A Perspective on the Influence of College Clubs Essay Example for Free

A Perspective on the Influence of College Clubs Essay College clubs have been a part of university life since the very first fraternities and sororities were created. If the student so chooses, he or she can make college an experience to remember by joining a club. They range from things like journalism and math to sports such as soccer or lacrosse. People who join these clubs tend to have a background in the topic or at the very least, an interest in learning about it. There is a club for everything you can think of, and if there isn’t, it is not that hard to start one. Clubs in college, although similar to those in high school, are quite different in the types of people and the variety of cultures brought together by the sheer size and caliber of a college. The importance and benefits of college clubs cannot be numbered, not just for the students but also for the community. Though there are myriad benefits to joining a college club, some have brought up possible problems with joining or being able to join clubs. Academically speaking, college clubs have interfered with a student’s productivity, particularly in the areas of homework and studying. This leads into the economic issues with college clubs; students sometimes have trouble being able to pay fees to join clubs that they would like to join and therefore can be deprived of the experience simply because of financial issues. Finally the social perspective: some sociologists have been led to the conclusion that college clubs have, in several cases, caused social problems for students because of the connections people unknowingly make between a club name or topic and a preconceived notion about what it may concern. These arguments, while valid, do not outweigh the benefits derived from joining clubs. Joining a club during your freshman year of college is a great way to meet people who have similar interests. Finding friends in college can be difficult. College clubs can help change that because they bring together people from different cultures and backgrounds and create a common ground where they can discuss their ideas about a certain topic in a safe environment without having to worry about being ridiculed. College clubs are a way for people to establish their own socioeconomic status, or SES, within the campus and dictate their values. Depending on the clubs available, people join the ones that will most suit them and create a reputation just by the clubs they join. The various options come with various consequences and outcomes during and after college. Marybeth Walpole, an Assistant Professor at Rowan University, has discovered that the clubs one joins have been proven to shape the way one progresses through college, and, in some cases, completely alter the way one views the world after college. John Foubert and Lauren Grainger explored the psychological development of students in their freshman year and those in their senior year and the differences between the two. They found that students who get involved during their freshman year show more development over the course of the four year period and are more likely to continue to join clubs and find ways to involve themselves on campus. Clubs have a very influential and positive impact on both the students that participate in them and the campus, or community, where they take place. Research on college clubs has been tested and revealed several interesting facts about the correlation between academic performance and being part of a club. In general, taking part in a club has little to no effect on doing well academically in school. This generalization, taken from the statistical analysis of a collection of survey responses conducted by Myrnell L. Martin, a graduate of Missouri West, is applied with the knowledge that most clubs are non-academic and instead support extra-curricular activity. Many believe that clubs can interfere with homework and study time in a student’s life. This can be true if the student is unorganized and is unable to manage a schedule. With this in mind, a club can therefore act as a tool to help the student manage time more wisely. For most college students, participation in a club allows the student to have a basis on which he or she can create a schedule and arrange their daily lives. Homework and studying should not take a backseat to clubs but certainly does not have to as long as the students takes into account the amount of work that must be done both for the club and outside of the club. This concept, of successful time management, learned by the student because of joining a club in college, can then be applied outside of college in the working world. Joining a club can quite possibly cost a lot, depending, of course, on the club. Clubs whose fees are higher generally have smaller group and a much more developed program. Most clubs only require a few dollars out of pocket, perhaps twenty-five dollars at most, at the very beginning for small purchases here and there. Those clubs that don’t require any fees are usually the most populated and will have a greater chance of bringing people from very diverse backgrounds together. Although clubs may charge fees, many clubs will have payment options or even sponsorships from various third parties. This is truly beneficial for students who are stretched to the limit financially, especially at expensive universities. Paying for club participation is usually a sign of quality, and leads to an enriched environment in which the student can take more away from the experience. When clubs charge a fee, it means they have either activities planned for the club or possibly some food and paraphernalia throughout the year. While having to pay for a club does not sound like the most exciting thing in the world for college students, it will most likely to lead to a more rewarding experience and more enjoyment from that club. College clubs have their place on campus, and are often widely recognized as important contributors to the campus as a whole. In special cases, clubs have developed into organizations that play a major part in the goings-on on campus. These include student governing organizations and the like which have developed because students take an interest in government and ruling ideals which help these students later on in life because they learn about the democratic process in a hands-on environment, as well as leadership skills that can be applied across the board. Clubs have a history of improving campus life and involving students in societal projects to better the community. Edward Hartshorne conducted research in this field and discovered that college is the ideal place for continuous club organizations and their universal impact on the campus. He reasons that each student’s impact spans for an approximate seven year â€Å"generation,† where there are the three years ahead of the student as a freshman and then the three years behind the student as a senior. This provides for a perpetuation of ideas through normal contact which results in a link that can span for as long as the club or organization decides to continue. This continuation of clubs and ideas transforms into a sort of â€Å"college culture†, described by Hartshorne as the upholding of certain social â€Å"norms†, which were established long before each generation arrived and will continue to endure after that generation departs. I, myself, am currently involved in Cal Poly Club Lacrosse as well as Formula SAE, and feel I am better for it. It allows me to escape from the academic side of college and do physical exercise in a manner that suits me. I love playing lacrosse and though I find it hard to make the time commitment I have always been able to push myself to make time in my schedule for everything I need to get done. Club lacrosse helps me to organize myself because it creates a time pressure situation where I must manage my time wisely and complete the homework necessary before I plan time for myself. Although I have had less time to do the things I want to do, such as hang out with friends, I still am able to do these activities, just in moderation. However, I accomplish more because I strive to do better so that I don’t have to stress out over the small things. Lacrosse has also been an outlet for me to find new friends on campus which I can rely on because I know that lacrosse is important for them as well. Formula SAE allows me to utilize what I’ve learned in school and apply it to real life situations by designing a racecar to compete against other schools. I have learned a lot from both the club experience and the other members of the club. This club also allows me to spend time with other engineers who are interested in cars. Clubs have definitely made a difference in my life at Cal Poly and I’m that they can do the same for all college freshmen.

Strengths of the biological model Essay Example for Free

Strengths of the biological model Essay Anti-depressants usually take a few weeks to have an effect and divided into three classes the first being Monoamine oxidase inhibitors (MAOIs) which include phenelzine (Nardil), the second are Tricyclics which include amitriptyline (Elavil) and have generally have fewer side effects than the monoamine oxidase inhibitors and the third class are Selective serotonin reuptake inhibitors (SSRIs) which are the newest class of antidepressants, include paroxetine (Paxil), fluoxetine (Prozac), and sertraline (Zoloft). Antidepressants are typically prescribed for depression, anxiety, phobias and obsessive-compulsive disorders. Monoamine oxidase inhibitors and Tricyclics increase the level of the neurotransmitters norepinephrine and serotonin in the brain whilst Selective serotonin reuptake inhibitors increase the level of serotonin only. Whilst antidepressants are not addictive, they often have side effects such as headache, dry mouth, constipation, nausea, weight gain, and feelings of restlessness. Of the three classes of antidepressants, MAOIs generally have the most side effects, many people who take MAOIs also have to restrict their diet, because MAOIs interact negatively with foods that contain the amino acid tyramine, such as beer and some cheeses and meats. SSRIs have fewer side effects than the other two classes of antidepressants. However, SSRIs can cause sexual dysfunction and if they are discontinued abruptly, withdrawal symptoms occur. Antipsychotic Drugs: Antipsychotic drugs are mainly used to treat mental health conditions such as schizophrenia and other psychoses, agitation, severe anxiety, mania and violent or dangerously impulsive behaviour. They include chlorpromazine (Thorazine), thioridazine (Mellaril) and haloperidol (Haldol) and usually begin to take effect a few days after they are administered. Antipsychotic drugs reduce sensitivity to irrelevant stimuli by limiting the activity of the neurotransmitter dopamine. Many antipsychotic drugs are most useful for treating positive symptoms of schizophrenia, such as hallucinations and delusions. However, a new class of antipsychotic drugs, called atypical antipsychotic drugs also help treat the negative symptoms of schizophrenia. They reduce the activity of both dopamine and serotonin. Atypical antipsychotic drugs include clozapine (Clozaril), olanzapine (Zyprexa), and quetiapine (Seroquel). Atypical antipsychotic drugs can sometimes be effective for schizophrenia patients who have not responded to the older antipsychotic drugs, however side effects include drowsiness, constipation, dry mouth, tremors, muscle rigidity and coordination problems. These side effects often make people stop taking the medications and this frequently results in a relapse of schizophrenia. A more serious side effect is tardive dyskinesia, a usually permanent neurological condition characterized by involuntary movements. To avoid tardive dyskinesia the dosage of antipsychotics has to be carefully monitored. The atypical antipsychotics have fewer side effects than the older antipsychotic drugs and are less likely to cause tardive dyskinesia. In addition, relapse rates are lower if people continue to take the drug. However, the relapse rate is higher with these drugs if people discontinue the drug as they assume they are now well and therefore do not need to take them. Lithium: One drug used in the treatment of bipolar disorders is lithium, it prevents mood swings in people with bipolar disorders. Researchers have suggested that lithium may affect the action of norepinephrine or glutamate. As with all drugs there are side effects, lithium can cause tremors or long-term kidney damage in some people. Doctors must carefully monitor the level of lithium in a patient’s blood. A level that is too low is ineffective, and a level that is too high can be toxic. Discontinuing lithium treatment abruptly can increase the risk of relapse. Recently developed alternatives to lithium include the drugs carbamazepine (Tegretol) and divalproex (Depakote). Electroconvulsive Therapy (ECT): ECT is a treatment for a small number of severe mental illnesses. It was originally developed in the 1930s and was used widely during the 1950s and 1960s for a variety of conditions. It is now clear that ECT should only be used in a smaller number of more serious conditions. ECT consists of passing an electrical current through the brain to produce an epileptic fit – hence the name, electro-convulsive. The idea developed from the observation that, in the days before there was any kind of effective medication, some people with depression or schizophrenia, and who also had epilepsy, seemed to feel better after having a fit. Research suggests that the effect is due to the fit rather than the electrical current. Electrodes are placed on the patient’s head over the temporal lobes of the brain. Anaesthetics and muscle relaxants help minimize discomfort to the patient, while an electric current is delivered for about one second. The patient has a convulsive seizure and becomes unconscious, awakening after about an hour. The typical number of ECT sessions varies from six to twenty, and they are usually done while a patient is hospitalized. The National Institute of Health and Clinical Excellence (NICE) have looked in detail at the use of ECT and have recommended that it should be used only in depression, resistant mania or catatonia. They say ECT should be considered for acute treatment of severe depression that is life threatening and when a rapid response is required, or when other treatments have failed. It should not be used routinely in moderate depression, but should be considered for people with moderate depression if their depression has not responded to multiple drug treatments and psychological treatment. Psychosurgery: As a last resort when drugs and ECT have failed psychosurgery is an option, it basically involves either cutting out brain nerve fibres or burning parts of the nerves that are thought to be involved in the disorder while the patient is conscious. The most common form of psychosurgery is a prefrontal lobotomy. Unfortunately these operations have a nasty tendency to leave the patient vegetablised or ‘numb’ with a flat personality, shuffling movements etc. due to their inaccuracy. Antà ³nio Egas Moniz discovered the lobotomy in 1935 after successfully snatching out bits of chimpanzee’s brains. It didn’t take long for him to get the message that his revolutionary treatment was not so perfect, in 1944 a rather dissatisfied patient called his name in the street and shot him in the spine, paralysing him for life. As a consolation he received the Nobel prize for his contribution to science in 1949.Surgery is used only as a last resort where the patient has failed to respond to other forms of treatment and their disorder is very severe. This is because all surgery is risky and the effects of neurosurgery can be unpredictable and there may be no benefit to the patient and the effects are irreversible. Strengths of the biological model: The main strength of the model is that drugs have been successfully used to treat a wide variety of mental disorders, they have allowed people the chance to live independently and as normal life as possible without having to stay in hospital which prior to drug treatment was the only option. Where other therapies have failed, drugs have been successful, it has revolutionised the treatment of people with schizophrenia. Drugs have helped people improve sufficiently to allow psychotherapy and allow them a chance to gain insight into their illness. Drugs have also removed the stigma surrounding people with mental health issues so they are not blamed for being ill or accused of being possessed. Another strength of the biological approach is that it is very scientific, as the experiments used are measurable, objective and can be repeated to test for reliability. Also, the researcher has more control over the variables which is evident in Selyes study of rats which led to him developing the theory of General Adaptation Syndrome. The biological approach is also deterministic and increases the likelihood of being able to treat people with mental issue and provides explanations about the causes of behaviour, this understanding can then be used to improve peoples lives. Weaknesses: One of the major weaknesses of the model is the side effects associated with drug or chemotherapy, as previously mentioned when outlining the different classes of drugs available. Most of these drugs can also cause dependency where people cannot cope without them and in some cases tolerance where the drugs actually have little or no effect. It’s also important to note that some other therapies may be ignored as busy doctors will prescribe medication rather than seek alternative means of helping the patient cope, in some cases people suffering from the stresses of daily life may be prescribed medication when exercise or relaxation could be more effective. Drug therapy also does not work for everyone such as people suffering from negative symptoms of schizophrenia where they have motivation or as it is more commonly known as Flatness of affect Another weakness of the biological model is that it focuses too much on the nature side of the nature v nurture debate. It argues that behaviour is caused by hormones, neurotransmitters and genetics. One theory is that schizophrenia is genetic, however, Bouchard and McGue (1981) twin studies show that it is not completely genetic and the environment has a part to play. Another weakness of the biological approach is that it develops theories about disorders and generalises them to apply to everyone. It does not take into account the view that humans are unique. An example of this is that General Adaptation Syndrome assumes that everyone responds in the same way to stress but does not take into account that some people have more support than others. Szasz criticised drug treatment as inappropriate, rather people had a problem with living and therefore pills weren’t the solution. Conclusion: Whilst all the approaches have been criticised, they all offer some form of therapy which has positive benefits for the patient and more importantly in some cases have worked hand in hand with other therapies to help people live better lives. None of them can be overlooked as they are beneficial to some extent. References: McLeod, S. A. (2010). Behavioral Therapy. Retrieved from  http://www.simplypsychology.org

Transforming Hr Into Strategic Functions Management Essay

Transforming Hr Into Strategic Functions Management Essay High competition, pressure imposed by environmental changes, accelerated trends for change, and new management techniques have caused enterprises to evolve dramatically with respect to their structure as well as cultural and human resources (Garcia, 1997 cited in ).Nowadays, it is important to consider HRM as a strategic dimension within the wider improvement of quality and good marketing position. HRM can be said to be a strategic coherent approach to the management of an organizations most valued assets- the people working there, who individually and collectively contribute to the achievement of its objectives (Armstrong, 2000). The field of strategic human resources management has enjoyed a remarkable ascendancy during the past two decades, as both an academic literature and focus on management practice (Becker Huselid, 2006). The transition from the older HR practice with focus on staff matter to a subject of re-birth which focuses on linking people as organizational asset with the business strategy of the firm (Niehaus, 1995) means that the HR professional is performing a new and more challenging responsibility that requires new competencies and skills. The Human Resource function should be strategically integrated with a companys business plan to help the company achieve its business objectives. The objective of HR professionals is to ensure that HR adds value to strategic planning and business results of the organization (Ulrich, 2001). HR lacks alignment with other departmental goals To be involved with the over-all strategy, HR needs to be aligned with the organization. One Harvard survey found that 80% of HR departments lack a strategic planning process that aligns it spending with the organizations strategy (Norton, 2001). HR needs to become interdependent with the rest of the organization. HR needs to take a comprehensive approach that aligns its actions with the entire organizational strategy. The motivation to correct these HR problems is high because the strategic integration of HR into an organization achieves a competitive advantage. HR has much to contribute in a strategic supporting role. The ultimate goal is for HR to support an organization through the management of human capital, which is the major subset of the broader organizations strategy. HR needs to be part of the organizations strategy development. In order for HR to effectively align itself with the strategy of an organization, it must present top management with solutions that address the s trategic need and support of the organization (Freedman, 2004). Definition of Human Resource Transformation Beer (1997) argued that the HR function needs to shed its traditional administrative role and adopt a new strategic role, aimed at developing the organisation and the capabilities of its managers. The drive towards a more strategic HR function has pre-occupied the profession for some time and HR functions are increasingly under pressure to become a strategic business partner or an internal consultant, to become aligned to the business strategy, demonstrate its added value (Alvares, 1997, p.9), and latterly, to become involved in Human Capital Management. HR professionals aspire to a strategic role because it raises their status, makes their work more interesting, lifts their personal career horizons and (hopefully) is better for the business as a whole. One of the biggest perceived barriers to achieving this strategic role is the amount of time spent on administrative work; although the amount of time spent on administration has been steadily falling over recent years, to 36% from 50 % between 2003 and 2007 (CIPD, 2007a), a Mercer report on the HR function (Mercer, 2007) confirmed that HR teams would like to reduce the time spent on delivering services, transactions and compliance even more. The response by many HR functions has been to undertake a programme of significant organisational change, frequently labelled as transformation. Human Resources Transformation has been defined as follows: The process of recreating or reinventing the HR function such as re-engineering, restructuring, implementing new systems or a new HR service delivery model, outsourcing or co-sourcing with the specific intent of enhancing HRs contribution to the business (Mercer, 2007, p.1). HR transformation is something done internally to improve the ability of the human resources group to work more effectively with management teams, creating greater value, bringing more timely information, becoming a better business partner. Steve Klingbeil, Partner Chazey Partners A true definition of HR Transformation is an integrated, aligned, innovative, and business-focused approach to redefining how HR work is done within an organization so that it helps the organization deliver on the promises made to customers, investors, stakeholders, and other stakeholders. (HRT- building Human Resources from the outside in, Ulrich, 2009) Drivers and Barriers for HR Transformation According to a 2005 survey (Rampat 2005, p. 7) key drivers for HR transformation include the following: Making HR strategic Improving HR service Responding to changes in business Benefiting from new technology Better managing the cost of internal processes The same survey also revealed the following key barriers to the success of HR transformation Lack of appropriate skills among HR staff Lack of appropriate support technology An unwillingness to take risk or deal with complexity Difficulties in dealing with bureaucracy Difficulties in dealing with corporate or international cultural differences Lack of employee buy-in to HR Transformation Failure in building a business case to support change Lack of genuine top management support Regulatory constraints Unions According to the 2008 Global HR Transformation Report done by Human Resource Outsourcing Association (HROA) in association with Automatic Data Processing (ADP), among the keys to success in achieving HR transformation goals are: Access to better tools/resources: improved/new technology, use of online tools and services, and automation of processes; Change management and education: change management planning prior to implementing a transformation programme, cultural acceptance of change, training and motivation to encourage and engage staff in the transformation, and pre-transformation agreement on the programme goals; Management support at both the top and line levels: gaining top-level management support, and as much line-manager level buy-in as possible, prior to programme introduction; and, continually demonstrating the benefits of the programme to attempt to increase line-level buy-in over time; Alignment, focus and standardisation: alignment between HR and business units, harmonisation of processes, centralisation of services, standardised reporting The New Roles and Competencies of the HR Professional David Ulrich and Wayne Brockbank (2005) have created a model that describes the new roles of human resource professionals. They stress on the importance of building professional, credible relationships across the organization, and performing in a manner that both supports the business and preserves the integrity of the profession. As they outline the new capabilities of the human resource function the role of strategic talent management begins to emerge. Human resources professionals become less responsible for providing service and more accountable for facilitating better decisions. David Ulrich defined 5 major HR Roles in his HR Model to build efficient and modern Human Resources professionals. Figure 2.1: HR roles defined by Ulrich HR Professionals are Employee Advocate, with the responsibility to make sure that the employer -employee relationship is one of reciprocal value Furthermore, the build workforce of the future through the Human Capital Developer. They are also Functional Expert who design and delivers hr practices that ensures individual competence and organizational capability. As Strategic Partner, they help line managers at all levels meet their goals. And to sum the first four roles, HR Leaders need to lead and value their own function. Ulrich et Al., (2005) There are six major factors of HR competencies according to Ulrich et al., (2009), they believe that it is vital for the HR function to be a strategic professional player in a changing world. The two arrows (see figure 2.2 below) illustrate that HR must consider both aspects of the business, i.e. people and business oriented. The characteristics/roles HR people must have or play (six circles within the V shape below) to achieve will be described further. Figure 2.2: Competency model by Ulrich and Brockbank Credible activists build relationships of trust based on facts and have a point of view not just about HR issues, but about business issues. Operational executors do the operational work that have to be addressed by HR, using information systems to ensure better, faster and cheaper HR delivery. Business allies demonstrate a firm grasp on how the organization operates, how they work to enable to make a profit and compete. Culture and change stewards support the organization in identifying and facilitating important changes that improve the capabilities of the organization to compete. It is important that HR professionals help to formulate, communicate and create the organizational culture. Talent managers and organizational designers provide important support and counsel in both employees development (for example, competence and career development) and how the organization capability. Strategy architects contribute to the development, execution and communication of winning strategies. They prepare themselves for the future by drawing strategies to meet upcoming challenges. Possessing the competencies and performing the roles mentioned above, HR departments will derive their goals from the business objectives of the organization and become more strategically involved. HR Transformation and Technology Rapid improvements in technologies are changing the way work is performed by HR professionals from being administrative to todays a more strategic role. With new approaches such as Human Resource Information System (HRIS), web-enabled HR applications, HR self-service and Enterprise Resource Planning (ERP), HR practitioners are now more involved in strategic decision making. A key development in the field of IT is the emergence of enterprise resource planning (ERP) applications, such as Oracle, SAP and PeopleSoft. Enterprise resource planning systems are commercial software packages that enable the integration of transaction-oriented data and business processes throughout an organization (Markus and Tanis, 2000). ERP packages may be configured to more closely fit an enterprises structure, business practices and workflow (Chalmers, 1999). Recently, the HR function has had to adopt a more value adding role to the organization. With the growth of information technology, HR can be relieved from the burden of transactional human resource activities and this can be accomplished either by outsourcing some of the HR function, but what would be more relevant to this study, is to use technology solutions. There is a greater opportunity for HR professionals to become a strategic partner Self-Service HR self-service technology assists in meeting the needs of employees and managers, while supporting business objectives (Keebler Rhodes, 2002). Employee Self Service allow employees to manage their own HR activities such as updating their own personal details, leave application, nominate themselves for training, facilitating feedback and giving them visibility of the information held about them on HR systems. Eventually, HR professionals can concentrate on value added HR activities and spend fewer resources in managing administrative HR activities. Manager Self-Service (MSS) puts the information managers need at their fingertips giving them the ability to more closely monitor and direct their team towards the strategic goals of the organization. Business Partner Model Within this transformational HRM area, Walker (2001) breaks this down further into three types of work done in transformational e-HRM. These types of work include: strategic partnering with the business, creating centres of expertise and administration of service centres. In order to move to the third level of HRM, Beatty (2001) identifies five success factors. These include changing: the culture of HR, the people employed in the HR function, and also their competencies, developmental needs and their performance; the roles and responsibilities of individuals performing HR activities, that is, the structure of the HR function; HR processes or HR products; service delivery and development; and finally; the technology used for HR functions, which may include enterprise-wide systems and custom systems. HR Shared Services Centres HR shared service centre is defined as follows by (Brescia and Hartness, 2001): A centralized location where customer transactions and customer enquiries are handled Increasingly, HR are now using the shared services concept to drive down costs, provide increased levels of service and improve data accuracy and integrity. HR shared service centers help transform HR into a business-driven function focused on facilitating and supporting organizational change. HR shared service centre is usually a part of a wider transformation of HR structure within the organization. Shared service centers are usually proposed for the organizations strategic reasons in order to improve the capability and effectiveness of HR function. The HR shared service centre can include the full service from routine administration in recruitment, payroll and training, or provide specialist HR information and advice on HR policy and practice. While HR shared services provide quantifiable benefits in terms of cost reduction (through achieving economies of scale, the standardization of process, better management structures, etc.), the strategic benefits achievable from HR transformation are significantly more important. Strategic benefits of HR shared services include sharing more relevant and accurate information across the organization (sharing HR best practice, leveraging HR expertise, pooling knowledge across different parts of the organization and different geographical regions), achieving greater structural flexibility, improving organizational learning, and freeing up HR from day-to-day routine enquiries. Centres of Expertise (CoE) CoE provide specialist technical and professional support to the business and other areas of HR on specialist HR topics. CoE HR professionals play a number of important roles that should be clarified in an HR transformation: They create service menus aligned with the capabilities driving business strategy. They diagnose needs and recommend services most appropriate to the situation. They collaborate with embedded HR professionals in selecting and implementing the right services. They create new menu offerings if the current offerings are insufficient. They manage the menu. They shepherd the learning community within the organization. Strategic Business Partner Senior HR professionals working closely with business leaders influencing and steering strategy and strategy implementation. The role can vary enormously depending on organisational size and business priorities. Some activities that strategic partners are likely to be involved in include: organisational and people capability building longer term resource and talent management planning using business insights to drive change in people management practices Intelligence gathering of good people management practices internally and externally, so they can raise issues that executives may not be aware of. Model for HR Transformation The following HR Transformation is a four phased model proposed by Ulrich et al., (2009) Business Context (Why) Phase one addresses the question: why carry out transformation? To start Human Resource Transformation journey it is important to ensure that the context of the business is clearly understood by all those involved in the transformation process. Ulrich et al., (2009) believe that when the presenting problem for HR transformation comes from the context of the business and from the expectations of key stakeholders, then the case for transformation is stronger than if the presenting problem originates primarily inside the business. Outcomes (What) Phase two explains the expected outcomes from the transformation. Hr transformation should also change the fundamental identity, culture, or image of the business. This outcome is referred to as defining and building capabilities. These capabilities become the identity of the firm, the deliverables of HR practices, and the keys to implementing business strategy. Redesign HR (How) This phase has three components, each of which is a way of defining what we mean by HR: The HR function or department may need to be redesigned. HR professionals may be upgraded to possess the competencies required to do their work. HR practices may be transformed to be more effectively or more fully aligned, integrated, and innovative. The transformation model focuses on redesigning the HR function to make sure that it is aligned with business strategy. The redesigned of HR needs to differentiate between transactional and transformational work. Furthermore competencies of HR professional may need upgrade in order to perform their roles in the new organization. Hr practices may need to be revamped. Four domains representing the flows or process central to organizational success are as follows: Flow of people- ensuring talent availability to accomplish organisational strategy. Flow of performance management- promoting accountability for performance and rewarding it Flow of information- ensuring employees is given information needed to do their work properly. Flow of work- who does the work, how and where work is done and ensure quality outputs. The flows should also be integrated with each other to bring results. Accountability (Who) Line managers are ultimately accountable for ensuring that the organization has the right talent and right structures in place to deliver on the expectations of customers, shareholders and communities. Clear role definition and rigorous accountability will help an HR transformation succeed. HR Transformation achieved at AT T Anne Fritz, vice-president HR, who has been with ATT for almost 30 years, said: As competition, rapid technological breakthroughs and globalization turned our business upside down; the old HR model could not support the need for strategic change. Now, our role is to help internal partners to succeed in sometimes-fragile states of competitiveness and to ensure that we have the talent in place to build future business capability. Doing so delivers a value-adding service. HR transformation was achieved through key steps that represent a good-practice model for integrating the HR function with business strategies and aligning organizational performance to corporate goals. The key steps were: Determining strategic business needs customers, growth, reducing cost and technology; reviewing organizational structure, dynamics and systems Defining the strategic implications for HR continuous learning, team working and empowerment Identifying HR systems those that were required to support organizational, structural and cultural change Leveraging HR capability through leading-edge practices leadership, staffing, performance management and education Devising high-level HR initiatives for special needs, such as workforce planning and downsizing. Implications of the Human Resource Transformation in the Telecommunication Industry The HR Transformation model proposed by Ulrich and HRT process at AT T will be used as background for this study. The different components in the above transformation process at AT T key steps are interrelated, only those that seemingly represent the important practices and or potential constraints in HRT will be further explained below. Empowerment Empowerment is an essential element of organizational change and transformation as the global business environment becomes ever more competitive. By enabling managers and employees to have more control over their work and their working lives, they are being empowered. Employee Self-Service (ESS) has a great influence on the empowerment aspect. ESS allows employees to help themselves (changing their personal details, checking or applying for leaves, etcà ¢Ã¢â€š ¬Ã‚ ¦), thus HR professionals are now free to spend less time on day-to-day recordkeeping and focus on value-added functions that aid in meeting the goals and objectives of the organization (i.e., talent management, staff development and retention, performance management, rewards, etc.). Furthermore MSS enable managers processing basic HR transaction (appraisals) and retrieve data without involving the HR professionals. Leadership Effective leadership of the change process is fundamental to its success (Buckingham, 2005;Hunt Buzan, 1999; Johnson Uline, 2005; Kamener, 2004). The concept of managerial leadership permeates and structures the theory and practice of work organizations and hence the way we understand SHRM. In the management texts, leadership has been defined in terms of traits, behaviour, contingency, power, and occupation of an administrative position. Most definitions reflect the assumption that leadership involves a process whereby an individual exerts influence upon others in anorganizational context. Employee satisfaction, motivation, and loyalty are of major importance when it comes to retain the most valuable employees and this is where a strong leadership becomes very important. There is a difference between management and leadership. Leadership means understanding the corporate mission, developing goals which support the mission, then using personal and management skills to help build a stable, skillful, productive and satisfied workforce. Leadership is seen as the power to inspire and motivate the ability to permeate employees with the desire to change the organization to the best. Training and development Swanson (1995) defined employee training and development as the process of systematically developing expertise in individuals for the purpose of improving performance. Trainings strategic contributions to the organizations goal include new employee orientations, diagnosis and correction of skills problems, remedial training and sometimes long-term career development (Ceriello and Freeman, 1991). Indeed training and development is an important aspect in HRT, with new technologies, enhancement of HR practices and processes put in place, training will be required to adapt to new HR requirements. Link: Survey of Global HR Challenges: Yesterday, today and tomorrow PWC Leadership development also proves to be a big challenge. HR professionals continue to wrestle with understanding the best ways to keep people in the pipeline and develop leaders for future succession planning. Increasingly recognized as becoming strategic business partners within their organizations, HR professionals are expected to provide the essential frameworks, processes, tools, and points of view needed for the selection and development of future leaders. Across the globe leadership development has been identified as a critical strategic initiative in ensuring that the right employees are retained, that the culture of the organization supports performance from within to gain market position, and that managers are equipped to take on leadership roles of the future so that the organization is viable in the long term. Performance Management Performance management is a holistic process, bringing together many of the elements which go to make up the successful practice of people management, including in particular learning and development. Performance management is about establishing a culture in which individuals and groups take responsibility for the continuous improvement of business processes and of their own skills, behavior and contributions. At AT T performance HR initiatives is monitored by using the corporations top-level business performance measures: Customer value-added. The degree to which the competencies, people-planning and culture/design requirements have an impact on customer satisfaction. Financials. Revenues, cost reductions and earnings realized from the deployment of competencies, people planning and performance management. People value-added. A measure of the degree to which employee perceptions of leadership, job satisfaction and diversity issues, among others, meet or exceed corporate goals and objectives for all four requirements of the performance-system model. Performance management will aid the HR Transformation process, measuring the performance of employees will help in monitoring the productivity in the organization and establishing a culture of continuous learning, motivation that will result in better ROI. HR managers and professionals must take the lead in building and maintaining this performance culture and in ensuring it permeates the organization. Rewards are often credited as a source of motivation. Communication Good communication between HR function, line managers and employees is essential. Employees need to feel they form part of the organisation and have to be made aware of what is happening within their workplace. Lack of communication to employees can lead to confusion, rumours, misinterpretations and negative morale. Managers often think that employees are more aware than they really are. By building strong communication messages to employees this could help obtain commitment of employees which is important to the good functioning of the business where HRM is being transformed strategically. User involvement All parties should be involved Change management (structural and cultural change) The Inside Track on HR Outsourcing: Retained HR and Other Success Strategies Bruce Barge, Namrata Mundhra and Hameedah Merchant, 2007 The changes associated with HR transformation put enormous pressure on HR. HR transformation has a wide reach, often affecting the entire organization. With the emphasis of HRO on self-service, managers and employees often have concerns about the decrease in face-to-face contact with HR. HR staff often have fears about performance expectations that are connected more strategically to the business. Business leaders might have doubts about HRs ability to attain a more strategic role. Further, while HR is often the champion of change in an organization, there are unique challenges in managing change around HR transformation. HR is supposed to be a role model of effective change management, yet in this case it is the function that will need to navigate through the most wrenching change as HR transforms itself to accept a new and difficult role. A strong understanding of stakeholder concerns and interests is necessary to take a proactive approach to change management. An impact analysis provides a basis from which enablers and barriers to change can be identified. In an impact analysis, a sample population from the stakeholder groups, including executives, managers, employees and HR staff, is surveyed through focus groups and interviews. The findings of the impact analysis drive the development and execution of practical approaches to effect change, which are documented in a change management plan. HRO should help the HR generalist, or business partner, staff focus more resources on the crucial change and talent issues that drive competitive success of the business. HR needs to change and lead change initiatives to transform other functions. If HR transformation is implemented skillfully, HR professionals will become a much more vital contributor to organizational success through business partnership and strong leadership. Hr professionals Engage in projects with other departments Role and competencies Training, coaching guiding Attract, hire, retain talent Employees Be more empowered Participate Engage on self-learning Committed Line Managers Encourage movement of staff to work collaboratively with other departments Empower and motivate staffs Building Employee Commitment encouraging employees professional development, compensating them fairly use MSS fine tune hr strategy to fit with org strategy structure and resource allocation communicating strategy, organization changes at all levels

History and Development of Robotics Essay -- Robotics Robot

Robotics ABSTRACT This paper discusses three aspects of the field of robotics The first is the history of where the ideas of robotics originated. Second, what was the effect that these ideas had on society? Finally, what developments in the field have proved to be useful to society? INTRODUCTION "Klatuu verita nicto!" These are the words spoken to turn away the robot that would destroy the earth in the movie The Day the Earth Stood Still. Hollywood has portrayed the robot as both a friend and an enemy. In many instances, such as in The Day the Earth Stood Still, they can be controlled, but if one gets loose it will cause great destruction. In the Star Wars trilogy their are three robotic characters that play large roles. Two of the robots, C3PO and R2D2, are friendly and harmless. They are both on the side of good. However, they are contrasted by Darth Vader, who being partially man, but mostly robot, is portrayed as the antagonist of all that is good. Not only Hollywood, but also science fiction literature has helped to produce certain expectations concerning what a robot should look like and how it should act. The result of these expectations has not always been good for the field of robotics. Some would say the attempt to make a robot is an attempt to 'play god' and to recreate man. Others would argue that robots might become so intelligent that they would take over and replace humans. There is no better example of this than the movie Terminator, which begins with a world ruled by machines who are trying to kill the remaining human population. The actual field of robotics however, has produced many products which we take for granted. The clock is a household item that was developed in the beginning stages of machine ... ...ics and we have only begun to see what they are. Precautions must be taken for the future, but the developments already made have produced great benefit and far outweigh any fearful expectations about the dangers of robotics. 1. Bonnett, Kendra, and Gene Oldfield. Everyone Can Build a Robot. New York: Simon & Schuster, Inc, 1984. p 2. 2. Asimov, Isaac, and Karen A. Frankel. ROBOTS: Machines in Man's Image. New York: Harmony Books, 1985. p 2. 3. Ibid. p 4. 4. Ibid. p 1 - 2. 5. Ibid. p 1 - 2. 6. Aleksander, Igor, and Piers Burnett. REINVENTING MAN: The Robot Becomes Reality. New York: Holt, Rinehart and Winston, 1983. p 25. 7. Asimov and Frankel, p 12. 8. Ibid. p 19. 9. Aleksander and Burnett, p 19 - 20. 10. 10. Ibid. p 19 - 20. 11. http:www.kipr.org 12. Ibid. 13. http://mpfwww.jpl.nasa.gov/rovercom/rovintrot.html 14. Ibid.

To Kill A Mocking Bird :: To Kill a Mockingbird Essays

To Kill a Mockingbird Usually, my method of writing a book review starts off with a quote. However, this time with this particular book I’ve decided to begin with a description of the author. Harper Lee was born on April 28, 1926. She studied law along with her father and sister. In her allegorical novel, To Kill a Mockingbird, Harper Lee writes about a young girl in a small southern town by showing the difficulties she will have to face as she grows up.   Ã‚  Ã‚  Ã‚  Ã‚  The author’s purpose is to show us how life isn’t always fair. I strongly agree with her on that for several reasons. For example, look at what happened to Tom Robinson. He was accused of a crime he didn’t commit and then he was killed because someone was lonely. She got him in trouble, which drove him to his death. In this example, life is definitely not fair because he never should have been accused of something he did not do. I could give several examples of smaller, less important situations that have the same theme as this story does â€Å"do not harm people who do not harm you.†   Ã‚  Ã‚  Ã‚  Ã‚  The setting of this book was in Maycomb, Alabama in the 1930’s. Scout, Jem and Dill spend the summer trying to get Boo Radley out of his house. None of them had ever seen him. Scout started to school and on his way there and back, he and Jem would find gifts in a hole in the tree by the rocky place. Scout and Jem started hearing their father referred to as a â€Å"nigger-lover† because he was defending Tom Robinson – a Negro man accused of rape. When Scout, Jem and Calpurnia come home from church, they find Aunt Alexandrea is staying with them for the trial. One night, Atticus mysteriously leaves the house. Scout, Jem, Dill follow him. A lynch mob appears and was trying to force Atticus to let them have the Negro prisoner, but then the kids show up. On the way back from a Halloween pageant, the children were attacked by someone and caused Jem a broken arm.   Ã‚  Ã‚  Ã‚  Ã‚  During the book, Scout changes a lot. She goes from being an immature young girl to a mature young lady. She had a lot to adjust to in this story. For example, Jem felt her was older and too old to hang out with his little sister.

The Italian Wars :: History

The Italian Wars Italy was the background for outside powers between the French invasion of 1494 and the accession of Francis 1 in 1515 for different reasons. Between these years, the States of Italy were invaded on a number occasions by armies from France, Spain and other countries. At this time, the Italian States were very vulnerable; there were conflicts in Italy itself, they had out of date military equipment and Italy had insecure frontiers and unreliable allies – â€Å"That Italy failed to organise herself against invaders was due to the selfish policies.† This gave outside powers reason to use Italy as their battleground. Italy was a very wealthy country, showing this wealth, a Florentine Historian, Guicciardini said â€Å"Italy has never enjoyed such prosperity or known so favourable a situation† Also, because the Pope lived in Italy, it gave enemies more incentive to fight in Italy as opposed to any other country. Another reason for Italy being the battleground was that foreign powers felt they had dynastic claims to certain states and therefore felt obliged to fight for them. I feel the most important reason why outside powers chose Italy to fight in was basically because they ‘could.’ Italy was divided, unstable and disunited; there were even civil disputes e.g. when Venice and its neighbour Ferrara went to war. It was hard to keep foreign powers out of their country because they weren’t working together; each state was not strong enough to protect Italy on its own. The Papacy also didn’t help in keeping enemies out – â€Å"there was always scope for dissension between them (Orsini and Colonna); and while they remained armed before the very eyes of the pontiff, they kept the papacy weak and insecure.† Also, it was playing its usual game of self interest. Pope Leo X in 1513 set about promoting the interests of himself and his family. He was prepared to negotiate for French aid to further his ambitions – this lead to more foreign powers (especially France), being able to easily use Italy as the main battleground. It can be disputed that the most important reason for Italy being the battle ground was that it was wealthy, but I feel that even though it was wealthy, there were certainly other wealthy states which could have been the battleground, had Italy not been such an easy target, with certain assets other countries did not have. This leads me to the next important reason why Italy was the battle ground; wealth.

Financial statement analysis Essay

1. What is the purpose of financial statement analysis? The purpose of financial statement analysis is to provide information used by the business, potential creditors and investors. 2. If a company had sales of $2,587,643 in 1998 and sales of $3,213,456 in 2003, by what percentage did sales change during this time period? 24.18% a. If the company had a goal of increasing sales by 25% over a five-year period, did it meet its objectives? No b. If the company had set a goal of increasing sales by 28% during the next five years, what should be the sales goal for 2008? 4,113,223.68 3. List and briefly describe the five categories of business ratios. a. Liquidity ratios: Used to determine the company’s ability to pay off short-term debts. (http://www.investopedia.com/terms/l/liquidityratios.asp#axzz2LMPGyktQ) b. Activity ratios: The ability to convert different accounts into cash or sales (http://www.investopedia.com/terms/a/activityratio.asp#axzz2LMPGyktQ) c. Leverage ratios: Used to get an idea of a company’s method of finance or measures it’s ability to meet financial obligations. (http://www.investopedia.com/terms/l/leverageratio.asp#axzz2LMPGyktQ) d. Market ratios: A ratio of a company’s book value to the market value. (http://financial-dictionary.thefreedictionary.com/Book-to-Market+Ratio) 4. Why might a company have a high current ratio but a low quick ratio (acid test ratio)? A company may encounter this when the current assets are dependent on inventory. (http://www.investopedia.com/university/ratios/liquidity-measurement/ratio2.a sp#axzz2LMPGyktQ) 5. If a company has beginning inventory of $30,000 and ending inventory of $55,000, compute its average inventory. If the cost of goods sold is $140,000, compute its inventory turnover and determine how many days the average item is in stock. The average inventory would be 42,500, and average days item is in stock 110.8 days. (http://smallbusiness.chron.com/calculate-inventory-conversion-period-11197.html) 6. A company computes its accounts receivable turnover to be 20. Based on this information, find the average collection period. If the company has a credit collection period of 30 days, explain the relationship between the credit collection period and the average collection period. Average collection period is 18.25. The relationship between the credit collection period and the average collection period is very good for this company. This company will receive payments owed to them prior to them having to pay whom they owe. (http://www.cliffsnotes.com/study_guide/Ratio-Analysis.topicArticleId-21248,articleId-21213.html (http://www.investopedia.com/terms/a/average_collection_period.asp#axzz2LMPGyktQ) 7. A company finds that its fixed asset turnover (net sales/fixed assets) has fallen below one. What does this indicate? 8. If a company has $181,000 in total liabilities and $225,000 in total assets, what percentage of total assets is being financed with the use of other people’s money? 80.4 (http://www.cliffsnotes.com/study_guide/Ratio-Analysis.topicArticleId-21248,articleId-21213.html) 9. Distinguish between gross profit margin, operating profit margin, and net profit margin and provide the formula for each ratio. (http://www.investinganswers.com/financial-dictionary/ratio-analysis/gross-profit-margin-2076) 10. Why is the operating return on assets ratio also referred to as the operating return on investment? The interest expenseis added to ignore the costs associated with funding those assets. ( http://www.investopedia.com/terms/r/returnonassets.asp#ixzz2LZMFaFbY) 11. If a company’s stock is currently selling for $12 per share and its price/earnings ratio is 6, what are its earnings per share? 2 dollars What does this figure mean? This figure shows that on the market the shares are selling for $12 per share for stock in this company that’s net earning $2.00 per share of stock outstanding. (http://www.investopedia.com/terms/p/price-earningsratio.asp#axzz2LMPGyktQ) PE Ratio = Market Price / Earnings per share 6 = $12/Earnings per share Earnings per share = $12/6 = $2.00 12. Compare efficiency and effectiveness. 13. What is the difference between accounting profit and entrepreneurial profit? 14. What financial ratio is predominantly used to determine profitability? 15. Describe the earning power of a company. 16. How is financial leverage related to bankruptcy? 17. Compare Chapter 11 bankruptcy with Chapter 7 bankruptcy. What is the relationship among fixed costs, contribution margin, and the break-even point?