relationships that antecedently would hold of course died can be kept alive on Facebook. Bibliography: hypertext transfer protocol: //www. lipsticking. com/2010/08/why-teens-are-addicted-to-facebook. html hypertext transfer protocol: //howto. cnet. com/8301-11310_39-57430499-285/why-you-might-really-actually-be- addicted-to-facebook/ hypertext transfer protocol: //www. tester. com/article/facebook-addiction-warnings-signs-and-treatment hypertext transfer protocol: //www. techaddiction. ca/why-is-facebook-addictive. hypertext markup languagehypertext transfer protocol: //www. healthism. com/articles/facebook-addiction