Thursday, October 31, 2019

The writer will choose the topic Essay Example | Topics and Well Written Essays - 1000 words - 2

The writer will choose the topic - Essay Example Indian society has a number of social issues which seems to become critical with time. Control over wives by Indian married men is one those issues that is beings studied in the current times. It will not be incorrect to state that Indian married men tend to control their wives for almost every decision associated with them. The decisions for women regarding social interaction, health, education, working outside are majorly taken by their husband. Surprisingly, these decisions also include sensitive and individual point of view of selecting the option of abortion, wishing for a daughter as a kin for family etc. In other words, it can be said that men are highly influential in the lives of females in the Indian society that they are not even allowed to think of giving birth to a daughter. However, this decision is purely dependent upon one’s destiny (Cosin, Freeman and Hales). The development of such beliefs is present in the scripture of Indian religion that notes a woman to be a servant for her man throughout her life. In some of the families where parents have liberally allowed their daughters to get good education are observed to end up married in families that conservative. After receiving higher education, these women are not allowed to work for any organization as this may threaten the integrity of their husbands. One of the reasons behind the control of Indian men over their wives is that they believe that it will provide them a sense of superiority in life. Most of the psychologists have claimed that men who tend to control decisions for their wives are most likely to have been through a childhood with lesser or no say in their homes (Sharma and Sharma). In addition, it has also been noted that men who try to control their wives are those who believe that women are not capable of taking right decisions. Indian society has been famous for being

Tuesday, October 29, 2019

Definition of Acrson Essay Example | Topics and Well Written Essays - 1250 words

Definition of Acrson - Essay Example As per the statistics revealed by the public agencies, more than one hundred thousand incidents of the arsons were registered to the law enforcement agencies in different parts of United States. The religious hated have also attributed to the rise of the arson related cases, and there have been cases where the culprits have damaged the religious property for the sake of prevalence of the truth. The damage to the religious places and the justification of such heinous actions through misinterpretation of the religious teachings has been responsible for the clash between communities with different racial, religious and cultural customs. The arson is not responsible for the fatality of the life; rather it caused economic loss, which has to been accounted by the administration in efficient and effective manner. The arson is no longer a hidden crime; rather it is regarded as the 'murder by fire, a violent crime against property and people' (Nancy, 1997). According to reports, more than sev en hundred people are killed on annual basis due to the arson crime; the crime is responsible for causing damage to more than hundred thousand buildings, and cost loss of more than a billion dollar annually (Larry, 2006).According to Mr. Carrey Brown, U.S. Fire Administrator, 'there are, however, effective ways citizens, along with law enforcement and the fire service, can ensure the culprits are brought to justice' (Barry, 2004), thus the solution to the crimes associated with the arson can be rectified through proactive role and crucial efforts of the law enforcement agencies. The different forms taken by the Arson include, 'juvenile fire setting, vandalism, pyromania, a murder weapon, and concealment of a crime' (Barry, 2004), and the elimination of the problem is achievable through identification of the right faces of the arson. According to United States based national arson expert and chief of arson, Detroit Fire Department, Mr. Charles Evancho, 'Arson is one of the most diffi cult crimes to prosecute successfully. Often the criminal justice system does not view arson as a serious crime. The challenge is to develop sentencing for adults and juveniles' (Barry, 2004). The government agencies have launched several financial schemes which focus upon the financial provisions for the elimination of the arson. The United States government based agency provided '$2 million to 12 states to develop anti-arson programs' (Barry, 2004). The institutions have been established for the rehabilitation of the youth, with no parents and guardians. Recently 'USFA granted financial support a juvenile fire setter prevention program in partnership with a treatment center for abused children, the plan was implemented in Colorado. The intellectuals are of the opinion that public and private funding and participation is required to continue with such schemes, and it is important to realize that arson has to be controlled and handled 'several fronts and people must protect themselv es by strengthening prevention and apprehension efforts' (Barry, 2004). Arson is regarded as the 'second leading cause of residential fire deaths and accounts for approximately quarter of the fires incidents reported in the United States' (Barry, 2004), the crime shares one fifth of the damaged property in United States. According to reports, the crime claimed more than seven hundred lives on annual basis, and more than half a million fire incidents related to arson are reported. Only fifteen percent of the cases were able to reach conclusive stage where the arrests are made. It has It has been a common observation that the rate of arson is low in rural areas, whereas the in urban areas, the arson related incidents have reached alarming figure.

Sunday, October 27, 2019

Are all managers Human Resource managers

Are all managers Human Resource managers Executive Summary The report discusses the various aspects in relation to the question posed for the assignment All managers are HR managers, agree or disagree? The report is placed in relation to the questions raised for and against the topic, and my thoughts on the question. The report is structured in the form of my quest to answer the questions raised with regard to the topic. The fundamental theories concerning the topic provide some light for the discussion, followed by examination of the current trends in organisations. The other aspects discussed in the paper relate to the managers implementation of HR practices and its relation on employee performance, and thereby the productivity of the organisation. The effects of poor implementation of the HR practices are highlighted to comprehend all the facets of the discussion. The conclusions are based on the aspects from the points of discussion and its relation to the effectiveness of HR implementation by managers. The references which were vital to the development of the paper are included in order to substantiate research done related to the topic. Introduction Are all managers HR managers Agree or disagree? As I read the question for the assignment, I had mixed answers running in my head. Understanding human resources in the literal sense would refer to employees of the organisation, and there would be a person responsible for any particular section of employees, known as the manager. In this view, managers related directly with the employees, and so they needed to be HR managers. However, the Human Resources Department wherever I worked always seemed to be busy as they dealt with all levels of the organisation, be it employees, managers, stakeholders or government, and their paperwork (or rather e-work) seemed unending. If all managers were HR managers, why would there be a necessity of a HR department? Would it mean that all functions done by the Human Resources personnel were done by the managers themselves? Would that be feasible? Would that not restrict the day-to-day operations carried out by the manager? If all managers were not HR managers, would all issues relating to the employees be raised to the HR department? Since managers, in most cases, have a direct relationship with their employees, would they not have to deal with all concerns related to their human resources i.e. employees? What would organisations that do not have an elaborate HR department do? With relation to agreeing or disagreeing with the question for the assignment, the numerous questions for and against it, left me confused. So it was necessary to understand the fundamentals of the keywords managers and HR, given by various scholars in order to take a stand for the topic. Fundamental Views Management Managers Management, according to Henri Fayol (1949) consists of seven functions such as planning, organising, leading, co-ordinating, controlling, staffing and motivating within an organisation in order to accomplish the established goals of the organisation. Figure 1 Manager Roles (Mintzberg 1975) From among these, the four main managerial functions are described as planning, organising, leading and controlling. (Simmering 2010) Figure 2 Functions of Managers (Overton 2007) A manager is an individual with formal authority to make decisions and carry out the four managerial functions in order to achieve the organisational goals and objectives. Within most organisations, there are three levels of management namely top level, middle level and first/line level managers (Management Study Guide 2009). At each management level, managers require certain skills necessary for successful management. Robert Katz identified three skills namely technical, conceptual and human skills that vary as per the management level. (Katz 1974) Conceptual skills refer to the formulation of ideas. Technical skills involve the technique knowledge and proficiency. Human skills refer to the ability to interact and communicate with people effectively. (Pride, Hughes and Kapoor 2008) Figure 3 Management Skills (Overton 2007) Interestingly from the figure above, although technical and conceptual skills vary greatly, human skills remain rather consistent throughout the various levels. Considering that human resources would relate only to the manager-employee interface, it could be then inferred that all managers are HR managers. However, understanding HR functions would be necessary to make the conclusion to the question. Human Resource Definition Functions Human Resource (HR) refers to consideration of employee as the most valuable assets or resources of the organisation. The inherent abilities, acquired knowledge and skills represented by the aptitudes and talents of the people employed in the organisation could be referred to as the human resources of the organisation. (Aswathappa 2008) The strategic and coherent approach to the management of these assets in order to achieve individual behaviour and performance that would enhance the organisations effectiveness is termed as Human Resource Management (HRM).(Oxford University Press, Ed. Jonathan Law. 2009 ) The functions of HRM are broadly classified into two categories namely managerial and operative functions. Managerial functions include planning, directing, organising and controlling while operative functions are related to recruitment, compensation, employee relations and development. (Hales 2005) The vast scope and functions of HR brought doubts about it being incorporated with the operational activities of managers especially line managers. For the purpose of this paper, general managers and deputy managers have been defined as strategic level managers whilst first-line level managers encompass supervisors and departmental heads. Figure 4 HR Functions Current trends Contrary to the traditional views of management, current trends indicate devolution of the HR into line management. (Gratton, et al. 1999) Restructuring the organisational hierarchy to flatter systems within the organisation has arguably contributed to the convergence of HRM and managerial practices. (Whittaker and Marchington 2003) With the global economic crisis, downsizing has become the trend or the need of times, where even HR departments were dissolved as a whole; this would substantiate Whittakers and Marchingtons (2003) finding that HR took second place in comparison to other business sectors of sales and marketing and finance. The introduction of flatter organisations resulting from heavy job-losses could be traced back to the early 80s of Hewlett-Packard. There was an intensification of managerial responsibilities and predominantly people management claimed most of the efforts of the managers. (McGovern, et al. 1997) In the current scenario, the increasing de-layered organisations (Torrington, Hall and Taylor 2004) would overly emphasize the necessity of all managers to integrate the HR functions of recruitment, training, monitor performance and provide appropriate appraisals. (Marcic and Daft 2008) Line managers and Direct interface Theoretically, managers may not be able to incorporate all the functions of HR but line managers have always been the direct control over the human resources under their responsibility. The flatter organisations have not diminished the human skills required as seen in Figure 3, but on the contrary are a necessity to engage in good people practices, which is as important as implementing personnel policies. (Lowe J 1992) The direct relationship of the line managers with the employees favour the implementation of the HR practices by the managers themselves rather than other personnel. (Sisson and Storey 2000) Research conducted by Bath University for CIPD (2009) found that line managers played a pivotal role in implementing HR practices and policies. People management practices such as induction, training, performance appraisal, employee communication; work-life balance and employee recognition were exercised significantly by the line managers. As discussed in the research, the people management processes can be designed by the HR personnel, but would be implemented most effectively by the managers. (Hutchinson and Purcell 2003) In order to assess the immediate effectiveness of the HRM, scholars such as Dyer and Reeves (1995) and Becker et al. (1997) suggested monitoring of employee performance which would be the factor affected directly. Performance and HR In an ultra-competitive marketplace, it would be necessary to maintain a productive and competitive workforce to achieve organisational success. Successful organisations are reliant on managers competence to attain and maintain high levels of individual job performance. (Hosie 2009) Employee performance is maximized through motivation which would be associated with the manager. According to Dyer and Reeves (1995) rigorous selection mechanisms and ample training opportunities along with incentives such as peer pressure to perform, monetary and non-monetary rewards increase employee motivation. Commitment is another factor that would boost employee performance. Organisational commitment is highly dependant on employee assessment of the level of support from the management. (Sharkie 2009) Managers in IBM are expected to be responsible to the development and satisfaction of employees. Surveys, career planning, performance appraisal and compensation utilized by line managers encourage employee commitment to the organisation. (Marcic and Daft 2008) Effective implementation of HR practices in organisations such as in IBM, would lead to greater employee motivation. As discussed by Gillespie and Mann (2004), that the trust subordinates place in the leader is directly proportional to motivation that would lead to better employee performance. Consequences of ineffective application of HR In the decentralisation of HR processes, line managers are often tasked with responsibilities of setting the agenda, dealing with workplace issues and providing direction to employees. As discussed by McGuire, et al. (2006), a conflict between the organisational and individual values of the manager, could lead to a trust deficit between the employees and the manager. (Renwick 2003) Decreased workplace happiness would lead to diminished employee performance, which would cost the organisation heavily in both productivity as well as having to pay higher compensation and insurance claims for the health conditions of employees. (Lyubomirsky, King and Diener 2005) (Hosie 2009) The negative effects of poorly applied HRM practices accentuate the requirement for greater knowledge in HR practices for all managers. It would be possible to design programmes for managers that would enhance the understanding of HR, such as Esprit employed within Hilton (UK) Hotels. However, the two main barriers line managers faced while incorporating their HR role were heavy workloads and short-term job pressures. (Watson, Maxwell and Farquharson 2007) These add to the findings of Renwick (2003) relating to the constraints for managers in effective management of HR such as lack of time, lack of ability or knowledge in HR practices, and distractions from general managerial operations. Other than improper implementation of HRM practices and its complications within the organisation, Earnshaw et al. (2000) found that without HR expertise even large organisations could face legal challenges. This would emphasize the necessity of efficient HR systems and constant guidance by HR specialists. Considering the various factors, as suggested by Jackson and Schuler (2000) a partnership approach through a triad approach of HR specialists, managers and employees would allow effective integration of HR activities into the work of line managers. However, if line managers and HR are to work in partnership to improve organisational performance, a minimum number of experienced HR specialists would be required. (Ulrich 1998) Conclusion The discussions throughout the paper have led to a few conclusions. The functions of HR and managers are not entirely different from each other, but noted by Aswathappa (2008), HR is a managerial function with assists managers with hiring, motivating and maintaining employees within the organisation. Line managers implement most of these HR roles as they are in direct contact with the human resources of the organisation. Effective HR implementation would lead to greater employee motivation and thereby productivity. However, lack of understanding and poor execution of HR practices could cost organisations heavily ranging from employee productivity to legal action. According to Dave Ulrich (1996), HRM encompasses the roles of being an employee champion, administrative agent, a strategic business partner and assisting in change management. HR departments in most organisations are concerned with the former two roles, and in which case, one could conclude that all managers are HR managers. However considering the complete scope and roles of HR, it would not be apt to agree that all managers are HR managers. It could be then, concluded that all managers exercise HR functions irrespective of their department and level considering the high level of human relations. It would be extremely important that they have adequate knowledge in handling HR in order to become effective managers and achieve maximum productivity, which is essential for all organisations across varying industries. HR professionals would have to assist and guide line managers consistently in achieving the strategic goals of the organisation. Effective coaching to line managers on HR practices and policies would allow HR professionals to take on the vital roles of being a strategic business partner and play an effective role in change management. (Gaskell 2007)

Friday, October 25, 2019

Electing Supreme Court Justices Essay -- American Government

There is a proverb that says, â€Å"Don’t fix what isn’t broke.† This statement is very likely as true as it is old. But what happens when something is dysfunctional? The ‘something’ in question is the coveted seat of the Supreme Court Justice, which many should know is not a position that is obtained from the amazingly widespread routine of elections. Not to let out any spoilers if you were not aware, the President is the nominator of Justices to these associate positions and the Senate is the deciding group with a majority vote. I agree with the practice, currently instated because of our Constitution, but can see how some people worry over its effectiveness. There has been one case where a standing Supreme Court Justice has been impeached. This was the allegation of Justice Samuel Chase (Carliner), who served until his death due to his verdict of not guilty in 1805. As opposed to the customary impeachment of the President and select other politica l leaders, the impeachment of a Justice signifies nothing more than the investigation of accused actions of said Justice. The Justice shall serve for life, given that they remain in â€Å"good behavior† in accordance to the Constitution. Gathering from the history of the Supreme Court and its respective Justices, one impeachment, ending without dismissal, in the 221 years of activity is admirable. It would be fair to say that there could be confusion if somebody were to ask you what grounds for the impeachment of a Justice are had you no copy of the Constitution. Nobody has lived long enough to witness the impeachment of one, and what would be the point considering Justice Samuel Chase still served to his death. The near perfection of the terms served of every Justice is not the only reason that... ... bicentennial of the Supreme Court itself. Feel free to be surprised if the way we nominate Justices changes anytime soon, because how we have done it so far seems to be working like magic. Works Cited Baker, Peter, and Jeff Zeleny. "Obama Picks Kagan as Justice Nominee." Nytimes.com. The New York Times, 09 May 2010. Web. 21 Nov. 2010. . Carliner, Leah. "Can Supreme Court Justices Be Impeached?" Congress.org. CQ-Roll Call Group, 12 Mar. 2010. Web. 20 Nov. 2010. . "Number of Votes Cast Set Record, but Voter Turnout Percentage Didn't." CNN.com. Cable News Network, 06 Nov. 2008. Web. 19 Nov. 2010. .

Thursday, October 24, 2019

Recruitment Strategy and Job Offer Process Essay

Organizations such as education, business and engineering all use diverse recruitment techniques as their operations transform and the demand for employees vary, based on the direction in which the organization is headed. This paper will study in detail business establishments and how they use their recruitment strategy to fill job vacancies. In addition, the paper will select and/or suggest which would be the best recruitment strategy to achieve the goal of drawing qualified personnel from within this industry. Finally, this paper will detail the process to be used in offering a job to an applicant. The first phase of recruitment is deciding on the need for personnel to fill current or future job openings. In business establishments, it is essential for a company to recognize whether an open or targeted recruitment strategy is effective, and to understand which one will succeed in meeting the company’s requirements. If there is no urgency in finding suitable candidates for th e position, then a better option would be an open recruitment policy (Mesmer, 1999). For instance, if a company has to fill more than 35 vacancies, the only real option for it is to choose an open recruitment policy. The open recruitment policy helps in attracting a number of applicants including an assorted group of people (Heinemann & Judge, 2009). In this way, the organization can obtain pools of potential employees with differing standards of knowledge, skills, aptitudes & other characteristics (KSAOs) from which they can select to fill vacancies. â€Å"If a business is required to recruit as many people as possible within a limited period, a sizeable applicant pool often supplies a company with a good number of personnel to fill vacancies† (â€Å"Recruiting practices,†1995). Hiring via newspaper, television, job fairs, radio and media channels will attract numerous candidates needed to fill several vacancies in businesses. The possibility of skimming a broad applicant pool reduces the company’s ability to appraise every application, resultin g in triggering high future attrition rates (Soberg & Bennington, 2009). Employing the open recruitment policy will not initiate a candidate pool with specific skills or experience levels as witnessed with the targeted recruitment policy. However, when organizational requirements demand specific skills, education, or experience levels, a business will adopt a targeted recruitment policy. Positive action also calls for a company to target a particular segment of the labor force like minority groups (Heneman & Judge, 2006). After identifying a specific target, a business may take the help of a talent management team equipped to win over a predetermined sort of applicant (â€Å"CTS strengthens†, 2010). For instance, a company in need of a web designer may advertise available job positions online rather than via the radio or other media channels. With technological advances, the Internet is fast becoming a cost-effect means of hiring, with advertising targeted at specific group of candidates. For a company on the lookout for a certain type of applicant, the target recruitment policy is the best method to use. With the evolving of businesses, organizations should use ingenious recruitment strategies to surface from the conventional â€Å"talent pools† which as Kemsley states are approached with caution and suspicion for assistance (2009). Businesses are becoming very choosy in their hiring methods when recruiting in the present economic scenario. They are recruiting based on business requirements; for instance, an accounting firm which is considering future job vacancies, may approach local educational institutions and target college students who are enrolled currently as accounting majors. The accounting firm then can target specific sub-groups within that group by seeking students with a specific GPA – grade point average, thus making certain that the company can hire new recruits with the requisite job qualifications. â€Å"In the same way, a business specializing in health care can adopt a recruitment strategy targeting personnel in the healthcare sector, thereby guaranteeing the solicitation of candidates with healthcare experience† (â€Å"Online health,† 2000). For some business establishments, limiting their options to a single recruitment strategy is bad. When a business does not have a recruitment deadline, the organization can gain from a good blend of open & targeted recruitment policies. For most businesses, using an open recruitment policy enables the company to fill vacancies which are not key positions like support staff. When organizational needs demand a highly qualified, trained, or experienced person, then it’s advantageous to use the target recruitment policy. The subsequent phase of recruitment after the interview & selection process is the job offer. Developing and extending a job offer can either be a simple task or a risky endeavor. If the business demands that numerous vacancies should be filled without any delay, the employment offer process is quite simple and the company faces no real risks. With a sizeable applicant pool, a company can extend basic job offers with minimal emphasis on bonus payments or incentives. However, where a business needs specialized skills, the business should know what the competition is offering employees with similar skills set. The greater the demands a company places on applicant qualifications, the more specialized are the job qualifications and the greater the risk involved in the employment offer process. When trying to lure a competitor’s employee, the company should be willing to provide what best fits such an employee’s requirements with no promise of long-term gains for the organization. If the receiver is undecided about accepting the employment offer, the company should decide if it’s willing to significantly change the employment offer in such a way that the receiver cannot turn it down. Finalizing the employment offer demands seeing all aspects of incentives/benefits verbally offered are properly documented. Moreover, the business must make certain that the job offer is not in violation of any federal or state laws. In business industries, limiting recruiting options to a single strategy is not beneficial; however, if a business has no recruitment deadlines, it can benefit greatly from using a mix of open & targeted recruitment policies. For most organizations, using an open recruitment policy enables them to fill job vacancies which are not key positions like support staff. Where an organization requires candidates with specialized skills or higher education or greater experience, then it’s profitable to use the target recruitment policy. Recognizing the differences in these two strategies enables a business to avail of the optimum recruitment strategy to meet the organizational requirements prevailing at that time. References CTS strengthen recruiting efforts with talent coordination teams. (2010, July 3). Health & Wellness Resource Center Alternative Health Module. Kemsley, N. (2009). Employee-centric markets: A different direction. People and Strategy. New York: 2009. Vol. 32(3), p. 14. Heneman, G. H., & Judge, A. T. (2006). Staffing Organizations (6th ed.). New York: McGraw-Hill. Messmer, M. (1999, September). Developing a strategic staffing plan. National Public Accountant, 44(7), 20. Online health care recruiting company makes debut. (2000, July 3). The Enterprise, p. 7. Soberg, A., & Bennington, A. (2009). Workforce planning: implications for healthcare in Canada and elsewhere. People and Strategy. New York: 2009, 32(3), 26. Recruiting practices changing. (1995, November). Physician Executive, 21(11), 4.

Wednesday, October 23, 2019

Acceleration

In this lab, my group and I main focus was to find out the acceleration of an object that is dropping while thinking that there are no force acting on it due to gravity. Guess what? Galileo was the first famous philosopher that had experience and observe acceleration due to gravity back in the 1700s. Acceleration is an increase in the rate or speed of something. For instance, in this experiment my job was to measure the value of the acceleration of an object in â€Å"free fall†. To be specific a free fall is a falling object that is falling under the sole impact of gravity. A free-falling object has an acceleration of 9.8 m/s/s, downhill. According to experiment 2, there were two different steel balls that was getting tested. One steel ball was bigger than the other one. First, we used the large steel ball to measure trial 1,2 and 3 with a balance scale, then we used the smaller steel ball for trial 4 and 5. The procedure for both was the same. The total mass for the big ball had a mass of 28.4 grams while the smaller one had a mass of 16.4 grams. Next, the height was measured from the release mechanism to the target pad. According to the data sheet the height was provided for us. For trial 1, we had to release the ball from the height of 0.75(m), 1.0(m) for the second trail, 1.5(m) for the third and fourth, and 1(m) for the last trial. Before anything the elapsed time must be on zero while the ball is grip on the release mechanism because I noticed that if the number was different from zero, that means that there's a bad contact between the ball and the mechanism. To avoid that situation, it is important to tighten the ball with the release mechanism. we had to release the ball four times before calculating the average time of flight. When the ball dropped on the time pad, I had received the time of .390 secs on my next three tries we had acquired an estimation close to the amount of seconds as my first try. When we calculated the average by adding all the numbers and dividing it by 4. The average time came up to 0.389 secs. This shows that the time of flight wouldn't change as bad. As we continued the process with the rest of the trails, I notice that the average for the small ball was actually comparable with the big ball. That was really shocking and exciting to me. Once we were finish with the average for 1-5 trial, the most interesting part was finding the calculation for each trial combine. Now I know you wondering, how would you do that? Well it's really not difficult. All you have to do is multiply 2 from the height of your measurement than divide it by the total average than multiply the total average number twice to get the average â€Å"g† g=2s/t^2. The average came up to 9.8 grams.