Louis and Crusade Essay Example for Free

Louis and Crusade Essay Manuel saw the crusade as an inconvenience as it prevented him from his plans to attack Sicily, this resulted in him giving the crusade little acknowledgement. Another factor was that the Byzantium emperor had an understanding with the Turks as well as an alliance with the Sultan of Rum. All this would be under threat if he was to help the crusade so it made more sense to give the franks directions rather than supplies as this would anger the turks and could possibly start a war. Also, during the first crusade Baldwin and Bohemond refused to restore territory to the Byzantine emperor so this removed any interest he may have had in aiding the crusade. The pillaging Greek towns led to Manuel refusing to provide supplies top aid his troops alone. This then led to Christians fighting amongst each other which then led to a weaker overall Crusader force, which resulted in the crusade lacking man power and strength. The fact that 90% of troops were wiped out at Dorylaeum certainly had an impact on the failure of the crusade as this reduced the amount of troops on the crusade significantly. This was due to the lack of aid and ships from the Byzantine Emperor Manuel, which then led to more troops having to travel by foot. As a result of this many troops were lost to disease as well as being sabotaged by the Turks. Overall the lack of aid from the Byzantine emperor resulted in loss of troops which then led to lack of man power on the crusade . If the Byzantium’s would have sent help and aid to the crusade, it would have meant many more troops would have survived making the crusader stronger and making them a much more powerful force. Furthermore, the strong muslim unity was also to blame partially for the crusader failure. A reason for this was that the promotion of Jihad by Zengi and Nurreddin gave Muslims the power needed for them to strive and determined to takeover the states the Franks. Another reason for the failure was that the leaders lacked the dedication they had for the first crusade, this then resulted in the troops also lacking enthusiasm meaning the manpower was at a significantly low level during the second crusade. Also, ‘crusade’ meant a variety of different things to different religious groups. One thing they all had in common was they all desired a spiritual reward in return for their service, not to save the East. This meant the crusaders had the wrong frame of mind to begin. This effected on the impact of the troops and the progress of the crusade as it lacked the desire to complete the crusade. Divisions in the East meant that Louis lost support of Raymond of Tripoli and Jocelyn as these remained in the North. This effected to supplies and aid that these leaders could have supplied. As well as aid they could have supplied troops which would have made the crusade much stronger as a whole. Finally, the attack on Damascus played potentially a big part in the failure as it produced more divisions. This was due to the fact it was a politically neutral area. It was also allied to Jerusalem. The attack resulted in the Muslims uniting further making the made it more difficult for the crusade to be complete as Nuredin barred the gates after the appeal from Damascus. This decision resulted in the crusade becoming a weaker force as the Muslim forces were becoming more united and stronger resulting in them having more man power. The final reasons for the failure of the crusade were the mistakes made by Louis VII and how they effected the overall progression of the crusade. Firstly, Louis had an unclear focus of going on the crusade. He was reluctant to embark at fist which meant he didn’t have much belief in the outcomes himself. He went to seek repentance for the massacre he had committed at Vitry, so just like most of the crusaders he was not focused on saving the East he was looking for a spiritual reward. He also failed to swear fealty to Manuel after attacking the Greeks. This resulted in the Byzantium’s refusing to send aid to Louis after he had asked. The little help from the Byzantium’s meant that the crusade lacked the aid and support they needed to keep a large amount of their soldiers alive. This resulted in high death rates, decreasing number of troops and lack of man power. Overall Louis lacked the qualities of a leader he had poor organisation and preparation skills as well as the lack of decision making. When he decided to travel to Antioch by sea he didn’t have the supplies to do this effectively. This meant he lost a large number of troops before even getting to the location. His poor decision making resulted in division of his own army as no one could decide on group decisions etc. This meant that the troops were not working as a team so the frame of mind was not there for them to succeed and complete the crusade. His personal life also had an effect on the crusade. He was more interested in his personal dislikes and relationship than those of the affair. This meant his decisions weren’t based on what was best for the success of the crusade but what was best for him and his personal aspects of his own life. This shows he did not prioritise the crusade so he lacked the enthusiasm that would have rubbed off onto his troops. Finally, when he attacked Damascus he lost the only Muslim ally of the Crusader states. This meant he lost out on supplies and aid the city would have provided as well as uniting the Muslim states even more. In conclusion, all three points had some sort of effect on the failure of the 2nd crusade but the most important was certainly Louis VII lack of leadership and enthusiasm to the crusade. If he would have planned the route and prioritised the crusade he would have gained the help from the Byzantines. He made many wrong decisions that affected the failure because if he hadn’t of attacked Damascus he wouldn’t have lost the only Muslim ally to the Crusader states. His lack of enthusiasm meant the crusade didn’t have a specific motive or aim which meant that the crusaders were not as interested or dedicated to completing the crusade. His lack of organisation resulted in stronger forces of the muslims which resulted with his force being much weaker than those he was crusading against. If a dedicated leader would have led the 2nd crusade it would have been a much greater success as it would have been planned and organised.

Historical Themes of Garcia Marquezs One Hundred Years of Solitude

Historical Themes of Garcia Marquez's One Hundred Years of Solitude  Ã‚      Garcia Marquez has said that "One Hundred Years of Solitude is not a history of Latin America, it is a metaphor for Latin America" (Dreifus 1983:1974). The historical themes include conquest and colonization, settlement and scientific discovery, civil wars, foreign economic intervention, technological change, and finally the decay and disappearance of a long-established way of life. The original Spanish conquest is alluded to when, in the first chapter, Jose Arcadio Buendia finds an old suit of armor and the remains of a galleon, mysteriously stranded several kilometers from the sea. The early Spanish colonization and the devastating pirate raids of the English sailor, Sir Francis Drake, are referred to in the second chapter. Subsequently, no more is made of this theme. Pioneer settlement is the real beginning of the story of Macondo. It is at first "a village of twenty houses of mud and canestalks on the bank of a diaphanous river. . . . The world was so new, many things did not have names, and to mention them one had to point with a finger." (71) Just so: when the real pioneer families made their first crude homes in the forests of the Americas, they found many things-plants, animals, minerals - they had never seen before and for which they had no names. That was one reason Europeans referred to the western hemisphere lands as the New World. Typical of such villages, which were established on the banks of rivers in all the Spanish territories, Macondo is governed by its founder, Jose Arcadio Buendia, as a kind of village chief; Ursula, his wife, cultivates a little plot of land and the men, apparently, also hunt for food (although hunting is n... ...very rapidly. In real history, this is the period of the world-wide economic depression that began in 1929 and lasted a decade, until the beginning of World War II. Then, in the last chapter, when the last Aureliano finally leaves the house that has been his prison, we seem to be in a new kind of Macondo. There are more people around, including several who are quite unlike any we've met before and seem unrelated to the old families of Macondo. What sort of town is this that has an eccentric Catalan dealer in rare books frequented by a group of eager young writers? The town also has a drugstore, which we have never heard about before, attended by an Egyptian-eyed girl named Mercedes. It also has some new and extravagant brothels. Works Cited: Garcia Marquez, Gabriel. One Hundred Years of Solitude. Trans. Gregory Rabassa. New York: Harper Perennial, 1991.

Sociology 101 Study Guide Exam 4

Deviance 1) defining deviance is difficult and subjective (sociologists don’t agree). 2) for our purpose deviance must A) violate significant norms. B) Result in negative evaluation for reaction. 1) Conflict theory. – stress that the power elite uses the legal system to control worker and to stabilize the social order, all with the goal of keeping itself in power. The poor pose a threat, for if they rebel as a group they can dislodge members of the power elite from their place of privilege. To prevent this, the power elite makes certain that heavy penalties come down on those who’s crimes could upset the social order. 2) Functional theory- Argue that crime is a natural part of society. Stress that the sociall classes differ in opportunities for income and education, so they differ in opportunities for crime. As a result, street crime is higher among the lower social classes and white-collar crime is higher among the higher social classes. The growing crime rates of women illustrate how changing gender roles have given women more access to what sociologist call â€Å"illegitimate opportunities. † 3) Social foundations- Labeling Theory-questions who applies what label to whom, why they do this, and what happens as a result of this labeling.The significance of reputations, how they help set us on paths that propel us into deviance or that diver us away from it. Anomie Theory-concept developed by Emile Durkheim to describe an absence of clear societal norms and values. In the concept of anomie individuals lack a sense of social regulation: people feel unguided in the choices they have to make.Differential Association-a theory developed by Edwin Sutherland proposing that through interaction with others, individuals learn the values, attitudes, techniques, and motives for criminal behavior (how people learn to become criminals).Crime 1). Elements – 2). Categories- Mental illness 1) Dr. Thomas Szasz – mental illness are neither mental nor illness. They are simply problem behaviors.2) Rosenhahn study-A study done proving â€Å"it is clear that we cannot distinguish th e sane from the insane in psychiatric labels might be a solution and recommended education to make psychiatric workers more aware of the social psychology of their facilities. In this study 8 â€Å"mentally healthy† people took hallucinations attempting to gain admission to 12 different psychiatric hospitals in five different states. All were admitted and diagnosed with psychiatric disorders.After admission they acted normal again and told staff they felt fine, all were forced to admit to having t a mental illness and agree to take antipsychotic drugs as a condition of their release. All but one was diagnosed with schizophrenia. The second part of his study involved an offended hospital challenging Rosenhan to send pseudopatients to its facility, which its staff would then detect. Rosenhan agreed and in the following weeks out of 193 new patients the staff identified 41 as potential pseudopatients, with 19 of these receiving suspicion from at least 1 psychiatrist and 1 other staff member.In fact Rosenhan had sent no one to the hospital Substance Abuse1) Types of drug use-2) Social policy-3) Conflict view-Individuals and groups in society struggle to maximize their share of the limited resources that exist and are desired by humans. Given that there are limited resources, the struggle inevitably leads to conflict and competition. These struggles can lead to changes in institutions and societies as different groups come into power. Social control- The techniques and strategies for preventing deviant human behavior in any society.1) Formal- Expressed though law as statues, rules and regulations against deviant behavior. Usually carried out by those in a position of power and/or authority such as a police officer, judge, or principal of a school.2) Informal- Denominates customs, traditions, norms and other social values inherited by the individual. Informal sanctions may include ridicule, sarcasm, criticism and disapproval. In extreme cases sanctions may in clude social discrimination and exclusion. Prejudice- An attitude or prejudging, usually in a negative way.Discrimination1) Individual- Treatment or consideration of, or making a distinction in favor of or against, a person based on the race, class, group, or category to which that person or thing belongs rather than on the individual.2) Institutional- The unfair, indirect treatment of an individual embedding in the operating procedures, policies, laws, or objectives of large organizations. Can occur without conscious cause, is often subtle and nearly invisible, reinforced by the interrelationship of social institutions.Example- jobs not hiring people under the height of 5’4† which eliminates most Mexicans and women, or in other countries women aren’t allowed to participate in some religious activities or government. Post-Industrial Society- Society based on information, services, and high technology, rather than on raw materials and manufacturing.Economic System s1) Capitalism-An economic system characterized by the private ownership of the means of production, the pursuit of profit, and market competition.2) Socialism-An economic system characterized b the public ownership of the means of production, central planning, and the distribution o goods without a profit motive. Genocide- The attempt to destroy a group of people because of their presumed race or ethnicity (ethnic cleansing). Minority-People who are singled out for unequal treatment and who regard themselves as objects of collective discrimination. Plessey vs Ferguson- Decision by the US Supreme Court that confirmed the principle of â€Å"separate but equal† and minority segregation.Brown vs Board of Education-This case took on segregation within school systems, or the separation of white and black students within public schools. Up until this case, many stats had laws establishing separate schools for white students and another for blacks. This landmark case made those laws unconstitutional. This case set the foundations for the civil rights movement. Exploitation Theory- occurs when one social group is able to take for itself what is produced by another group.The concept is central to the idea of social oppression, especially from a Marxist perspective, and can also include noneconomic forms, such as he sexual exploitation of women by men under patriarchy. Amalgamation-(melting pot) all groups should combine their traditions calues and characteristics with one another to create a new group. Assimilation-The loss of a subaltern group’s native language and culture under pressure to assimilate to those of a dominant cultural group.Contact Hypothesis-This is the principle that brings people together who are in conflict (or where one is bullying the other), the conflict will subside as they get to understand one another.Power1) Authority-Power that people consider legitimate, as rightly exercised over them; also called legitimate power.2) Tradition al-Those who exercise authority do so because they continue a tradition and support the preservation and continuation of existing values and social ties. For example Queen is Head of States in Britain, a position she inherited on the basis of traditional rules of succession for the monarchy.3) Rational Legal- Those in authority give orders (and expect to be obeyed) because the office they fill gives them the right to give orders. Anyone who fills the same position has the right to issue orders. Orders are only to be obeyed if they are relevant to the situation in which they are given. Example, a teacher orders â€Å"complete your homework by Thursday† the order is expected to be obeyed, but if the same teacher asked the student to go get her milk from the store, they wouldn’t be expected to obey.4) Charismatic-People obey because of the personal qualities of the person doing the telling. Well-known charismatic figures include Jesus Christ, Hitler, and Chairman Mao. How ever, charismatic figures may arise in any social grouping and such people assume positions of authority over others on the basis of personal qualities of leadership b other group members.5) Coercive-People forced to do as they are told under threat of punishment. For example a prison or a school classroom.6) Renumerative-Power rest on the material means provided by money or some other reward which the members desire and the organization controls. Government-Political authority; a group of people who have the power to make and enforce laws for a country or area.1) Monarchy-A state or nation in which the supreme power is actually or nominally lodged in monarch. The head of state is often for life or until abdication.2) Democracy-Have the consent of the people. The officials xercising power have legitimate authority because they have been elected, and the mechanism for changing the government is through peaceful and regular elections.3) Oligarchy-Political power effectively rest with a small, elitre segment of society. Greek for â€Å" few rule†4) Totalitarianism-The state regulates nearly every aspect of public and private behavior.5) Dictatorship-A government headed by a dictator or more generally any authoritarian or totalitarian government. Power Elite-C. Wright Mill’s term for the top people in U. S. corporations, military, and political who make the nation’s major decisions. Types of Work-

Lab Results Fermenter Essay

To determine the amount of anti-microbial peptide production by Staphylococcus warneri under various conditions when 2L and 10L Fermented. To Test the effects of one uncontrolled parameters sush as pH, Temperature or dissolved Oxygen and compare findings. To produce anti-microbial activity from Staphylococcus warneri.Staphylococcus warneri is a member of bacterial genus Staphylococcus, consisting of Gram-positive bacteria with spherical cells appearing in clusters. Colonies of S. warneri are usually tan, yellow and about 2-4mm in diameter after 48 hours incubation at 35Â °C. It is commonly found as part of the skin flora on humans and animals. S. warneri rarely causes disease, but may occasionally cause infection in patients whose immune system is compromised. S. warneri is known to produce antimicrobial peptide activity in the form of Nisin. The optimum conditions for this to occur are pH 7. Nisin is a polycylic antibacterial peptide with 34 amino acid residues used as a food preservative. It is produced by bacterium and which contains antimicrobial activity and which is known as a bacteriocin. Nisin has been found to have properties that can control spoilage caused by lactic acid bacteria.

Effective Performance Management

Effective Performance Management Free Online Research Papers Performance is your reality, forget everything else. It is an immutable law in business that words are words, explanations are explanations, promises are promises- but only performance is reality. Harold S. Geneen 1910-1997, Communications executive1 Abstract The paper seeks to show that Effective Performance Management has become the core of Human Resources and is revitalizing, reenergizing and rejuvenating HR. The challenges faced by the present day organization are broadly discussed under the effectiveness of its performance management systems, which ultimately acts as a catalyst for employee engagements and their effective performance. This paper explores through its findings a new performance management system for improving overall organizational performance in general, through inventing new dimension for effective individual performances in specific. A framework is developed for the implementation of effective performance management in any organization. This paper is explicitly directed towards various parameters for energising human resources and serves interesting food for thought for the future managers dealing with performance management. Introduction Performance management, as pertaining to human resource management (HRM), is the process of delivering sustained success to organizations’ by improving capabilities of individuals and teams. It supports the philosophical principle that people and not capital provide organizations’ with a competitive advantage. However, performance management presents severe challenges in terms of practical implementation. Previous studies have largely failed to overcome many of the organizational constraints on its successful implementation. Overcoming barriers to change is especially important given their close relationship to the fulfilment of the psychological contract2 and related HRM systems (reward, development, etc.). The psychological contract construct consists of the existence of a â€Å"soft† set of expectations held by the employee, which have to be organized and managed. Within the relationship defined by these constructs, the employer and the employee inform, negoti ate, monitor and then re-negotiate (or exit) the employment relationship. Thus, if the employee feels that a performance management approach breaches or violates their psychological contract expectations this can lead to an irrevocable breakdown in the employment relationship. Careful implementation of performance tools is therefore crucial to their success as contributors to organizational development. Performance Management as a core of HR Performance appraisals, performance reviews, appraisal forms; whatever we want to call them, let’s call them gone.3 As a standalone, a performance appraisal is universally disliked, after all how many people in any organization want to hear that they were less than perfect last year or how many managers want to face the argument and diminish morale that can result from the performance appraisal process. If the true goal of the performance appraisal is employee development and organizational improvement, we consider moving to effective performance management system. There has been a paradigm shift in the focus of HR from the early days where craftspeople organized guilds using unity to improve working conditions. Companies in today’s era focus on performance of employees which in turn helps the organization’s performance. No doubt that effective performance management has become a core of HR. Performance management to support organizational change The ultimate competitive asset of any organization is its people, thus organizations should develop employee competencies in a manner aligned with the organization’s business goals. This can be achieved through performance management systems, which act as both behavioural change tool and enabler of performance management system improved organizational performance through being instrumental in driving change. This can then be institutionalized through organizational policies, systems and structures. Performance management aims to emphasize and encourage desired and valued behaviours, thus is a key tool of communication and motivation within organizations seeking a competitive edge through strategic change and control. A visionary performance management then becomes a system for translating organizational intention and ambition into action and results, delivering a strategic goal, such as behavioural change. The system also brings focus to organisational change and development, particularly regarding competencies. When competency profiles support company goals, they become instrumental in developing the human resources necessary to deliver business goals. As a result, performance management system is an important tool for communicating priorities and for providing feedback to stimulate employees to meet the new expectations. Role and importance of effective performance management system Changing individual employee behaviour lies at the heart of organizational change programmes. This is because they ignore or violate established change psychology principles. Senior management can assume that because they are ready to pro-actively embrace change, their employees will be equally pro-active. However, imposing action on employees who are not prepared results in conflict. Typically, only 20 percent of employees in organizations are prepared to take positive action in response to change initiatives. More than 70 percent of new strategic initiatives fail for this reason.4 Thus, to be successful in shaping behaviour, performance management systems must achieve acceptance by those being â€Å"managed†. Modern organizations need to respond more effectively to changing external and internal environments, and organizational learning has become an important strategic focus. By anticipating and responding to changes in the environment through proactive learning interventions, some organizations are evolving into learning organizations. Nonetheless, the question of how to best transform behaviours through organizational learning and development remains. In reality, many change initiatives fail because either organizational culture is not ready to change at that time, or because they do not anticipate the impact of change on human systems. Initiatives in the latter category typically result in resistance and ultimately failure of the change initiative. As mentioned earlier, one method that organizations can use to affect employee competencies in a manner aligned with the organization’s change is to develop robust performance management systems. Analysis of performance management in terms of key result areas KRA’s refer to general areas of outcomes or outputs for which a role is responsible. The KRA’s should be clearly defined. Once, the KRA’s are defined the individual can chart a process to achieve the KRA’s. KRA’s are also known as Key Work Output’s (KWO’s). An effective performance management system can facilitate change and innovation by both demonstrating their relationship with the overall strategy, and by supporting and monitoring the progress towards achieving the ultimate goal. It is therefore a crucially important tool for communicating priorities and for providing feedback on employees’ contributions towards achieving organizational goals. The purpose of the performance management system is to ensure that the work performed by employees is in accordance with the established objectives of the company. Employees should have a clear understanding of the quality and quantity of work expected from them and simultaneously receives ongoing information about how effectively they are standing as to the standards/benchmarks. Opportunities for employee development are identified and employee performance that does not meet standards are appropriately addressed. Moreover an operative performance management system consists of a process for communicating employee performance expectations, maintaining performance management dialogues and conducting annual performance appraisals. It is a procedure for encouraging and facilitating employee development and resolving performance pay disputes. Performance management system serves a strategic purpose because they help link employee activities with the organization’s mission and goals.5 It serves as a basis for employment decisions to promote outstanding performers, to train, transfer or discipline others, and to award merit increases. Data regarding employee performance can serve as criteria in HR research. They can help establish objectives for training programs. Finally, performance management system allows organizations to keep proper records to document HR decisions and legal requirements. A website research 6 conducted on BSE listed companies revealed the four key result areas that are critical for any performance management system and how each of these areas which has a number of dimensions, can be measured by key performance indicators. The four key result areas are as follows: I. Developing external relationship: The PMS should consider the three key performance indicators while considering employee performance to achieve the KRA of developing external relationship: firstly, contractual agreements i.e. managing policy and procedures for agreements which are implemented and reviewed annually and handling major research contracts renewed with stakeholders. Secondly, to create new strategic alliances such as its success can be measured by reviewing annually the number of competitor or collaborator analysis undertaken and new collaborations established and developed and finally to develop lines of communication such as quarterly reviewing, the visits made by the shareholders and information about research and education activities provided to stakeholders in written and electronic format. Communicating this Idea to employees and evaluating their commitment levels through structured parameters will help in achieving organisational objective. II. Building organisational capabilities: Similarly, PMS has to also consider dimensions such as to attract and retain the right people i.e. to review annually so as to identify and resolve gaps in the performance of the leaders and provide and implement strategic, analysis based advice performance management system for all staffs. Secondly, the system fosters a value driven culture which includes code of conduct developed around share values, rewarding employees and implementing a recognition system to reinforce culture. Finally, it creates a supportive structure and systems which includes implementation of most effective organisational structure, reviewing annually the policies, systems and procedural documented. This KRA will finally contribute towards enhancing skill based performance for quality work. III. Taking a selective and focussed approach: The PMS should check the employee’s work focus which can be measured by reviewing annually the service level agreements and how these agreements are benefiting the key stakeholders. In the light of this KRA the employees are able to meet up to the expectations of their job description and accordingly see and evaluate their respective performances as a transparent system. IV. Maintaining quality research, service and education output: The last key area helps to ensure relevance to the organisation’s mission by consistent work with strategic direction and available skills. Performance management can be measured through milestones achieved. Also, it measures work impact which can in turn be measured through new knowledge that is being published or presented, identification of changes to policies or practices and finally customer satisfaction which can be measured with the help of surveys conducted. This will contribute towards managing talent in the organisation and exploring opportunities for potential employees and also for succession planning. BARRIERS TO IMPLEMENTING EFFECTIVE PERFORMANCE MANAGEMENT SYSTEMS7:- 1. Organizational Barriers – Variations in performance within systems may be due to common causes or special causes. Common causes are faults that are built into the system due to prior decisions, defects in materials, flaws in the design of the system, or some other managerial shortcoming. Special causes are those attributable to a particular event, a particular operator, or a subgroup within the system. 2. Political Barriers – Political considerations are organizational facts of life. Appraisals take place in an organisational environment that is anything but completely rational, straight-forward, or dispassionate. It appears that achieving accuracy in appraisal is less important to managers than motivating and rewarding their subordinates. Many managers will not allow excessively accurate ratings to cause problems for themselves. 3. Interpersonal Barriers – Interpersonal barriers also may hinder the performance management process. Because of a lack of communication, employees may think they are being judged according to one set of standards when their superiors actually use different ones. Furthermore, supervisors often delay or resist making face-to-face appraisals. Rather than confronting substandard performers with low ratings, negative feed-back, and below-average salary increases, supervisors often find it easier to â€Å"damn with faint praise† by giving average or above-average salary ratings to inferior performers. Performance Managers Performance managers 8 can improve on a performance measurement system, as objectively as possible, upon discussion with the line managers. They need to clearly define the role for each position in the organisation, and communicate the positions to the new entrants respectively. They may formulate a reward system that is in tune with industry standards, and companys retention and performance strategy, and take local and overseas opportunities as factors of consideration. As facilitators of training and development activities, they may identify their teams’ individual training needs which may involve technological, behavioural or cross-cultural contents. As career counsellors, they may develop different career paths technical or managerial, and attempt to satisfy the needs of the employees. ANALYSIS of a few sectors in India Inc. This research mainly covered the facts of effective performance management and the ways in which PMS is rejuvenating HR. HR across industries is getting a facelift and PMS is playing the most crucial role. Companies strive to align the employee’s personal goals and organizational goals to achieve high performance for both organization and employee. a) PwC Advisory, help leaders anticipate, create, and manage change through effective strategy execution via: Business transformation. Improving business processes. Respond to crises. Combine the discipline of a public accounting firm with the creativity of a consultant. Focus on action, impact and value. These are a few of distinctive things which PwC does, the core belief of PwC HR services are shown in this diagram below:- Integrating these three core values PwC has designed a.) Complete performance management framework which is not only applied in PwC, but also given as consultancy under human resource services for implementation in those organizations. b) The construction industry represents an interesting sector within which to explore organizational initiatives because, as one of the most established project-based sectors, it is subject to frequent change. The industry is currently being challenged to improve its performance by benchmarking its performance against other sectors and developing strategic approaches to align organizational and supply chain processes. Within construction, fragmentation and institutionally grounded vested interests have stymied performance improvement and limited the impact of HRM mechanisms used successfully in other sectors. Performance management, it is the processes involved in change that are crucial rather than the quality of the system per se which is being now understood in the construction industry. A case study finding suggests that the most important factor in a successful strategic initiative is the attitude of those affected and that has what has to change in construction industry. Commit ment and motivation are crucial to the success of a new initiative and the organization must introduce hard procedures to support them. On the basis of a research done by ABC consultancies, a new implementation framework has been developed for effective performance management system. This comprises an amalgam of practices drawn from a range of studies presenting prerequisites for the success of new initiatives responding to the barriers in the industry. The key components of this strategy are:- Support and leadership: Whether employees have the time and resources for improvement efforts. Strategic planning: The new strategy should be consistent with the overall strategic direction of the company and appropriate to the market conditions. Planning the implementation: Operational planning, Resource allocation. Appropriate training and education: Help employees to understand what is going on and why. Monitoring and evaluation: Control and feedback. c) â€Å"The Indian IT industry has set an exceptionally high standard with regard to workplace and employee practices. With the continued growth and rapid evolution of the industry, as well as the changing aspirations of its young workforce, IT companies small or large will have to constantly look at innovation to excel as employers,† said Kiran Karnik, president, Nasscom, in a statement. Small and medium-sized IT and business outsourcing companies are constantly looking at adopting best practices such as innovative performance appraisal system, individual career development programmes and recreational activities, to make themselves more attractive to employees in a fiercely competitive market, says a survey on exciting emerging companies in India conducted by the National Association of Software and Services Companies (Nasscom). Corbus, for instance, has been conducting a bi-annual anonymous survey called Chetna for the past six years to find out from its employees their perception on all facets of organisation including HR, finance, administration, leadership and communication. At the BPO company, which has seen its attrition rate coming down to 8% from 28% last year, employees are encouraged to post their feedback anonymously, which is taken up by teams that can address it the best. By creatively designing the total reward package towards more short-term incentives and benefits, and linking the package to performance, companies can ensure that they get higher productivity without hefty increases in salary costs and minimise attrition costs at the same time. The general parameters for the measurement of employees’ performance in BPO’s are: Speed i.e. process performance, Accuracy and Productivity of each process, Although the measuring parameters are different for employees at different level, but the general classification of the above mentioned parameters for â€Å"Customer care Executives† and â€Å"Team leaders† are as follows: Average Call Value (the sales made or the revenue collected etc.) Time and cost per call Average Handling Time (talk time and after call wrap up) Adherence to Schedule (availability to take calls etc.) Percentage of abandoned calls Discipline Attendance According to a recent survey – â€Å"The Pay for Performance can be as much as 22% of the salary.† Thus, good performance is highly rated in the IT and BPO industry. Recommendations for effective performance management:- 1) Senior management should show commitment – The process of performance management within the company lacks participation and benefits none without active senior management support and leadership. 2) Employee resistance should be kept minimal – PMS is made for aligning the goals of employee and the organization, thus, effective performance management system is only going to be effective when employees understand the importance of performance management system in their own careers. 3) Training infrastructure and capacity building programs – Surprisingly, given the level of resources provided for the rollout of the new performance management system, employees at every level of the organization appear to lack the necessary knowledge and skills required for their particular contribution to the system. 4) Benchmarking – Effective performance management can only be sustained when the performances are compared with the standards set in the organization and as this is done on a continuous basis, this leads to improvement of performance and brings it closer to the benchmark set by the organization. 5) 3rd axis measurement – If performance is to be measured on a two axis system, organizational goals and employee performance for these goals respectively, then a 3rd axis also needs to be measured which is employee’s personal goals, because then only performance can be measured in true terms. Conclusion: We conclude the research by stressing effective performance management is a key tool of communication and motivation within organizations seeking a competitive edge through strategic change and control. The framework for performance management system design has its core element as improving individual performance in accordance with the organization’s performance, keeping in mind employee’s personal goals. Overcoming barriers to change through winning the psychological battle of employee involvement by effective performance and evaluating parameters has become the need of the hour. The KRA’s that determine the effectiveness of a PMS are, Developing external relationship Communicating this Idea to employees and evaluating their commitment levels through structured parameters will help in achieving organisational objective. Building organisational capabilities This KRA contributes in enhancing skill based performance for quality work. Taking a selective and focussed approach and maintaining quality research – This KRA provides a transparent system for evaluation of employee performance in terms of job description. Service and education output – This KRA contributes in managing talent in the organization. The afore said KRAs as discussed in full length are only suggestive in nature .The final implementation may be based on some primary research over the aforesaid parameters so that its contribution may ultimately result into epitomizing performance for establishing a cognitive environment. References:- 1. think.exist.com 2. Mei-I Cheng De Montfort University, Implementing a new performance management system within a project-based organization -A case study. 3. about.com/humanresources. 4. trackers.in 5. Wayne F. Cascio and Herman Aguinis, Applied Psychology in Human Resources Management – sixth edition/ (CH-5) P-83 6. Wayne F. Cascio and Herman Aguinis, Applied Psychology in Human Resources Management – sixth edition/ (CH-5) P-85 7. ibm.com/services/strategy/industries/chemicals. 8. pwc.com/ng/PwC Nigeria – HRS brochure. 9. Stefanescu, Andy, University of Craiova, Faculty of Economics and Business, MPRA paper- Business intelligence, improving performance of reengineering project. 10. itpeopleindia.com/ Performance factors in India. 11. David Moore The Robert Gordon University, Scott Sutherland School, Aberdeen, UK, Implementing a new performance management system within a project-based organization-A case study. Research Papers on Effective Performance ManagementThe Project Managment Office SystemOpen Architechture a white paperIncorporating Risk and Uncertainty Factor in CapitalBionic Assembly System: A New Concept of SelfAnalysis of Ebay Expanding into AsiaDefinition of Export QuotasPETSTEL analysis of IndiaStandardized TestingAnalysis Of A Cosmetics AdvertisementComparison: Letter from Birmingham and Crito

Humanness in the Film Nell Essay Example | Topics and Well Written Essays - 1000 words

Humanness in the Film Nell - Essay Example This sets her apart from the rest of the â€Å"civilized world.† Yet despite the difficulties in accepting and adapting to the new world she faces, despite the recent loss she experienced, despite the loss of the feeling of belonging, Nell still manages to push herself to learn to at least understand the new surroundings she is brought into. This presents viewers with several issues about the development of an individual as a human, and how the people react to things that are beyond the norms of the society. While one may obviously focus on the character of Nell to provide answers to these questions, one should also consider that while Nell portrays several qualities of a human despite being â€Å"superficially† different, the two doctors, Jerry and Paula, represent the society's standards of what it takes to be human. There is a general consensus that for an individual to be considered human, one 1) should know proper socialization; 2) should display proper nature and nurture, and; 3) should be able to blend well within a society through common language and set of values. It is interesting that despite Nell displaying these three major characteristics, society still views her as â€Å"abnormal,† and this is despite the society's grandstanding about diversity. Nell obviously possesses proper socialization, proper nature and nurture, and the ability to blend within a society through common language and set of values --- and despite these qualities being different from what is considered standard, Nell is human and society should view her as such. Nell knows proper socialization. According to the observations and findings of Dr. Lovell and Dr. Olsen, Nell's â€Å"personal† language is a product of her life-long interaction with her now deceased mother and twin sister. Nell's language is English, and just appears to be a bit gibberish because she adapted her mother's aphasic words due to the paralysis of half of her face after suffering from a stroke. Even though the bigger society may not see this as the most common example of proper interaction, the way Nell was able to fully integrate herself in the lives of the only two people she has ever known is already a presentation of her ability to socialize. Furthermore, even when presented with a new environment when the two doctors who are trying to help her first bring her to town, she is immediately able to befriend the sheriff's depressed wife. Even though society may still see these interactions as too limited to really show Nell's social skills, it does not necessarily mean that society's standards should be the benchmark for everything. It is clear that Nell is able to â€Å"attempt† to communicate to other â€Å"humans† who are obviously, to speak in scientific terms, of the same species as her --- which is somewhat a sure display of her unspoken awareness, and acknowledgment that yes, she is human, and yes she can try further. Nell displays prop er nature and nurture. When Nell shows how she treats her twin sister's remains with love, respect, and emotion, one can easily see how human she is. No other species in this planet can show such natural attachment of emotions to a family aside from humans. In addition, when one pays attention to her mental flashbacks, it is obvious that she was nurtured well even within just a small family since Nell's memories of her dead mother and sister are so fondly remembered even when she is already in a different world. Nell is also able to trust a person who shows her concern,

Create a staffing plan for a job position Essay

Create a staffing plan for a job position - Essay Example o assist the patients in taking the healthy intake and treat their illnesses by fulfilling any nutritional deficiencies that might occur in their bodies. Normally, the nutritionists are required 24 hours a day, all days a week, but surely the work schedules correspond to the different shifts as per schedule. Some of the issues arising from a full time job are the hectic and painful schedule of meeting the timely meal requirements of the patients, the vigilance required in the process throughout in supervising and also in the planning process. Besides, all the staff should be provided with adequate training; the job not only requires the nutritionist related skill but management skills are also important as the nature of the job is such that it requires managing the people including the chef, the kitchen people and also dealing with the purchasing agents for the required accessories and components of the meal for the patients. The working conditions for nutritionists are usually in pleasant surroundings. They might be sometimes expected to work in kitchens that may be steamy, might occasionally require them to be on their feet for extended periods of time. They work in offices, hospital kitchens, or college classrooms. They come into contact with other professional people as well as with kitchen personnel, clerical staff, students, patients, and a wide variety of other people. They should have management ability, an aptitude for science, good health, imagination, and the ability to get along well with others.2 The job of the nutritionist includes first identifying the nutritional status of each patient by gathering the subjective information the patients’ records, their attendants or the guardians. They also counsel their subjects about their nutritional needs and provide them with information that can help them prevent their current problems and in future also avoid the medical problems that they have. Another part of their job is to train and conduct