Overview of Distribution Channels

The world of marketing channels is a dynamic and ever changing place that offers some of the most exciting challenges known to business professionals. Whenever a new opportunity to make money appears, a new marketing channel is often created. In some fast changing markets, business possibilities emerge so rapidly, radically transforming the distribution channels. Often times, this is so frustrating for channel managers, who must decide which channels are correct for their company, product, and market places.Advertising We will write a custom essay sample on Overview of Distribution Channels specifically for you for only $16.05 $11/page Learn More A distribution channels are a group of people and firms involved in the transfer of title or ownership as the product moves from the producer to the ultimate consumer. The American Marketing Association describes a distribution channels as the structure of intra company organization units and extra company agent s, dealers, wholesalers and retailers through which a commodity, product or service is marketed (Havaldar and Cavale, 2006). In short, distribution channels are nothing but intermediaries or middlemen between the producer and the consumer. Distribution channels are there because the producers can not reach all their customers. They help to multiply reach and provide efficiency to the marketing process. Furthermore, they have the core competence and the reach which a company may not have and they can do this entire process more cost effectively. According to Havaldar and Cavale (2006), distribution channels can broadly be classified as follows: Sales Channel This has the function of motivating buyers, sharing information between the consumer and company, negotiating fair bargains for the consumer, and financing the transactions. A distributor for Oatmeal/Quaker Oats Company would perform all these functions for the company by dealing with retailers and wholesalers who stock and sell the company products. Delivery Channel This is regarded as the primary job of a clearing and forwarding company and, is typically meant for physical transactions only. A clearing and forwarding company for Oatmeal/Quaker Oats Company would ensure that the orders received from the company for the company distributors would be physically delivered to them on time and in full. The clearing and forwarding company would also receive and stock the company products for distribution. Service Channel This is mainly concerned with the after sales service. This will ensure that Oatmeal/Quaker Oats Company is able to address any issues brought up by clients after the actual distribution has taken place.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More A number of distribution channels are available and may be used by a company depending on preference. They include company owned distribution centers, dis tributors, value added resellers and agents, who could be exclusive, or shared, wholesalers who stock and sell a variety of products including that of competition and, retailers who are the ultimate and direct connect with the end user and consumer. For industrial products, a company’s own sales and marketing team could also serve as part of the channel system. Each channel member has unique characteristics and serves some objectives for the companies doing business in a given market or geographical area. Analysis of Target Market’s Needs This part contains information about the needs of the target market. In the first place, the target market is densely populated. In addition, the target population seems attracted to the Oatmeal/Quaker Oats Company products and the existing companies are not able to satisfy the market demand. Clearly, this lessens the company’s advertising burden. However, despite the fact that the existing companies are not able to meet the ma rket demand, they have been offering high quality services. This implies that Oatmeal/Quaker Oats will be required to work extremely hard to differentiate its products and services from those of other players in the sector. Secondly, and to Oatmeal/Quaker Oats Company’s advantage, there is a small market segment that is yet to be penetrated by any of the players. With such a niche, Oatmeal/Quaker Oats Company is assured of setting foot in a section of the target market without fierce competition (Pinson, 2008). Over and above what has been said above, the trend in the target market indicates that the need for the company’s products and services will continue to increase. This can be attributed to the fact that there is an influx of people from other areas coming to live in the target market. In essence, this has the effect of increasing the area’s population. Choice of Channel Members Although there are a variety of channel members who may be used by Oatmeal/Qua ker Oats Company, it is advisable for the company to use wholesalers and retailers for effectiveness. Furthermore, an indirect rather than direct distribution approach will improve the company’s performance. Using an indirect approach to distribution will enable Oatmeal/Quaker Oats Company to create a strong relationship with customers by taking advantage of the wholesalers and retailers. In this case, wholesalers and retailers will act as the middlemen to deliver products and services to the customers.Advertising We will write a custom essay sample on Overview of Distribution Channels specifically for you for only $16.05 $11/page Learn More Number of Channel Members As has been indicated in the preceding section, wholesalers and retailers are the two channel members who will be used in the distribution of products and services to customers. This number of channel members has been chosen strategically in order to avoid dealing with a very complex distribution system. Channel Organization The channel organization will be as illustrated by figure 1. Figure 1: Channel Organization The figure shows the flow of products for the company to the consumer. Once the company has done its production, the products are dispatched to the wholesalers using the company’s transportation facilities. The wholesaler then makes arrangements to get the products to the retailers. Finally, it the retailer who makes sure that products end up with the consumers. References Havaldar, K. K., Cavale, V. M. (2006). Sales Distribution Mgmt. New Delhi: Tata McGraw-Hill Education. Pinson, L. J. (2008). Anatomy of a Business Plan: The Step-By-Step Guide to Building Your Business and Securing Your Company’s Future. Tustin, CA: Aka Associates.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More This essay on Overview of Distribution Channels was written and submitted by user Coleman Burton to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Human Resource Management

Human Resource Management The Human Resource Management (HRM) refers to the section of an organization associated with a set of unique, best practices that aim to recruit, develop, reward and manage people in ways that create high performance systems (Bratton, and Gold 2012). Others view HRM as a simple repackaging of good personnel management practices (Som 2008).Advertising We will write a custom essay sample on Human Resource Management specifically for you for only $16.05 $11/page Learn More The two definitions show that development in human resource depends on the changes in the markets, social movements, and public policies that are the products of economic and political changes within the society (Nienhueser 2011). HRM started during the industrial revolution in England (Bratton and Gold 2012). According to Nienhà ¼ser and Warhurst (2012), HRM serves to ensure that the organization can achieve success through the proper utilization of employees. More specifically, it aims at increasing organizational effectiveness and capability by use of the available resources. The human resource is concerned with the rights and needs of people through social responsibility (Nienhà ¼ser and Warhurst 2012). The social responsibilities are the responsibilities that the organization has to the society, consumers, suppliers and employees (Nienhà ¼ser and Warhurst 2012). The human resource goals include strategic integration, high commitment, high quality and flexibility (Armstrong 2009, p. 32). The HRM has a number of theories. This includes the strategic HRM theory which is the principal HRM theory (Huselid, 1995). This theory interlinks the employee power and resources to the targeted strategic organizational goals. The theory’s implicit assumption is that a good fit between human resource and the internal and external context can be linked to high performance (Huselid, 1995). However, organizational performance and achievement of goals is attributed to signifi cant factors that are employee related. These are skills, dedication, commitment and productivity. The second theory is knowledge management theory (Huselid, 1995). This theory lists that the organizational outcomes is based on the knowledge of its employees. It adopts a systematic approach that motivates information sharing amongst the employees in order to achieve greater productivity. Another HRM theory is the organizational culture development theory (Huselid, 1995). It takes into account the employees behavioral responses. In general, organizational culture refers to the values and practices upon which an organization is based. Additionally, it plays a major role in determining employees effectiveness and efficiency (Armstrong 2009).Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The HRM is characterized by its ability to respond accurately and effectively to the organizatio ns environment. It also complements other organizational system and delivers added value through the strategic development of the organizations. The HRM covers a vast environment of activities with a range of variation across occupations, organizational levels, business units, firms, industries, and societies (Som 2008). There are two versions of HRM: the hard and soft versions of human resource. Hard HRM is a practical approach where people are viewed as passive resources purposed to be used, deployed as well as dispose where necessary. On the other hand, soft HRM is based on humanism. Thus, it is devoted to human interest that views people as responsible and progressive being (Nienhueser 2011). There are the four main roles of human resource professional. They include managing strategic human resources, managing employee contribution, managing transformation and change, and lastly, is managing human infrastructure to support line managers (Kelly and Kelly 1991). Managers need to u nderstand how ethical dimensions of human resource policy and practice fit into the present and future picture. Lastly, they should be able to make a powerful business case for any proposals regarding the development of human resource strategy (Armstrong 2009, p. 104-135). There are factors that influence the level of individual performance in an organization. These factors are motivation, ability, and opportunity to participate in the organization activities. The impacts of motivation on performance depend on the capability of the employee. On the other hand, the capacity to perform depends on the employee. The effects of motivation on performance are additive but interactive (Balnave, Brown, Maconachie and Stone 2007; Huselid 1995). The three factors need to be observed by the concerned organization for it to make progress. As mentioned earlier, people are the most important resources in an organization. Thus, there are ways that have been developed to ensure that an organization obtains and keeps the people it requires. This is vital since it ensures continuity of good personnel in the organization thus facilitating succession. This important function is usually performed by the department of HRM (Thompson and McHugh 2009). The human resource uses different strategies to ensure that it has the best personnel/staff in their organization. The first one is human resource planning. Here, the business assesses the present and future human resource needs of the organization. The second strategy is creating an employer brand.Advertising We will write a custom essay sample on Human Resource Management specifically for you for only $16.05 $11/page Learn More This is done by developing the existing workforce in the organization. This is whereby the organization plans on increasing the flexibility of the available human resource. The other strategy is talent management, recruitment and selection, and absent management strategies. Here, the or ganization decides on whether it needs employees from within the organization or outside, recruits, selects, orients and then trains (Armstrong, 2009). Overall, HRM deals mainly with workforce management and regulation within an organization aimed at enhancing its performance. This is well explained using the various principal theories, versions, roles and strategies of HRM. Reference List Armstrong, M 2009, Armstrongs handbook of performance management: An evidence-based guide to delivering high performance, Kogan Page, London. Balnave, N, Brown, J, Maconachie, G and Stone, R 2007, Employment Relations in Australia, Wiley Sons, Australia. Bratton, J and Gold, J 2012, HRM: Theory and Practice, Palgrave, London. Huselid, MA 1995, The Impact Of Human Resource Management Practices On Turnover, Productivity, And Corporate Financial Performance, Academy of Management Journal, vol. 38 no. 3, pp. 635-672. Kelly, J and Kelly, C 1991, †Them and Us†: Social Psychology and â€Å" The New Industrial Relations†, British Journal of Industrial Relations, vol, 29, no. 1, pp. 25-48.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Nienhueser, W 2011, Empirical Research on Human Resource Management as a Production of Ideology, Management Revue, vol. 22, no. 4, pp. 367-393. Nienhà ¼ser, W and Warhurst, C 2012, â€Å"Comparative Employment Relations: Definitional, Disciplinary and Development Issues‟ in C Brewster and W Mayrhofer (eds), Handbook of Research in Comparative HRM, Edward Elgar, Aldershot. Som, A 2008, Innovative Human Resource Management and corporate performance in the context of economic liberalization in India, The International Journal of HRM, vol. 19, no. 7, pp. 1278–1297. Thompson, P and McHugh, D 2009, Work Organisations, Palgrave, London. Human Resource Management Introduction The expression used to refer to human resource management has substituted the conventional phrase for personnel management. The management of human resources is a more tactical and rational approach in the administration of individuals than personnel management.Advertising We will write a custom report sample on Human Resource Management specifically for you for only $16.05 $11/page Learn More It entails selection, recruitment, training, development and compensation of human resources (Storey, 1998: 20). Human resource is responsible for managing the labor force as the most important asset in the organization. The aim of human resource management is to empower workers to work effectively to achieve the organizations objectives. Human resources use continuing strategies to develop the workforce in an organization. Human Resource Management is an indispensable element in the performance of a corporate organization and works together with other dep artments to achieve the organization’s goals. The tasks of the human resource consultant are centralized on the advancement of the labor force in a corporate organization. His strategies should be in line with the needs of the organization. Today, HR practitioners are the strategic partners to an organization. They assist in the improvement of strategies used to realize the organization’s arrangements and aims. Their responsibilities include: selection and recruitment, recognition and rewarding, development of performance contracts and appraisal, employee development and succession planning. This paper gives a description of the human resource activities at Alfalah Bank in Pakistan, explores the major issues faced by the organization, gives a discussion of the implication of the issues, and possible solutions for the issues. Alfalah Bank’s HRM Practices Recruitment This can be defined as the process of searching for applicants and encouraging them to apply for v acant positions in a firm. There are mainly two types of recruitment process: internal and external. Internal staffing is the sealing of vacant positions by choosing from existing employees in a corporate organization where as exterior staffing is the filling of job vacancies by receiving applications from outside the organization (Armstrong, 2006:53). At bank Alfalah, recruitment is made by filling three kinds of job categories for growth and expansion, these are: trainee officers, contractual employees, and top managerial staff. Recruitment is based on the level of requirement needed in each job category. For top managerial posts, the HR officials use either the internal or external sources based on experience and qualification. Trainee officers are recruited through external sources as well as the contractual employees. For both the internal and external recruitment, the organization uses, newspapers, website, and direct application as sources for recruitment (Akber, 2009:20).Adv ertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The recruitment process is normally carried out through the following sources Newspapers and magazines Website Training and development of present employees Retired persons One of the major parts of the process is the online recruitment. It is fast and efficient for both organizations and the applicant. On the website, the registration function is posted together with the available posts. It also gives a lot of information on the roles of the successful candidate and the cultural values and ethics of the organization. Almost half of the total workforce in Pakistan is recruited through the website. Selection Selection is the process of establishing the ideal candidate to fill a certain post. During this process the human resources management looks for recruits who not only are suitable for an immediate post but also for the organizat ion’s development. Standard documentations are used by majority of human resource managers. This documentation compares the job roles to the qualities and skills of the recruits (Bohlander Snell, 2009:6). After the selection process, the successful applicants are notified of their appointment and an induction and training process commences (Compton, Nankervis, 2009:3). At Alfalah Bank, the selection procedure is conducted by the HR officials. For a candidate to qualify for a vacancy in the bank, he must be, a citizen of Pakistan, possess the required qualification having a post-graduate degree or a bachelor’s degree and be aged between 18 and 35 years. After receiving the application forms, candidates with the right requirements are short listed for a written interview. Those who pass the written interview are called for an oral interview where each candidate is given a topic to debate on. Those who pass this test are called for a panel interview. The panel interview is conducted by the president of Alfalah Bank at the head office. Successful candidates are offered the post and training commences (Akber, 2009:25). Issues Human Resource Planning The major issue at Alfalah Bank is Human resource planning. This is the establishment of approaches that are to be used in matching the workforce skills to the needs of an organization. It is the procedure that is used in recruitment, employee retention, and optimization of human resources employment that is needed to achieve organization goal. Human resource planning involves analysis of skills of current workforce, forecasting manpower, and being responsive of customers demand (Holland De Cieri, 2006:102).Advertising We will write a custom report sample on Human Resource Management specifically for you for only $16.05 $11/page Learn More Human resource planning is important in every organization because it helps the top management to view HR practices in relation to business decision. The lack of it makes Human resources expensive because HRM can not foresee future problems in order to solve them before they become uncontrollable. It should therefore be incorporated because it guarantees that the relevant individuals are absorbed, in the right position and at the precise time (Harris, et al., 2003:46). Information needed in human resource planning include: identification of the different departments in the organization, analysis of HRM changes in implementation of its strategies, and recruitment and selection procedures used to address these changes (Smith Mazin, 2004:49). Rate of Redundancy The other issue is the ever increasing rate of redundancy. Redundancy is a situation where a business requirement of employee’s specific responsibilities is expected to cease or have already ceased. It occurs when a business relocates, changes it technology, becomes mechanized or launches new services and products. The selection criterion for redundancy is b ased on: the number of employees involved in the redundancy, the skills and experience of employees, and reasons for the redundancy (Ferris, et al, 1995:6). Different organizations use different selection criteria for redundancy. At Alfalah Bank, the redundancy procedure is conducted by the HR practitioners. Employee information regarding performance, attendance as reflected in the attendance record, contribution to the organization, experience, skills, and qualifications is gathered. Before selection for redundancy commences, the organization consults the line managers and HR department on matters relevant to the legislation (Holland, et al, 2007:74). The selection process then commences with guidance from the supporting management under the prevailing circumstances. The number of redundancies necessary is established keeping in mind the skills needed to meet the organizations future goals. (Hammonds, 2003:15). The increase in the number of redundancies at Alfalah Bank has reduced production and customer’s trust for the services offered at the Bank. Solutions Job Evaluation One way of ensuring that human resources are planned properly is through job evaluations. This is an organized grading of jobs according to other jobs in the organization. Job evaluation or classification is normally done when a job position becomes vacant and need to be filled by recruiting a person for the correct level based on the responsibilities (Ulrich, 1996:230). It can also be done when the responsibilities of a job changes. Different organizations use different job evaluation systems depending on their employee groups. Job evaluation system requires the use of job description, occupational standards or guidelines and job category (Legge, 2004:10). There exist four mainly used work assessment methods these are: categorization, positioning, the point method, and factor evaluation. Classification is a method in job evaluation where jobs are categorized according to their clas s description such as clerical job, managerial jobs, the list is endless (Bratton Gold, 2001:72).Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More This method is commonly used in the service sector where job are classified by comparison with other job classes. After the process of job classification is over, a pay grade is matched with the job. Ranking of job is a line of job appraisal where jobs are graded from highest to the lowest (taking into consideration their value to the business culture). Point evaluation method is a quantitative kind of approach where jobs are assigned points according to their compensable factors. The points allocated to each job are then weighted and their total points tabulated. The total points determine the value of the job to the organization and its pay. Factor comparison appraisal is based on the compensable factors e.g. experience, responsibilities among others. Jobs are ranked on the basis of their value to the organization. Job salaries are determined by the pay rate of these compensable factors (Swamson, 2009:52). Motivational Theory and Reward Remuneration and reward of employees are som e of the ways that can be used to retain employees. By reward we mean that the efforts of the employee are recognized. Singling out and rewarding workers inspires them to look for ways of undertaking their tasks effectively and lack of it can completely dishearten them. A reward system has to be effective and be able to instill the desired behavior for efficient performance (Boudreau Ramstad, 2007:60). The reward system can either use financial mechanism or non-financial. People need to be encouraged and appreciated in order to achieve their mission and that of others. Abraham Maslow (a researcher), explored the connection between reward and motivation and came up with a theory called Maslow’s hierarchy of need. Maslow discovered that human beings have different types of needs that they want to be met. They include; basic needs security, self esteem, self actualization and group needs. To fulfill these needs, sets of motivating rewards have to be used. Some of the basic need s can be fulfilled through provision of good standards of living by means of honest pay structures (Anon. â€Å"Human needs and rewards† 2010:1). Provision of secure working environment coupled with training on safety and health issues can assist in meeting the security needs of the employees. On the other hand, reward systems on job promotion based on employee’s efforts, skills, and experience can help in raising their self esteem and meet the needs that come with it. Employees’ team working groups that are well structured with good communication help in fulfilling the group needs. Self actualization needs can be fulfilled by encouraging employee developments by use of appraisal tool where employees gauge their performance (McNamara, 2010:2). According to Wilkinson (1988:50), the HRM should use a reward system that helps in meeting most of employees’ needs. This will encourage employees and motivate them to work harder to achieve the organizations goals and objectives which in turn will lead to increased production and consequently lower the redundancy rate (Stone, 2008:20). Reference List Akber, Naila, 2009, Human Resource Management (Bank Alfalah HRM Report) Web. Anon. 2010, Human needs and rewards Web. Armstrong, Michael 2006, A Handbook of Human Resource Management Practice (10th ed.). London, Kogan. Bohlander, George Snell, Scott. 2009, Managing Human Resources. London, Cengage Learning. Boudreau, J.W. Ramstad, P.M. 2007, Beyond HR: The new science of human capital. Boston, Harvard Business School Press. Bratton, John Gold, Jeffrey. 2001, Human Resource Management: Theory and Practice. London, Routledge. Compton, R. L. Nankervis, Alan. 2009, Effective recruitment selection practice. CCH Australia Limited. Ferris, Gerald. et al, 1995, Handbook of human resource management. Blackwell HRM series, Blackwell human resource management series. New York, Wiley-Blackwell. Hammonds, S. Engelke., 2003, Redundancy. Legal essentials L aw at work. London, CIPD Publishing. Harris, Hillary et al., 2003, International human resource management. London, CIPD Publishing. Holland, P. De Cieri, H. (Eds.) 2006, Contemporary issues in human resource development, Pearson Education, Sydney. Holland, P., et al, 2007, Contemporary Issues and Challenges in HRM, Prahran. Tilde University Press. Legge, Karen. 2004, Human Resource Management: Rhetorics and Realities (Anniversary Ed.). Basingstoke, Palgrave Macmillan. McNamara, Carter, 2010, Human Resource Management (and talent Management) Web. Smith, A. Shawn Mazin, A. Rebecca. 2004, The HR answer book: an indispensable guide for managers and human resources professionals. New York, Amacom Div American Mgmt Assn. Stone, Raymond J. 2008, Human Resource Management, John Wiley Sons, Australia, 6th Edition. Storey, John. 1998, New perspectives on human resource management. London, Cengage Learning EMEA. Swamson, Richard. 2009, Foundations of Human Resource Development: Easy read L arge Edition. San Francisco, ReadHowYouWant.com. Ulrich, Dave 1996, Human Resource Champions. The next agenda for adding value and delivering results. Boston, Mass, Harvard Business School Press. Wilkinson, A. 1988, Empowerment: theory and practice. Personnel Review 27 (1): 40–56. Human Resource Management Background Information Effective human resource management is essential for any company to succeed. This entails efficient management of the workforce in order to promote the performance of the company. The human resource at Proctor and Gamble is charged with the responsibility of ensuring excellent service delivery by the company’s employees and this positively impacts on the company’s remarkable global performance and this can partly be attributed to efficient management of the business (Anonymous 2010).Advertising We will write a custom assessment sample on Human Resource Management specifically for you for only $16.05 $11/page Learn More The company’s human resource sector aims at maintaining a skilled workforce as well as attracting the best talent to join the company’s workforce in order to ensure it enjoys high and efficient output from its human capital, which is essential for the good performance of the company. Further, the organization puts more emphasis on evaluation and measurement of employees’ engagement and commitment to the roles assigned to them and has in addition established initiatives to promote involvement of the employees in the company’s strategic activities as well as sustenance of benefits. To ensure that it achieves high standards of human resource management, the company has established and developed a human resource department that comprises of change agents, team builders advisors among other human resource specialists who constantly engage in activities aimed at motivating employees and promoting their welfare as well as ensuring the provision of a skilled pool of labor to the company through transparent recruitment of new qualified employees. Human Resource Requirement for Service Being part of Proctor and Gamble human resource team entails the responsibility of developing systems and tools that are directed towards attracting a skilled pool of labor, reward and motivation of the existing employees as well as challenging the employees in order to promote efficiency, innovation, and invention (Anonymous 2010). The human resource management is expected to promote and protect the company’s values, purpose, and principles through inspiring, enabling, and engaging the company’s employees as well as acting as change agents in order to drive towards positive transformation of the company and provide a solid foundation for the company’s culture, external environment as well as company’s goals (Anonymous 2010). The Human resource manager is not only expected to be academically qualified in the field but also has to possess qualities of good leadership coupled with social responsibility which is necessary when dealing with people from diverse backgrounds and social settings who make up the workforce.Advertising Looking for assessment on business economics? Let's see if we can help you! Get your first paper with 1 5% OFF Learn More Consultation with Stakeholders Proctor and Gamble ensures involvement of the human resource sector as an ultimate business partner in order to promote increase in the company’s growth. This is because the human resource sector ensures that there is simplification of work processes in the company and promotes the creation of a culture that focuses on innovation through pro active labor relations (Anonymous 2010). In addition, the human resource sector in the company seeks to understand and address the needs and wishes of potential employees as well as the current employees in order to strengthen the company’s position as an attractive employer (Anonymous 2010). At Proctor and Gamble, developing the employees into future leaders is one of the major long term strategies of the company. Options required for delivery of service Being on the forefront towards provision of intensely competitive consumer goods in the market, PG puts consumer s atisfaction as the major company’s priority and aims at understanding consumer needs better than their competitors (Lafley 2001). To achieve this, the company’s management must connect these needs to an innovative engine that results in production of improved products that meet the consumer needs (Lafley 2001). Consequently, the human resource manager must have the ability to mobilize the employees towards the achievement of this goal. Service Specifications Being a human resource manager in this company requires you to work on assignments and tasks covering the major areas of human resource management, based on Dave Ulrich human resource champion model (Anonymous 2010). In addition, the human resource executives are expected to map and analyze the company’s salary planning in order to assess its effectiveness in line with the company’s goals, values, and objectives (Anonymous 2010). Agreed roles and responsibilities The human resource managers organize s trategic plans such as those aiming at ensuring team effectiveness improvements; to achieve this, the human resource department facilitates and supports team events by providing constructive suggestions and ensuring implementation of agreed action plan in order to help the teams to become more efficient and effective (Anonymous 2010). Through focus groups and individual interviews, the human resource management can gather adequate data to generate recommendations for Proctor and Gamble on areas requiring improvement in the company’s workforce while putting into consideration the long term vision of the company (Anonymous 2010). In addition, the human resource management is charged with the responsibility of recruiting and evaluating the company’s employees.Advertising We will write a custom assessment sample on Human Resource Management specifically for you for only $16.05 $11/page Learn More Training Support for Human Resource Management In 2 001, the research and development management at Proctor and Gamble called on its human resource to establish and develop a formal training program for its human capital and although these training programs had been in existence in the 80s and 90s, the programs had been gradually diminished in the 90s as a result of the company’s resource issues as well as competing priorities which dictated redirection of investment into other vital areas (Owen and Klein 2007). However, due to the increased need for advanced knowledge and skilled labor at every level of management in the contemporary economy, the leadership at Proctor and Gamble emphasized that the human resource development through the establishment of a corporate university which would have ensured a direct link between corporate learning efforts and the company’s goals (Owen and Klein 2007). A further evidence of the company’s commitment to learning can be highlighted by its collaboration with Accenture which assumed the responsibility for development and maintenance of advanced management systems which have promoted high performance in Proctor and Gamble through the development of internal capabilities in strategic critical core components such as human resource management (Accenture 2009). Accenture played a major role in development of skilled and knowledgeable workforce in Proctor and Gamble by ensuring that PG met its learning objectives through the provision of leading and advanced technologies, enhanced business skills and deep knowledge of the operational management systems in order to promote efficiency in its operations through increasing output of the employees (Accenture 2009). Proctor and Gamble has consequently advanced a robust maintenance support system which ensures reliability of the management system as well as allowing the company to reach its rising global demand for web based training and through the accessibility of the system to over ninety thousands Proctor and Gamble employees, the application has further served to reduce overall operational cost of the company (Accenture, 2009). In addition, a study conducted by Accenture revealed a strong correlation between high performance and the priority that companies place on human capital which further justifies development of an efficient human resource management in Proctor and Gamble. Timelines In order to develop a skilled pool of labor among the existing workforce, one of the major strategies of Proctor and Gamble was to establish a corporate university which entailed formal training for the company’s employees in diverse environment and departments of the organization (Owen and Klein 2007). The human resource faced numerous challenges in the implementation of this move but eventually achieved remarkable success from its implementation.Advertising Looking for assessment on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The human resource management utilized the corporate strategy model through which they sought to breakdown the entire process into basic questions and then provide answers to these questions in order to achieve the intended goal (Owen and Klein 2007). The leadership further sought to define the desired workforce that the company aimed at achieving through the agreement of desired level of competencies among various groups of target learners (Owen and Klein 2007). This was further followed by actual analysis of the state of the existing workforce performance in the company. The corporate strategy sought to define the goals and inspirations of the company as well as facilitating the establishment of the scope of influence in the training program and pioneered the initial description of the company’s goal to succeed (Owen and Klein 2007). Establishment of the research and development universities have served to enhance knowledge and skills among managers and other officials who have consequently transmitted their knowledge to their juniors leading to a culture that upholds knowledge and skills in the organization. Quality assurance measures Proctor and Gamble embrace the philosophy of quality assurance by ensuring that they deliver products of superior quality to the consumers as well as provision of business environment that is condusive for effective performance of quality systems in the company (Anonymous 2010). In order to achieve its quality assurance measures, the corporation ensures provision of superior quality goods to consumers as well ensuring corporate responsibility towards their employees and the community at large (Anonymous 2010). This is evident in the corporation efforts to safeguard its employees against harm y providing a safe working environment. The company is headed for greater success in future due to its implementation of quality assurance measures. Ethical Service Delivery standards and their consistency with organizational code o f conduct The company’s code of ethics outlines the mode of governance in the company and governs the way the affairs of the company are governed (Anonymous, 2010). In addition, the code of ethics outlines the duties of various managers and officials in the company consequently forming basic fundamental rule for the company’s activities (Anonymous, 2010). Proctor and Gamble has formulated guidelines which ensure quality service provision as well as ethical conduct of its employees. Officers in the company are allowed to hold to or more offices but they are prohibited from executing, acknowledging and verifying any instrument in more than one capacity if the instrument is required by the company’s regulation to be executed, acknowledged and verified by two or more officers (Anonymous 2010). This serves to minimize incidences of subjective decision making, discrimination, and corruption among other negative aspects that may arise in leadership positions as well as the recruitment process (Anonymous 2010). These officials are further elected objectively by the board of directors for a predetermined period of time and can further be removed from office by the board upon incidences of misconduct (Anonymous 2010). The board commonly holds annual elections to in order to appoint officials who under normal circumstances hold the office until the end of a specified period of time after which a qualified successor is elected (Anonymous 2010). In addition, any vacancies created in the official positions as a result of death, resignation or other inevitable factors, the board is charged with the responsibility of electing a successor to hold the office for the remaining period of time pending the official election period (Anonymous 2010). This further promotes transparency and consistency in the recruitment process. All officers are expected to effectively perform their duties and take full responsibility of all the duties assigned to them by their se niors. The code of ethics regulates the treatment of human resource in this major corporation by ensuring the implementation of one of its major policies which involves the recognition of interests of the employees in the same token that the company addresses its own interests (Anonymous 2010). For instance, the board of directors is authorized in its discretion to maintain a profit sharing plan, adequate benefit and pension plan as well as granting employees a chance to be heard in matters regarding conduct of business but this goes as far as the board of directors limits (Anonymous 2010). To further promote employee participation towards good performance of the company, the board of directors assists the employees to form part of the company’s ownership by becoming shareholders which further promotes their welfare (Anonymous 2010). Monitoring the Process of Recruitment In most organizations, the process of recruitment is often blurred with malpractices, corruption and often ignores the company’s outlined procedures for recruitment. It is therefore vital for the company to effectively monitor the process of recruitment to ensure fair and objective appointment of qualified personnel. The company may appoint an independent body to oversee the recruitment process after which the independent body submits an extensive report of the procedure followed during recruitment. In addition, the company may conduct an independent survey to assess the productivity of the recruited employee in order to ascertain that he is qualified for the job. Unethical behavior reporting Employment discrimination is a common unethical behavior prevalent in recruitment process and is usually based on race, gender, nationality, and age among other subjective factors which have overall negative long term consequences on the performance of a company (Lucas 2006). The government of United States has put in measures to protect against employment discrimination by enacting laws tha t govern such practices. For instance, the congress enacted the age discrimination in employment act of 1967 which aimed at protecting older people from being discriminated against in job recruitment as a result of their age as well as ensuring that the employees are provided with benefits regardless of their ages (Lucas 2006). Discrimination against older is one of the most common and often ignored form of discrimination in job recruitments. The business culture in most parts of the world perceive the old as less productive relative to the young consequently preferring the young population as worthwhile investment since they have a lower mortality rate and are more healthy (Lucas 206). These preconceived and often false notions may result to unethical practices in employment recruitments giving rise to illegal discriminations against workers in Proctor and Gamble (Lucas 206). Therefore it is important for Proctor and Gamble to ensure that its human resource does not discriminate em ployees based on subjective practices and should ensure that the process is consistent and transparent. Dealing With Measurements and Variations Forced ranking is one of the controversial methods commonly used by major companies to evaluate the performance of the companies whereby employees are ranked against each other based on a particular scheme or design (Lucas 2006). Some companies rank their employees according to the normal distribution curve which they use to identify low and high performers while others place their employees on the quartiles depending on their performance with the low performers occupying the first quarter and the highest performers occupying the last quarter (Lucas 2006). The high performing candidates are eligible to pay increments, bonuses and job promotions while low performing employees lack such privileges. Forced ranking identifies and rewards good performers and forces out the poor performers consequently ensuring that the company improves the loyal workforce and remains competitive in the industry (Lucas 2006). This method of ranking is preferred due to its discriminatory effect towards the non productive workforce and its emphasis on the talented and energetic (Lucas 2006). Companies that have adopted this method of evaluation reject the premise that it is illegal and unethical and emphasizes that it has a valid business purpose (Lucas 2006). However, these evaluation models also display elements of discrimination whereby the older employees are placed at the lower grades in order for the employers to maintain a cheaper and less expensive workforce without breaking the provision of the law governing discrimination against aged workers (Lucas 2006). Consequently, the forced ranking system may facilitate discrimination by acting as a disguise for intentional and illegal age discrimination (Lucas 206). Data from survey of clients and feedback from clients Proctor and Gamble markets over 250 brands across the globe and have a co nsumer base of nearly five billion consumers in over 130 countries (Lafley 2001). The company has achieved remarkable success in consumer satisfaction in its service provision which can e proven y the company’s numerous honorary awards such as being featured in the Fortune magazine’s world’s most admired companies list from 1985 to 2001 and the inclusion in 2001 list of top 50 Net savvy U.S organizations (Lafley 2001). Further, the company has achieved increased profitability over the years which serve to prove popularity of their products across the consumer base. In the fiscal year of 2001, the employees delivered total revenue of $ 39.2 billion (Lafley 2001). Recommended changes for Future Service Delivery Proctor and Gamble should ensure that they retain the older workers since they have a wealth of experience necessary for effective performance of the company (Lucas 2006). Proctor and Gamble should consequently device mechanisms to provide jobs that attract and accommodate older workers into the business environment. This is only possible through the creation of a culture that promotes and honors experience by the human resource emphasizing on qualities such as experience knowledge and expertise rather than energy, fast pace and fresh thinking (Lucas 2006). The human resource of Proctor and Gamble should focus more on role playing exercises as well as the individual ability to handle jobs relevant situations when interviewing applicants rather than focusing on psychometric and verbal reasoning skills in order to provide an equal opportunity for older employees to compete in the job market (Lucas 2006). The company should also provide flexible retirement rates for its employees; most firms have in the past offered early retirements incentives to reduce costs which have consequently resulted in shifting of costs from employee health care accounts into retiree health care accounts (Lucas 2006). Proctor and Gamble should device mechanisms to accommodate and leverage the older segment of the population by allowing the employee to take a specified period of time retirement after which he is reinstated as an independent contractor and this will enable the company to benefit from this pool of experience for execution of special projects (Lucas 2006). Reference List Accenture, 2009. High performance delivered, consulting, technology, outsourcing- helping Proctor and Gamble strengthen a culture of high performance through its learning process. Chicago, Accenture publishing. Anonymous, 2010. PG careers in Western Europe; human resource at Proctor and Gamble-code of regulations. Cincinnati, Proctor and Gamble. Lafley, A G 2001, Cisco success stories: Proctor and Gamble Cisco systems. Available at:  https://www.cisco.com/c/en/us/index.html. Lucas, P. 2006. Age Discrimination-Unethical, Illegal and a Missed Business Opportunity for US Business. Web. Owen, L., Klein, E. 2007. First Steps: Instituting Proctor and Gamble†™s RD Corporate University. Ohio, Proctor and Gamble.

The Use of Evidence Based Practice in Nursing Essay

The Use of Evidence Based Practice in Nursing - Essay Example In nursing, evidence-based practice calls for the re-evaluation of research for the purpose of improving inadequate practice. In clinical settings, the use of evidence based practice takes into account factor such as the consideration of the need for change, where the research question’s formulation is based on the shortfalls of current health practices (McGonigal & Mastrian, 2011). The use of evidence based practice also takes into account the best existing evidence, understanding it, and integrating it after making the necessary improvement. Models for implementing evidence based practice in clinical settings Some models for implementing evidence based practice in clinical settings include the Ottawa model of research use, the Stetler model, and the IOWA model of evidence-based practice. The Ottawa Model of Evidence Based Research in Nursing The Ottawa Model of Research Use (OMRU) was first created as an interactive model (Kirchhoff, 2004). The Ottawa Model of Research Use is quite effective in practice contexts and holds that research is a dynamic process that involves interconnected actions as well as decisions being made by different people in relation to each of the theory’s elements. The Ottawa Model of Research has undergone different evaluations, with the most recent including factors such as evidence based innovation, the practice environment, potential adopters, the adoption of innovators, the implementation of interventions, and the results of the execution of innovations. The Stetler-Model The Stetler Model of Research Utilisation is a model that is practice-oriented, and is used mainly as a conceptual and procedural guide for the execution of research outcomes in practice. The theory’s first part consists of the five stages of research utilisation (Stetler, 2003). The theory’s second part has to do with clarifying the existing data as well as options for each stage. The Iowa Model of Research is basically used to enhance the general quality of healthcare, and is a creation of the Quality Assurance Model Using Research (Stetler, 2003). Research utilisation is perceived to be an organisational procedure through which different factors are used to unite the practical implementation of research theories. The IOWA Model The Iowa Model can be used for the purposes of implementing quality healthcare as it provides a framework for medical practitioners to make decisions about the daily practices that impact patient care outcomes (Larrabee, 2009). The Iowa Model encourages health practitioners to generate practice questions, whether as a means to solve an existing concern, or simply to acquire new knowledge. These three models allow for medical practitioners to be able to share important data with others within as well as without a medical organisation; thereby increasing nu rsing knowledge and encouraging other medical organisations to take on evidence based practices. Three information technology applications in quality management Three information technology applications that are very important in quality management processes in healthcare sectors include electronic health records, bar coding, and the use of the clinical decision support system. Electronic health records were first created to serve as a type of electronically based file cabinet holding various types of information about a medical facility’s patients. Its continued improvement meant that it would further benefit by integrating text, handwritten

Personal Statement for applying postgraduate Example | Topics and Well Written Essays - 750 words

For applying postgraduate - Personal Statement Example My passion with numbers will be utilised fully when I am able to attain a better qualification with an advanced institution that places the needs of the students at the forefront as I seek to raise my viability in the job market. I am proud of my achievements so far and I continue to advance my skills at all levels to ensure that I attain my goals soonest possible. I also have a chance to expand on my skills by gaining entrance into a prestigious university like university of Birmingham. The important goal is to create a platform that will enable me as a student to maintain excellent standards and performance throughout and be a good addition to my company. I have a guarantee that University of Birmingham will be the place that I will engage accordingly in all matters concerning investment and finance, which will help me further my goals and attain my prerequisite goals. I seek to join the university so that I can also put the skills I have in place. I come with a wealth of knowledge from my internship at CNAO’s Guangzhou Resident Office during the summer break of 2013. During this period, I was able to learn more about the important audit principals, guidelines and policies that manage and formulate laws and regulations regarding auditing, the economy, and finance. I learned how to collate, analyse and check spreadsheet data, examine company accounts and financial control systems as well as gauge levels of financial risks amongst organisation. These are important aspects that investors need to understand and take into consideration before they make any investment in a company. I can prepare reports, financial statements and commentaries as well as liaise with the managerial staff when called upon to do so. During my time at CNAO, I learned valuable interpersonal skills important for the workplace, something that has been helpful to me in oth er interactions. During the

What is a project?

What is a project? Project Characteristics A project can be defined as a temporary endeavor that is undertaken to create a unique result, which can be a product or a service. There are some terms in this definition, which have to be defined themselves. The main ones are temporary and unique result. The term temporary means that every project must has a definite beginning and a definite end. The end would be reached when the projects objectives have all been achieved, or it becomes clear for us that the project objectives cannot or will not be met, or the former need for the project no longer exists. All of these result in the termination of project. Temporary does not necessarily mean short in duration; many projects can last for several years. In every case, however, the duration of a project is finite. Projects are not ongoing efforts. In addition, temporary does not generally apply to the product, service or result created by the project. Most projects are undertaken to create a lasting outcome. For example, a project to erect a national monument will create a result expected to last centuries. Projects also may often have intended and unintended social, economic and environmental impacts that far outlast the projects themselves. The temporary nature of projects may apply to other aspects of the endeavor as well: The opportunity or market window is usually temporary-some projects have a limited time frame in which to produce their product or service. The project team, as a working unit, seldom outlives the project-a team created for the sole purpose of performing the project will perform that project, and then the team is disbanded and the team members reassigned when the project ends. Unique Products, Services, Or Results A project creates unique deliverables, which are products, services, or results. Projects can create: A product or artifact that is produced, is quantifiable, and can be either an end item in itself or a component item A capability to perform a service, such as business functions supporting production or distribution A result, such as outcomes or documents. For example, a research project develops knowledge that can be used to determine whether or not a trend is present or a new process will benefit society. Uniqueness is an important characteristic of project deliverables. For example, many thousands of office buildings have been developed, but each individual facility is unique-different owner, different design, different location, different contractors, and so on. The presence of repetitive elements does not change the fundamental uniqueness of the project work. Progressive Elaboration Progressive elaboration is a characteristic of projects that accompanies the concepts of temporary and unique. Progressive elaboration means developing in steps, and continuing by increments. For example, the project scope will be broadly described early in the project and made more explicit and detailed as the project team develops a better and more complete understanding of the objectives and deliverables. Progressive elaboration should not be confused with scope creep. Progressive elaboration of a projects specifications needs to be carefully coordinated with proper project scope definition, particularly if the project is performed under contract. When properly defined, the scope of the project-the work to be done-should be controlled as the project and product specifications are progressively elaborated. Projects And Strategic Planning Projects are a means of organizing activities that cannot be addressed within the organizations normal operational limits. Projects are, therefore, often utilized as a means of achieving an organizations strategic plan, whether the project team is employed by the organization or is a contracted service provider. Projects are typically authorized as a result of one or more of the following strategic considerations: A market demand (e.g., an oil company authorizes a project to build a new refinery in response to chronic gasoline shortages) An organizational need (e.g., a training company authorizes a project to create a new course in order to increase its revenues) A customer request (e.g., an electric utility authorizes a project to build a new substation to serve a new industrial park) A technological advance (e.g., a software firm authorizes a new project to develop a new generation of video games after the introduction of new game- playing equipment by electronics firms) A legal requirement (e.g., a paint manufacturer authorizes a project to establish guidelines for the handling of a new toxic material). What Is Project Management? Project management is the application of knowledge, skills, tools and techniques to project activities to meet project requirements. Project management is accomplished through the application and integration of the project management processes of initiating, planning, executing, monitoring and controlling, and closing. The project manager is the person responsible for accomplishing the project objectives. Managing a project includes: Identifying requirements Establishing clear and achievable objectives Balancing the competing demands for quality, scope, time and cost Adapting the specifications, plans, and approach to the different concerns and expectations of the various stakeholders. Project managers often talk of a triple constraint-project scope, time and cost-in managing competing project requirements. Project quality is affected by balancing these three factors. High quality projects deliver the required product, service or result within scope, on time, and within budget. The relationship among these factors is such that if any one of the three factors changes, at least one other factor is likely to be affected. Project managers also manage projects in response to uncertainty. Project risk is an uncertain event or condition that, if it occurs, has a positive or negative effect on at least one project objective. It is important to note that many of the processes within project management are iterative because of the existence of, and necessity for, progressive elaboration in a project throughout the projects life cycle. That is, as a project management team learns more about a project, the team can then manage to a greater level of detail. The term project management is sometimes used to describe an organizational or managerial approach to the management of projects and some ongoing operations, which can be redefined as projects, that is also referred to as management by projects. There has been a tendency in recent years to manage more activities in more application areas using project management. More organizations are using management by project. This is not to say that all operations can or should be organized into projects. The adoption of management by project is also related to the adoption of an organizational culture that is close to the project management. Although, an understanding of project management is critical to an organization that is using management by projects, a detailed discussion of the approach itself is outside the scope of this standard. The Project Management Knowledge Areas The Project Management Knowledge Areas, organizes the 44 project management processes from the Project Management Process Groups into nine Knowledge Areas, as described below. Project Integration Management: describes the processes and activities that integrate the various elements of project management, which are identified, defined, combined, unified and coordinated within the Project Management Process Groups. It consists of the Develop Project Charter, Develop Preliminary Project Scope Statement, Develop Project Management Plan, Direct and Manage Project Execution, Monitor and Control Project Work, Integrated Change Control, and Close Project project management processes. Project Scope Management: describes the processes involved in ascertaining that the project includes all the work required, and only the work required, to complete the project successfully. It consists of the Scope Planning, Scope Definition, Create WBS, Scope Verification, and Scope Control project management processes. Project Time Management: describes the processes concerning the timely completion of the project. It consists of the Activity Definition, Activity Sequencing, Activity Resource Estimating, Activity Duration Estimating, Schedule Development, and Schedule Control project management processes. Project Cost Management: describes the processes involved in planning, estimating, budgeting, and controlling costs so that the project is completed within the approved budget. It consists of the Cost Estimating, Cost Budgeting, and Cost Control project management processes. Project Quality Management: describes the processes involved in assuring that the project will satisfy the objectives for which it was undertaken. It consists of the Quality Planning, Perform Quality Assurance, and Perform Quality Control project management processes. Project Human Resource Management: describes the processes that organize and manage the project team. It consists of the Human Resource Planning, Acquire Project Team, Develop Project Team, and Manage Project Team project management processes. Project Communications Management: describes the processes concerning the timely and appropriate generation, collection, dissemination, storage and ultimate disposition of project information. It consists of the Communications Planning, Information Distribution, Performance Reporting, and Manage Stakeholders project management processes. Project Risk Management: describes the processes concerned with conducting risk management on a project. It consists of the Risk Management Planning, Risk Identification, Qualitative Risk Analysis, Quantitative Risk Analysis, Risk Response Planning, and Risk Monitoring and Control project management processes. Project Procurement Management: describes the processes that purchase or acquire products, services or results, as well as contract management processes. It consists of the Plan Purchases and Acquisitions, Plan Contracting, Request Seller Responses, Select Sellers, Contract Administration, and Contract Closure project management processes. Figure 1-1. Overview of Project Management Knowledge Areas and Project Management Processes The Project Life Cycle Project managers or the organization can divide projects into phases to provide better management control with appropriate links to the ongoing operations of the performing organization. Collectively, these phases are known as the project life cycle. Many organizations identify a specific set of life cycles for use on all of their projects. Characteristics Of The Project Life Cycle The project life cycle defines the phases that connect the beginning of a project to its end. For example, when an organization identifies an opportunity to which it would like to respond, it will often authorize a feasibility study to decide whether it should undertake the project. The project life cycle definition can help the project manager clarify whether to treat the feasibility study as the first project phase or as a separate, stand-alone project. Where the outcome of such a preliminary effort is not clearly identifiable, it is best to treat such efforts as a separate project. The phases of a project life cycle are not the same as the Project Management Process Groups. The transition from one phase to another within a projects life cycle generally involves, and is usually defined by, some form of technical transfer or handoff. Deliverables from one phase are usually reviewed for completeness and accuracy and approved before work starts on the next phase. However, it is not uncommon for a phase to begin prior to the approval of the previous phases deliverables, when the risks involved are deemed acceptable. This practice of overlapping phases, normally done in sequence, is an example of the application of the schedule compression technique called fast tracking. There is no single best way to define an ideal project life cycle. Some organizations have established policies that standardize all projects with a single life cycle, while others allow the project management team to choose the most appropriate life cycle for the teams project. Further, industry common practices will often lead to the use of a preferred life cycle within that industry. Project life cycles generally define: What technical work to do in each phase (for example, in which phase should the architects work be performed?) When the deliverables are to be generated in each phase and how each deliverable is reviewed, verified, and validated Who is involved in each phase (for example, concurrent engineering requires that the implementers be involved with requirements and design) How to control and approve each phase. Project life cycle descriptions can be very general or very detailed. Highly detailed descriptions of life cycles can include forms, charts, and checklists to provide structure and control. Most project life cycles share a number of common characteristics: Phases are generally sequential and are usually defined by some form of technical information transfer or technical component handoff. Cost and staffing levels are low at the start, peak during the intermediate phases, and drop rapidly as the project draws to a conclusion. The level of uncertainty is highest and, hence, risk of failing to achieve the objectives is greatest at the start of the project. The certainty of completion generally gets progressively better as the project continues. The ability of the stakeholders to influence the final characteristics of the projects product and the final cost of the project is highest at the start, and gets progressively lower as the project continues. A major contributor to this phenomenon is that the cost of changes and correcting errors generally increases as the project continues. Although many project life cycles have similar phase names with similar deliverables, few life cycles are identical. Some can have four or five phases, but others may have nine or more. Single application areas are known to have significant variations. One organizations software development life cycle can have a single design phase, while another can have separate phases for architectural and detailed design. Subprojects can also have distinct project life cycles. For example, an architectural firm hired to design a new office building is first involved in the owners definition phase while doing the design, and in the owners implementation phase while supporting the construction effort. The architects design project, however, will have its own series of phases from conceptual development, through definition and implementation, to closure. The architect can even treat designing the facility and supporting the construction as separate projects, each with its own set of phases. Characteristics Of Project Phases The completion and approval of one or more deliverables characterizes a project phase. A deliverable is a measurable, verifiable work product such as a specification, feasibility study report, detailed design document, or working prototype. Some deliverables can correspond to the project management process, whereas others are the end products or components of the end products for which the project was conceived. The deliverables, and hence the phases, are part of a generally sequential process designed to ensure proper control of the project and to attain the desired product or service, which is the objective of the project. In any specific project, for reasons of size, complexity, level of risk, and cash flow constraints, phases can be further subdivided into subphases. Each subphase is aligned with one or more specific deliverables for monitoring and control. The majority of these subphase deliverables are related to the primary phase deliverable, and the phases typically take their names from these phase deliverables: requirements, design, build, test, startup, turnover, and others, as appropriate. A project phase is generally concluded with a review of the work accomplished and the deliverables to determine acceptance, whether extra work is still required, or whether the phase should be considered closed. A management review is often held to reach a decision to start the activities of the next phase without closing the current phase, for example, when the project manager chooses fast tracking as the course of action. Another example is when an information technology company chooses an iterative life cycle where more than one phase of the project might progress simultaneously. Requirements for a module can be gathered and analyzed before the module is designed and constructed. While analysis of a module is being done, the requirements gathering for another module could also start in parallel. Similarly, a phase can be closed without the decision to initiate any other phases. For example, the project is completed or the risk is deemed too great for the project to be allowed to continue. Formal phase completion does not include authorizing the subsequent phase. For effective control, each phase is formally initiated to produce a phase-dependent output of the Initiating Process Group, specifying what is allowed and expected for that phase, as shown in Figure 2-3. A phase-end review can be held with the explicit goals of obtaining authorization to close the current phase and to initiate the subsequent one. Sometimes both authorizations can be gained at one review. Phase-end reviews are also called phase exits, phase gates, or kill points. Project Management Processes The project management processes are presented as discrete elements with well- defined interfaces. However, in practice they overlap and interact in ways that are not completely detailed here. Most experienced project management practitioners recognize there is more than one way to manage a project. The specifics for a project are defined as objectives that must be accomplished based on complexity, risk, size, time frame, project teams experience, access to resources, amount of historical information, the organizations project management maturity, and industry and application area. The required Process Groups and their constituent processes are guides to apply appropriate project management knowledge and skills during the project. In addition, the application of the project management processes to a project is iterative and many processes are repeated and revised during the project. The project manager and the project team are responsible for determining what processes from the Proce ss Groups will be employed, by whom, and the degree of rigor that will be applied to the execution of those processes to achieve the desired project objective. An underlying concept for the interaction among the project management processes is the plan-do-check-act cycle. This cycle is linked by results   the result from one part of the cycle becomes the input to another. See Figure 3-1. The integrative nature of the Process Groups is more complex than the basic plan-do-check-act cycle (see Figure 3-2). However, the enhanced cycle can be applied to the interrelationships within and among the Process Groups. The Planning Process Group corresponds to the plan component of the plan-do-check-act cycle. The Executing Process Group corresponds to the do component and the Monitoring and Controlling Process Group corresponds to the check and act components. In addition, since management of a project is a finite effort, the Initiating Process Group starts these cycles and the Closing Process Group ends them. The integrative nature of project management requires the Monitoring and Controlling Process Group interaction with every aspect of the other Process Groups. Project Management Process Groups Mapped to the Plan-Do-Check-Act Cycle Project Management Process Groups There are five dependent Project Management Process Groups which are required for any project. These five Process Groups are performed in the same sequence on every project and are independent of application areas or industry focus. Individual Process Groups and constituent processes are often iterated prior to completing the project. Constituent processes can also have interactions both within a Process Group, and among all Process Groups. Process Groups Processes within the Process Groups Organizational Process Assets and Enterprise Environmental Factors, which are shown as inputs to and outputs from the Process Groups, and external to the processes Arrows or line arrows indicate data or process flow among or within the Process Groups. The process flow diagram, which is shown in Figure 3-4, provides an overall summary of the basic flow and interactions that happen among the Process Groups. An individual process may define and constrain the use of inputs to produce outputs for that Process Group. Each Process Group includes the constituent project management processes which are linked by the respective inputs and outputs; so the result or outcome of one process becomes the input to another. It is important to mention that The Process Groups are not project phases. All Process Group processes are normally repeated for each phase or subproject. The Process Groups are: Initiating Process Group: Defines and also authorizes the project, or a project phase. Planning Process Group: Defines and refines the objectives and plans the course of action that is required to attain the objectives and scope that the project has to address. Executing Process Group: Integrates resources (like people) to carry out the project management plan for the project. Monitoring and Controlling Process Group: Regularly measures and monitors progress to identify the variances from the project management plan to take the corrective when it is necessary to meet project objectives. Closing Process Group. Formalizes acceptance of the result (product or service) and brings the project (or a project phase) to an orderly end. Initiating Process Group The initiation processes determine the scope and nature of the project. If this stage is not done well, probably the project will not be successful in meeting its defined needs. The key project controls that are needed here are an understanding of the business environment, and also making sure that all of the necessary controls are incorporated. The failures have to be reported and a recommendation should be made for fixing them. The initiation stage should include a plan that covers the following areas: Analysis of the business requirements in measurable goals Review of the current operations Financial analysis of the costs and benefits containing a budget Stakeholder analysis and support personnel for the ongoing project Project charter containing costs, tasks, deliverables, and schedule Planning Process Group Following the initiation stage, the project is planned to a suitable level of detail. The main aim is to plan time, cost and resources sufficiently to estimate the work needed and to effectively manage the risk during project execution. Like the Initiation processes, a failure to adequately plan greatly decreases the projects chance of successfully accomplishing the goals. Project planning is generally consisted of the following: Finding out how to plan developing the scope statement; selecting the planning team; identifying the deliverables and creating the WBS; identifying the activities that are needed to complete the deliverables and networking the activities in their coherent sequence; estimating the resources required for the activities; estimating time and cost for activities; developing the schedule; developing the budget; risk planning; Getting the formal approval to begin work. For new product development projects, conceptual design of the operation of the final product may be performed simultaneous with the project planning activities, and can help to inform the planning team during identification of deliverables and planning activities. Executing Process Group Executing is consisted of the processes which are used to complete the work defined in the project management plan to gain the projects requirements. Execution process contains coordinating people and resources, as well as integrating and performing the activities of the project in accordance with the project management plan. The deliverables are then produced as outputs from the processes performed as is defined in the project management plan. Monitoring And Controlling Process Group Monitoring and controlling mainly consists of the processes that are performed for observation of project execution. Therefore, the potential problems can be easily identified in a timely manner and needed corrective action can be taken, to control the execution of the project. The key benefit is that project performance is observed on a regular basis to identify variances from the project management plan. Monitoring and Controlling process group includes: Measuring the current project activities; Monitoring the project variables (cost, effort, scope, etc.) with a look at the project management plan and the project performance baseline; Identifying needed corrective actions to address topics and risks properly; Influencing the factors that could circumvent structured change control so only approved changes are accepted and implemented In multi-phase projects, the monitoring and controlling process may also provide feedback between project phases for implementing corrective or preventive actions to bring the project in compliance with the project management plan. Project Maintenance is an ongoing process. Therefore, it includes: Ongoing support of end users Correcting errors Updating the software over time Monitoring And Controlling Cycle Over the trend of any construction project, the work scope might change. Change is an expected and normal part of the construction process. Change can be the result of necessary design modifications, differing site conditions, contractor-requested changes, material availability, value engineering and affects from third parties. Beyond executing the change in the field, the change needs to be documented to show what is actually constructed. This is referred to as Change Management. When changes are implemented to the project, the feasibility of the project has to be re-checked. It is important not to lose sight of the initial goals and targets of the projects. When the changes are collected, the forecasted result may not explain the original proposed investment in the project. Closing Process Group Closing includes the formal acceptance of the project and the ending thence. Managerial activities include the archiving of the files and documenting everything. This phase mainly consists of: Project close: Finalizing all activities across process groups to formally close the project Contract closure: Completing and settling each contract (including the resolution of any open items) and closing each contract applicable to the project or project phase Overview Of Project Risk Management Project Risk Management includes the processes concerned with conducting risk management planning, identification, analysis, responses, and monitoring and control on a project; most of these processes are updated throughout the project. The objectives of Project Risk Management are to increase the probability and impact of positive events, and decrease the probability and impact of events adverse to the project. Figure 11-1 provides an overview of the Project Risk Management processes, and Figure 11-2 provides a process flow diagram of those processes and their inputs, outputs, and other related Knowledge Area processes. The Project Risk Management processes include the following: 1. Risk Management Planning: deciding how to approach, plan, and execute the risk management activities for a project. 2. Risk Identification: determining which risks might affect the project and documenting their characteristics. 3. Qualitative Risk Analysis: prioritizing risks for subsequent further analysis or action by assessing and combining their probability of occurrence and impact. 4. Quantitative Risk Analysis: numerically analyzing the effect on overall project objectives of identified risks. 5. Risk Response Planning: developing options and actions to enhance opportunities, and to reduce threats to project objectives. 6. Risk Monitoring and Control: tracking identified risks, monitoring residual risks, identifying new risks, executing risk response plans, and evaluating their effectiveness throughout the project life cycle. These processes interact with each other and with the processes in the other Knowledge Areas as well. Each process can involve effort from one or more persons or groups of persons based on the needs of the project. Each process occurs at least once in every project and occurs in one or more project phases, if the project is divided into phases. Although the processes are presented here as discrete elements with well-defined interfaces, in practice they may overlap and interact in ways not detailed here. Process interactions are discussed in detail in Chapter 3. Project risk is an uncertain event or condition that, if it occurs, has a positive or a negative effect on at least one project objective, such as time, cost, scope, or quality (i.e., where the project time objective is to deliver in accordance with the agreed-upon schedule; where the project cost objective is to deliver within the agreed-upon cost; etc.). A risk may have one or more causes and, if it occurs, one or more impacts. For example, a cause may be requiring an environmental permit to do work, or having limited personnel assigned to design the project. The risk event is that the permitting agency may take longer than planned to issue a permit, or the design personnel available and assigned may not be adequate for the activity. If either of these uncertain events occurs, there may be an impact on the project cost, schedule, or performance. Risk conditions could include aspects of the projec

With close reference to the text explore what the stories of Crooks :: English Literature

With close reference to the text explore what the stories of Crooks and Curley's wife reveal of the attitudes, culture and society amongst farm workers in 1930's America. With close reference to the text explore what the stories of Crooks and Curley's wife reveal of the attitudes, culture and society amongst farm workers in 1930's America. In 1930s America there was a Great Depression and people were finding themselves without work. Many flyers were sent out to the unemployed telling them that there was work in California. Hundreds travelled to California, hoping to find work but soon found that the employers had lied and there were few jobs to be found. 'Of Mice and Men' is a story about two men called Lennie and George who are migrant workers that travel around California trying to make themselves enough money to buy a small plot of land. The reasons that they have not settled anywhere is that Lennie is often getting them in trouble and they are forced to leave and find work elsewhere. Lennie is a simple minded character, who has the mind of a child in the body of a man. Although Lennie is lacking in brains he makes up for it with his strength and has a unique combination of strength and innocence. Lennie's simple mind means that he relies heavily on George, who is wise and intelligent. George is a good judge of people's characters and a good worker; he is modest and doesn't want any trouble. George takes a lot of responsibility for Lennie and tries o teach him to control his strength and keep him out of trouble. In the end George has to make an important decision about Lennie and there is no way to change the results. Although George and Lennie are the main characters in the book I will be concentrating on two minor characters, they are Crooks and Curley's wife. Although they seem to be less important than George and Lennie they are the most successful at showing us the culture and attitudes of the people in the 1930s. Crook is mainly effective at showing societies opinions on cripples and those of a different race, whilst Curley's wife portrays the situation of women. Together I am able to obtain a considerable amount of information on attitudes, culture and society amongst farm workers in 1930s America. The character of Crooks plays an important role in the book 'Of Mice and Men' because Steinbeck is able to show through Crooks the racial situation of the time. By using a character to portray attitudes towards others of a different race, Steinbeck can include the feelings

A New Mandate for HR-An Analysis Essay

In the article the writer had expressed his concern on underestimating role of Human resources Department in an organizational set up. The role of HR manager has confined to paper work related to recruitment and termination of employees, compensation and incentives, impart training to employees and design of developmental programmes etc. The HR Manager is responsible for implementation of policies made by CEOÂ’s or line Managers. David Ulrich has emphasized that the role of HR should be organizational excellence rather than focusing on fundamental HR issues only. HR has to take the lead to enable organizations survive in globalized era, to sustain revenue growth, to harness technological advances, to protect intellectual property and keep pace with changing business environment. In global competitive economy, managers are required to be aware of entire global market scenario, political uncertainties, trade issues, fluctuating exchange rates and customer preferences. Revenue growth by way of lay- offs, cost cuts and merger & acquisitions has become new mantra for organizations. He feels rather companies should focus on creativity and innovation. The employees should be encouraged to share learning and honing their skills for achieving required revenue growth. The geographical distance has been bridged by technological advances. In the era of technological revolution employees had to learn how to exploit technology for organizational goal. In the changing scenario companies, who can attract, retain and develop best talent will lead the world. Companies have to keep on shifting gears to beat competition, has to take rapid decisions and invent new ways of doing work. He affirmed that HR can deliver excellence by being partner with the senior management in the strategy execution of organization.HR can help in reducing cost of organization by work organization, delivering administrative efficiency with quality.HR should be an interface between employees and  higher management to apprise concerns of the employee to management and to motivate employees to contribute to the organization. HR should transform itself with change in organizations processes, culture. HR should be given responsibility for designing organizational structure. The structure should identify each element of an organization and put them together for seamless operations.HR should be accountable for organizational audit. Audits are required to identify which parts require change. After the components are identified which need renovation HR should seek ways and methods to renovate that part.HR at the same time must audit its own work. HR must assess impact of each activity in collaboration with operating managers. HR must identify processes within their domain which can be done faster, cheaper and better. For example resume screening can be done using scanner software tools to reduce recruitment cycle time. They can design and implement new system that allows sharing administrative services. In new role HR must be responsible for ensuring employee engagement & commitment. HR must train operating managers about importance of employee morale. Workshop reports, employee surveys and written reports are few of the tools to train line managers on importance of high employee morale. HR should recommend ways to maintain high morale. HR may suggest recruitment of few more employees on a particular project or for imparting training to employees to execute some work. HR must make people adaptable to changes rather than resist. HR must introduce change model such as one introduced by GE ”Change Begins asking Who, Why, What & How.” Before enforcing a change, management must ask Why are we seeking change? What will be the benefits to the organization? How to implement changes? HR must brain storm with management team to answer these questions. However Ulrich thinks that it the collective responsibility of line managers, CEO, and HR to transform an organization. The line managers can help HR in focusing on results by talking serious about how organizational capability will create value to shareholders. They can invest more time on issues related to people. Line Managers should clearly tell HR what they wanted from them. Management shall invest in HR tools like conferences and management literature. Senior line should be always ready to adapt new HR practices. Management shall insure that HR managers are aware of intricacies of processes and reengineering. They should be updated regularly to deliver results. Ulrich stated that it is not an easy task to take up the new role for HR managers. They must work toward goals. They must redefine their goals in terms of value addition to the organization and business results. Senior line must drop their attitude towards HR as incompetent and ineffective staff.