Military Accountability

What is Accountability in the Army: the obligation imposed by law or lawful order or regulation on an officer or other person for keeping accurate records of property, documents, or funds. Accountability is concerned primarily with records. why is accountability important in the army? accountability is a very important part of an enlisted and a NCO's job. the enlisted soldier is responsible for all items issued to him or her weather it be a weapon,NVG's clothers,a vehicle, or TA-50. The NCO's responsiblity is to make sure that the soldier is accountable for the items and has eyes on these items when needed, so that he or she can report it to his or her, highercommand. accountability also includes the most important asset the army has spent millions to teain and equip. the soldier him or herself. anything can and will happen especially in combat, that why the team leader or squad leader and up the chain should know where the soldier and his equipment is at all times. The army spends a lot of money on equipment and belongings for the soldiers, so the army expects to know where its equipment is. no matter what someone is always responsible for equipments in the army. it goes to the highest officer to the lowest enlisted personal in the chain of command and back up again. Accountability is being dependable-arriving to work and appointments on time, meeting deadlines,being in the right place at the right time, doing the right thing at all times. Morning formation is the most important formation of the day. It is made to get accountability of everyone and put out any information that needs to be dealt with. Without having accountability there is no knowledge of where everybody is or what's going on. Accountability is extreamly important at this point of time, everyone is off doing other missions while the rest of us are still with the main group. With the holidays comimg up the importance of accountability will heighten even more.

Business Law Cases Essay

The case presented here falls under the doctrine of Contract Act, 1872 and especially under the provisions regarding breach and remedies for breach of a contract. When the rights and responsibilities arising out of a contract are extinguished, the contract is said to be dissolved or terminated. A contract may be dissolved in any of the following ways: 1. By Agreement: A contract can be terminated by an agreement between the same parties who entered into the contract with mutual agreement. 2. By Performance: As the parties into the contract complete performance of their shares of promises a contract in terminated. 3. By Frustration: A contract can be terminated by the impossibility in the fulfillment of the purpose of the parties in entering into a contract. 4. By Breach: When a contract is not honored by one or more of the parties to the contract by non-performance or interference with the other party’s performance. 5. By Operation on Law: Discharge of a contract by operation of law may occur by merger, by insolvency or by alteration of the written document. In the case in concern, Nike (BD) Ltd. enters into a contract with Sunshine Fabrics for supply of 50,000 pcs of T-shirt as per sample and design. One of the provision/ stipulation of the said contract was that-â€Å"the Sunshine Fabrics would not sell to his other customers for a period of 2 years any T-shirt of the same design and description†. Eventually the said design T-shirt (of Nike) became very popular in Bangladesh and, many retail shops show keen interest to buy them at higher price and as such, Sunshine Fabrics started selling them to different shops ignoring their contract with Nike (BD) Ltd. This is a clear case of breach of contract. A breach of contract is failure to perform as stated in the contract. When a contract is broken the party who suffers on account of it has one or other of the following remedies: 1. Damage: Damages are moneytary compensation allowed to the injured party for the loss or injury suffered by him as a result of the brach of contract. 2. Specific Performance: Specific performance means the actual carrying out of the contract as agreed. 3. Injunction : Injunction is an order of a court restraining a person from doing a particular act. It is a mode of securing the specific performance of the negetive terms of a contrct. 4. Cancellation of the instrument: When there is a breach of contract by one party, the other party may rescind the contract and need not perform his part of obligations under the contract. 5. Rectification of the instrument: When through fraud or mutual mistake of the parties a contract or other instrument in writing does not truly express their intention; either party or his representative in interest may institute a suit to have the instrument rectified. In the case personated Nike (BD) Ltd. s the party who is the sufferer of the breach of contract. Along with damage, Nike (BD) Ltd. can also file a suit for injunction and cancellation of the instrument. The fundamental principle underlying damages is not punishment but compensation. By awarding damages the court aims to put the injured party into the position in which he would have been, had there been performance and not breach, and not to punish the defaulter party. As a general rule, â€Å"compensation must be commensurate with the injury or loss sustained, arising naturally from the breach. Where the party has suffered no damage on account of the breach, the court may still award him nominal damages in recognition of his right. In this case, Nike (BD) Ltd. has suffered an actual loss which arose in the usual course of things from the breach. Thus Nike can claim substantial damage to compensate its suffering. Injunction is a discretionary remedy of the Court. An injunction may be temporary or perpetual. Where a party is in breach of negative term of a contract, the court may, by issuing an injunction, restrain him from doing from what it is promised not to do. Thus injunction is a preventive relief. Since in this case, Sunshine Fabrics is doing an act (selling T-shirts of the particular design) which it promised not to do Nike (BD) Ltd. can file a suit claiming injunction. Along with claiming damages and injunction Nike (BD) Ltd. can also apply for cancellation of the instrument. If one or more of the major provisions of a contract is broken the party suffering from it can apply for cancellation of the instrument. If one or more of the minor provisions is broken the sufferer party can apply for damages but not cancellation of the instrument. In this case Sunshine Fabrics has broken a major provision of the contract. So, Nike (BD) Ltd. can apply for cancellation of the instrument. In reply of Nike (BD) Ltd. ’s legal notice Sunshine Fabrics asserts that the contract which they signed with Nike (BD) Ltd. is, in fact, void, in as much as, the same is in restraint of trade. Sunshine Fabric’s assertion is however unjustified. The agreement stating -â€Å"the Sunshine Fabrics would not sell to his other customers for a period of 2 years any T-shirt of the same design and description† is not in restraint of trade rather merely â€Å"restraining freedom of action†. Thus we can conclude that, every thing else being equal, the case is in very much favor of Nike (BD) Ltd. Sunshine Fabric’s claim of the contract’s being â€Å"void† has no legal grounds. However, if Sunshine Fabrics can anyway prove that its agreement of not selling any T-shirt of the same description to its other customers for a period of 2 years was a minor provision of the contract, Nike (BD) would not be able to cancel the contract but still would be awarded damage and, on the Court’s discretion, injunction.

Buyer Behaviour and Analysis Essay Example | Topics and Well Written Essays - 2000 words

Buyer Behaviour and Analysis - Essay Example Consumers believe that a good brand name symbolizes high quality. The purpose of this study is to identify the reasons behind the adherence of consumers towards products that have a high brand image. Developing a good brand image is every firm’s objective. It helps to gain superior advantage over other firm in the industry and leads to generating higher sales. In order to develop brand image it is essential that the product is of high quality and meets customer requirements correctly. In respect of consumer behaviour, it is seen that consumers are largely driven towards purchasing those products that have a good brand image. High brand image indicate better quality products which helps attracting greater number of consumers. In case of high end products, brand image is also associated with luxury and greater social impact. A healthy brand image is therefore seen to influence consumer behaviour in a positive way (Nandan, 2005). The market for a single product can be flooded with numerous brands. It becomes difficult for consumers to decide which one is of the best quality. Instead of wasting time analyzing each brand, they are motivated to buy those products that already have a good reputation in the market. Consumers believe that quality and reputation go hand in hand. When consumers purchase a product that has a high brand image they automatically develop a trust upon the brand and view it to be of high quality (Jamal and Goode, 2001). Many consumers feel an increased level of satisfaction when they use a product that has high brand image. Brands are seen to infuse certain emotions and actions upon the behaviour of consumers. Such cognitive and virtual attributes of brand image drives consumer’s into purchasing specific products. It is seen that when an individual wears a branded watch, they experience a higher level of satisfaction although there is technically not much of a difference between a branded watch and an

SCRUM, DSDM, and Lean Software Development Essay

SCRUM, DSDM, and Lean Software Development - Essay Example Agile software development is considered to be one of the most commonly used approaches assumed by the large industries while developing software. It is essentially a group of software development approaches constructed on collaborative and incremental development procedures. The prime reason behind adapting this procedure of developing software by major software developers in the modern context is that it provides an opportunity where requirements and solutions evolve through collaboration amid self-organizing and cross-practical teams. Additionally, it supports the implementation of adaptive planning, advancement development and delivery, along with a time boxed interactive approach (Keith, 2002). The main objective of this study is to conduct a descriptive analysis showing how projects are planned and are executed in SCRUM, Dynamic Systems Development Model (DSDM) and Lean Software Development that are being used for agile development and project management. 1. a. SCRUM Scrum is determined to be a simple yet incredibly powerful set of principles and practices that help teams provide products in short cycles, facilitating fast feedback, constant enhancement and rapid amendment to change. The development process is mainly centered on a flexible holistic product development approach where all the members engaged in the development task work mutually to reach a common goal. It is considered to be a popular agile project management method that has introduced the concept of empirical process control for managing complex and changing software projects (Szalvay, 2004). Examples. Companies such as Scrum Alliance, Inc. use scrum approach to develop their software (Scrum Alliance, Inc. 2013). b. Dynamic Systems Development Model (DSDM) Dynamic Systems Development Model (DSDM) is based on Rapid Application Development (RAD), heavily relying on prototyping and providing a framework for delivering quality solutions quickly. Since its origin in 1994, DSDM is considered to be one of the most extensively used frameworks for developing software in the United Kingdom (UK). The vital reason behind the increasing adoption of DSDM as one of the major approaches while developing software is that it defines nine core principles that are essential for the success of software. For instance, the approach mainly focuses on developing software through ensuring viewable active participation of the users, teaching design groups for making vital system related decisions and ascertaining that all kinds of changes during the process can be reversible (Abrahamson, Salo, Ronkainen, & Warsta, 2002). Examples. For instance, in DSDM, it has been viewed that the system first prepares a prototype and then empowerment. The next step is assigning the role to the different personnel associated with the process roles and suitable DSDM applications are followed while developing software (Howard, 1997). c. Lean Software Development In lean software development, the principle of the approach not only identifies the quality concern of the software that is being developed but also helps in recognizing and providing an opportunity to mitigate other issues that act as a barrier in the developing process. This facilitates in improving the quality of the software each time it is being built (Dasari, n.d.). Example. In lean software development, organizations use a decentralized form of decision making. Companies such as Microsoft are viewed to be using this form of agile development model for developing so

History Essay Example | Topics and Well Written Essays - 750 words - 51

History - Essay Example This alliance was renewed in subsequent year’s i.e. 1887, 1907 and 1912. On the other hand, the triple Entente comprised of Great Britain, France and Russia, who were opposed to the nations in the triple alliance. France was the first to express its fear of the threats posed by this alliance. Britain also expressed its concern over the developments in the German Navy and in 1904 the two nations entered the entente Cordiale or simply put a friendly understanding. The main objective of this alliance was to promote co-operation against an apparent threat by Germany. Three years following the formation of this alliance Russia fearing the growth of Germany army Joined France and Britain to establish the Triple Entente. As opposed to the triple alliance, triple entente did not provide that each nation goes to war on behalf of the others; however it maintained that all members uphold a ‘moral obligation† to support each other. The First World War which began in the month of August 1914 had both direct and indirect causes. The direct cause was the assassination of Franz Ferdinand, the archduke of Austria, together with his wife at Sarajevo on 28th June 1914. This event that was linked to Gavrilo Princip, a Bosnian revolutionary, only served as a trigger that set off declarations of the war. However, there are other Arguable causes that include: The existence of alliances that had been signed by concerned nations between 1879 and 1914. These alliances carried a significant implication on the later developments since some countries had no otherwise but to declare war in case any of the members ally declared war first. Such is the case that alliances reflected agreement between two or more nations to support each other whenever a need arises. Imperialism was the other cause and was evidenced by the concerned countries taking over new lands and making them subject to their control. Here, the rival nations

British American Tobacco Company Products Essay

British American Tobacco Company Products - Essay Example BAT Company is listed in the London Stock Exchange and is a constituent of the FTSE 100 Index. The company reports that as of December 2011, it had market a capitalization of ?59.2 billion. Then, it was ranked sixth largest company listed in London Stock Exchange. The company is not only listed in London Stock Exchange but also in the Johannesburg Stock Exchange (South Africa) and the Nairobi Sock Exchange in Kenya (Britannica Educational Publishing and Rogers 2011 p.177-198). The purpose of this paper is to analyze the demand and supply factors that affect the sales of BAT products. It will also explore what the company needs to do to be able top operate profitably in this market. The essay will also discuss the impacts of the macroeconomic factors: economic growth, unemployment, inflation, the balance of payment and business cycle on the products. Demand and Supply Demand and supply are the most fundamental concepts of economics and the backbone of a market economy. This is due to the fact that they determine how a particular product or service is sold in the market. Demand by definition refers to the quantity of a service or product desired in a market by buyers. The quantity demanded on the other hand refers to the amount of product that buyers are willing to purchase at a given price. Price and quantity demanded exhibits a relationship known as demand relationship. Supply refers to the quantity that the market can offer. In this regard, the quantity supplied means the amount of a given products suppliers are willing to supply at a certain price. The relationship between price and quantity supplied in the market is referred to as the supply relationship. Based on this definitions, it is evident that price is a reflection of demand and supply. Microeconomic Factors Price Price is one of the main factors that affect the demand and supply of a product, which in turn determine the quantity of a product that is sold (Carbaugh 2010 p. 28-42). With regard to deman d, the price charged determines to a great extent the quantity of a product that consumers will buy. This is due to fact that that quantity demanded and the price have an inverse relationship. This implies that the higher the price, the less will be the quantity demanded of the product. This is one factor that has affected the sales of BAT tobacco products. The company management argues that as the cost of product used in the manufacture of tobacco products increases due to drought, they have been forced to adjust their process upwards (Cox 2000 p. 16-39). However, this increase in price did not go well with regard to turnover as many customers reduced the quantity they could purchase. This is probably due to a shift to other cheap close substitutes. The company managers are, however, quick to assert that they are projecting a decrease in price which would enable customers to purchase more, thus increasing their sales. On the other hand, an increase in supply of the company’s product usually lead to a reduction in price, resulting in an increase in sales as consumers are now able to afford the products. Substitutes The price and availability of close substitutes also affects demand for a product. When a product has a close substitute, it is a matter of fact that consumers will be willing to shift in case of an increase in price (Carbaugh 2010 p. 28-42). This is what has affected sales of BAT’s tobacco products. The company managers argue that many people nowadays prefer other forms of depressants

Personality Essay Example | Topics and Well Written Essays - 750 words

Personality - Essay Example Summary of the journal article The article begins with a brief introduction about the process of cognitive development and the changes happened in human brain anatomy and psychology across childhood and adolescence. It illustrates about different areas development process like neuro-anatomical development of the human brain, functional organization of the developing human brain, development of human brain connectivity, performance differences versus maturational differences and cortical organization with learning. Existing neuro-imaging methods and studies give information about cognitive and neural changes underlying human development. But this information is not sufficient for explaining brain structure and function. MRI based anatomical studies highlights various structural changes with development over the period of childhood and adolescence. The study explains various stages of changing in numerical status. Sub serving primary functions like sensory and motor systems come first. Secondly, sequential and parietal connection cortices related with basic language skills and spatial attention maturing appears. Higher order association areas including prefrontal and lateral temporal cortices, language process and sensory motor processor comes in final (Casey et al. 2). The study clearly mentions that structural changes that happened in human brain affect the cognitive development and behavior formation. Association between structural maturation and memory function is identified through the using of neuropsychological measures. The study offers detailed discussion about the functional organization of the developing human brain. It reveals that the development of prefrontal cortex plays an important role in the maturation of higher cognitive abilities. Mature cognition is related with the ability to filter and ignore irrelevant information. The ability to filter unimportant information continues to develop first two decades of a child’s life. Children with a strong response inhibition did not collect the same prefrontal region as those active by adults and they received a subset of same posterior areas. Children with poor response inhibition did not activate that subset of same posterior areas. The significance of tracking cortical changes in human brains over time is most evident in the area of higher research. The study concludes with some notable concepts and viewpoints about the process of maturation and cognitive development. Brain regions associated with more basic and important functions like motor and sensory processes mature first, control of thought and actions followed next. This way of development is paralleled by a change from disperse to more focal recruitment of cortical regions with cognitive development and learning process. The article illustrates cognitive developments and neurological changes happened in human brain. Authors put forward relevant thesis for the paper which facilitates reliability and authenticity. T hey introduces the thesis statement that neurological changes which occurred in human brain affect the cognitive developments and both of them have significant role in development process. The entire paper is developed through analyzing the key words and phrases which mentioned in the thesis statement. The methodology mainly consists of literature review and the paper draws its conclusion from the vast number of literature. Previous studies about MRI-based anatomical researches, MRI- morphometric

Eco-Tourism Essay Example | Topics and Well Written Essays - 250 words

Eco-Tourism - Essay Example Major issues The article begins with the startling case of John Gray, a tour operator in Thailand, who discovered a number of tidal sea caves. His efforts to promote the location as an eco-tourism destination, albeit without upsetting the local fragile eco-system, proved ineffective over the years as he met with stiff competition, received threats from local gangs and eventually could not do anything to control the influx of tourists. In the end, the unabated activities of operators, tourists and the local government have severely distorted the delicate ecological balance existing in the area. The article also discusses the evolution of the concept of co-tourism as a way to protect fragile eco-systems and deliver some long-term benefits to the local populations. The power of marketing and the widespread acceptance of the concept have resulted in an explosive growth in the eco-tourism industry the world over. This has not only resulted in a severe harm to the environment due to the ac tivities of tourists (like cutting trees for campfires or collecting stalactite fragments as souvenirs), but has also displaced local tribes and natives. These people complain a lack of inclusion in the decision-making framework within any related initiatives.

Which Character in the book Watchmen best captures 21st century Essay

Which Character in the book Watchmen best captures 21st century American politics Why - Essay Example America today is in a very unique kind of position because it found itself to be the sole remaining superpower of the world, and due to this unprecedented position, America exerts a big influence in world affairs. Paradoxically, America is also somehow limited on how much it can do because it is operating under some constraints by global forces outside its immediate control. An example is the spread of liberal ideology helped spread globalisation of trade and finance, which had in turn disseminated the American ideals of real representative democracy and the benefits of free market capitalism (that â€Å"a rising tide lifts all boats,† as famously stated by former President John F. Kennedy). However, America is now also under increasing scrutiny by other nations in the way it exercises this great power; it is a hegemonic kind of power and comes with it the great type of responsibility to exercise such power in a prudent and equitable manner. This may not be the case always or in all instances and other countries which also aspire to global greatness try to challenge American power in many ways other than a direct confrontational war. The burden is on America to exercise its great power in a fair manner to give justice to all world citizens but conversely, as the adage goes, absolute power can corrupt absolutely. This brief paper is a discussion of current American politics with a moral or philosophical underpinning in relation to a wonderful graphic novel by author Alan Moore entitled Watchmen. Discussion The Watchmen is a good example of a new literary genre called as the graphic novel. It is a new category of books recently considered as a legitimate art form in itself due to its growing popularity, with previous novels like A Contract with God (by author Eisner), Maus (by Spiegelman), followed by Watchmen (by Moore and Gibbons) and then also The Dark Knight Returns (by Miller). A graphic novel follows the conventions of a traditional novel but the sto ry is told through a series of comic-strip illustrations, hence the name graphic. It is told through dialogue and the subject matter can be either fiction or non-fiction as well. Watchmen is a graphic novel that tells a compelling story of power that is highly relevant today. Watchmen has many interesting characters in it like Dr. Manhattan, Rorschach, Nite Owl, Silk Spectre, the Comedian, and Ozymandias. However, it is Dr. Manhattan which best exemplifies the nature of American politics in the twenty-first century. The great power of Dr. Manhattan is very similar to the great powers of the United States of America as sole super power in a unipolar world. America as sole superpower has a lot of options available to it that is not available to lesser nations, and this power can be exercised either for good or bad, in a certain sense, with impunity if allowed. This makes America a terrifying country to oppose. It exercises its great powers according to its own logic and moral standard s which is shown by its preference or predilection for preventive wars (some political analysts termed it as pre-emptive wars). This was shown by the last Iraq war to topple Saddam Hussein for supposedly possessing the dreaded weapons of mass destruction (WMD) and executed him after a flawed trial for war crimes against humanity (Tucker 174).1 America is like Dr. Manhattan; it operates under its own rules and even worse, operates under a double-standard of morality when it comes to its conduct of international relations (Robichaud 14).2 Clearly, as stated earlier elsewhere, the big question centers on the political morality that America should be

Francisco Jose de Goya Essay Example for Free

Francisco Jose de Goya Essay Francisco Jose de Goya (1746-1828) Yard with Lunatics, 1794 Oil on canvas Goya started discovering art at a young age. He was born to Jose Benito de Goya y Franque, a gilder, and Gracia de Lucientes y Salvador. Francisco spent his childhood in Fuendetodos, Spain then later moved to Zaragoza. He often moved, mastering art along the way. In 1773 Goya married Josefa Bayeu. Over a period of five years he had painted about 42 designs. His popularity began to lead him into an entire world of art. During the middle of his career, Goya often painted for royalty. He had reached his peak of popularity with the noble ones. However between late 1792 and early1793, a serious illness, whose exact nature is not known, left Goya deaf, and he became withdrawn. During his recuperation, he undertook a series of experimental paintings. He turned to more manageable and more personal projects, perhaps inspired by works from abroad that he had seen while in Cadiz. His small pictures of 1793-4 introduce a new era in his art, and it was now that his style began to emerge. Many of his scenes depict bullfighting, intense, haunting themes, reflective of the artists fear of insanity, and his outlook on humanity. Although these themes can be seen in many of his paintings, I believe â€Å"Yard with Lunatics† depicts his style the best. Yard with Lunatics was painted around the time of the French declaration of war on Spain, when Goya’s deafness and fear of mental illness were developing, and he was increasingly complaining of his health. The painting came about in his stage of darkness. This painting is usually compared to â€Å"The Madhouse†, a similar painting by Goya. Goya wrote that the works served to occupy my imagination, tormented as it is by contemplation of my sufferings. The series, he said, consisted of pictures which normally find no place in commissioned works. It has been described as a somber vision of human bodies without human reason and as one of Goyas deeply disturbing visions of sadism and suffering. â€Å"Yard with Lunatics† opposes his previous designs, which depicted the way he wanted the rest of his career to be like. They were full of fantasy and naturalism. However, he had an alternate future. In a 1794 letter to his friend Bernardo de Yriarte, Goya wrote that the painting shows a yard with lunatics, and two of them fighting completely naked while their warder beats them, and others in sacks; (it is a scene I witnessed at Zaragoza). To some art historians, this picture portrays a point in Goyas career where he moves from a world in which there are no shadows to one in which there is no light. Meadows Museum editors quote the agreement: This small but surprisingly powerful work was produced at a most critical juncture of Goya’s long career. In the last months of 1792, the artist suffered a mysterious illness that left him physically debilitated and permanently deaf. While recuperating, he undertook a series of small-scale paintings in which, as he wrote, â€Å"I have succeeded in making observations which ordinarily are not allowed in commissioned works. † Although Goya’s work conveyed how he saw the world at that time, it was also symbolic. Yard with Lunatics as a whole symbolizes the chaotic lifestyle of the world. The fighting naked men are trapped in a hole where psychotics were thrown away and forgotten. The French War probably inspired the chaos in the painting. Peter K. Klein’ argument also corresponds: Towards the eighteenth century, there was a growing interest in and fascination with manifestations of insanity and its relationship with reason, hand, and contemporary medicine considered madness in a rationalistic, enlightened and increasingly scientific way, starting to isolate lunatics as potentially curable patients in special institutions and attempting empirically to classify the various mental diseases. On the other hand, there was a more ambiguous, partly romanticizing and idealizing attitude in literature, philosophy and art, which placed madness next to genius, as a source of creativity and as an opportunity for a deep, more genuine and non-alienated experience of human life. The dark, grey, and green colors symbolize the way Goya pictured his life. His entire world had taken a turn for the worse and his view of his life was altered. Goya was in a very ill state and he could not see the light or goodness in his situation. As a result of this, his paintings represented how he felt on the inside. All in all Francisco Goya’s life experiences, as you can see, contributed to many of his paintings. Although, all of Goya’s work was beautiful and unique, I believe â€Å"Yard with Lunatics† had the most awing affect. To me it was the most fascinating, how Goya portrayed real life situations into a piece of artwork. He included personal complications which others could relate to. This work stands as a captivating image portraying real world situations.

Case Study of Innovation: Jack Welsh

Case Study of Innovation: Jack Welsh Jack Welchs Innovates the Innovators at GE The sources and research used in the following paper come from a variety of sources, including mostly the internet, a GE annual report, and newspaper articles on GE and Jack Welchs management styles, leadership, and beliefs. When Jack Welch became CEO of General Electric in 1981, he was only the 11th CEO the company had seen in its 120 years of existence. Although GE was a $13 billion a year company, it began showing signs of necessary change as it had reached the stage between maturity and decline. After 20 years at the helm, Jack Welch had turned General Electric (GE) into one of the worlds most successful companies. Welch increased GEs market value from $13 billion to over $300 billion in 2001. He guided the once struggling company to what was then the biggest corporation in the entire world as well as the most profitable. Through the use of goal setting, empowerment, and communication Welch transformed the gigantic and complacent company into an energized multi-national organization ready to face world competition. Through an analysis of the techniques employed by Welch, one can gain a better understanding of how to motivate outstanding performance in any organization. In 1981, the industry environment in which GE was involved was in a downward spiral. GE was also suffering from low productivity growth (1%-2%) as well as a lack of innovations. Another issue facing Welch as he took control was that the company was still organized as it had been when GE was founded near the turn of the century. GE was suffering from a lack of strong leadership and the existence of to much bureaucracy. As Welch took over, he found that structure and struggle to change made it impossible to perceive an effective environmental change when change was necessary to remain an industry leader. In fact, if GEs massive cost structure was not dramatically restructured, analysts projected that GE would become unprofitable by the end of 1982. When Welch took over as CEO, he quickly identified several major areas that were in need of his immediate attention. The first problem he identified was that the organizational structure was represented by an overwhelming nine layers of management between the shop floor and the CEO. This lead to an unresponsive, inward focused company thats employees found great difficulty in communicating with one another. At the same time, the numerous layers of middle management gave employees comfort. The company was divided into 150 units. Welch saw this and believed that GE was overly diversified. They were simply involved in too many different ventures. GE was a financially strong company, but its growth rate was close to the companies GNP (Gross National Product). From his previous 21 years of experience with GE, Welch also knew that there were issues involving the employees. Once he took control, he worked on establishing a number of change management processes to combat the problems that the company faced with isolation, low morale, and negative attitudes toward the workplace. Welch knew that the company was too large to fail, yet GE was too unwieldy to adapt for further growth. Welchs grand scheme in reinventing General Electric involved two separate phases. These phases were referred to as the â€Å"hardware† and â€Å"software† phases. Over the next five years, General Electric under the command of Welch would go through some extensive changes. In September 1981, in an internal GE publication, Welch articulated the corporate strategy that each division would be number one or number two in their industry, and that GE would remain lean, agile and able to respond to changes in its environment. Welchs early priorities would be e xtensive restructuring of General Electrics infrastructure. Welch began selling those business in GEs portfolio that faced no potential return in the future and retained and added some with the potential to be number one or number two in that industry. This could bring GEs operation into economies of scale and then lock out the potential competitors. During the 80s, GE had bought 338 businesses and product lines for $11.1 billion and sold 232 for $5.9 billion during the 1980s. Among his most noble feats was restructuring the companys 350 businesses into twelve divisions of the company and reducing the management structure from twenty-nine levels to only six. By 1989, 12 out of 14 GE units were leading their markets both in the U.S. and abroad. His first years were also marked by destaffing, or reduction of the workforce. He did this by removing unnecessary layers of middle management and laying off thousands of employees. By 1984, he had reduced the workforce by almost 100,000 in order to streamline the company and to increase efficiency. Each year he would terminate the bottom 10% of his managers. However, he would reward the top 20% with bonuses and stock options. At the end of 1980, GE had 411,000 employees and by the end of 1985, GE had 299,000 employees By the late 80s, Welch was confident that that hardware part of his restructuring was almost complete so he wanted to begin focusing on the software phase. Welch admitted his priorities were changing, â€Å"A company can boost productivity by restructuring, removing bureaucracy and downsizing, but it cannot sustain high productivity without cultural change.† Welchs approach for this phase focused on three main areas. These areas of focus would include goal setting and competition, empowering employees, and increasing corporate communication. An underlying theme for Jack Welchs tenure as CEO of GE was his use of goal setting to motivate higher levels of achievement throughout the company. Welch set company wide goals, as well as specific performance objectives for individual companies and divisions. He often supplemented his goal setting by creating a sense of competition within the organization, as well as against all competitors. Welch preached a philosophy he called â€Å"planful opportunism,† whereby GE employees were given an over-reaching stretch-goal and permitted to do whatever it took to reach the target. Welch use d this same technique in an effort to improve product quality. This led Welch to introduce GE to Six Sigma, a defect reduction program. Six Sigma is a process, which consists of the rigorous application of statistical tools to improve profits, reduce costs and improve speed. It begins by asking hard questions regarding level of defects, time required to perform operations, and customer expectations. It is a quality control process, which brings robust changes unlike other process. This program relies on teamwork to propel quality to the highest level. GE had been operating at 3.5 sigma, but that was not enough for Welch, he wanted six sigma (nearly twice the national standard). Welch consistently set far-reaching goals in an attempt to move the company in the direction he wanted. While not all goals may be reached, Welch reinforced the notion that advancing towards those goals was still considered success and rewarded managers accordingly. Welch realized that he could motivate highe r levels of performance by setting goals that were much higher than the managers would have set for themselves. These â€Å"stretch-goals† often caused the managers to outperform their original targets. Because Welch set such extreme stretch-goals, he needed to incent effort toward these seemingly unattainable targets. He rewarded people by giving bonuses if they made great progress towards the goals, even if they did not reach them. This succeeded in driving people to work beyond their original goals and even if they did not reach the stretch goals Welch often recognized them for superior performance. When Welch took over GE, he had a vision of creating an organization where people at all levels could be held responsible for their own work, and in the end make decisions for the betterment of their job. The goal was not to control workers, but instead to liberate them. Welch characterized this as creating a boundary-less organization in which empowered employees were self-directed and motivated to reach their goals. Welch addressed this issue by eliminating whole layers of management, consolidating overlapping jobs and business units, and forcing employees at every level to take more responsibility for their own work. In the plant, equipment operators became responsible for the quality of their own work, reducing the need for inspectors. In effect, employees were given the ability to eliminate those aspects of their job that were unproductive and thus unnecessary. An important aspect of this has been the Work-Out. Work-Out had been an empowerment concept greatly favored by Welch. T housands of GE employees get an opportunity to get together and share their ideas, thoughts and expertise, while building and fostering a more creative and team oriented atmosphere. The Work-Out encourages communication and accountability with the ultimate goal being to drive above average team performance. By providing each team member with the opportunity to contribute his ideas to the decision making process, Welch hoped to stimulate individuals to constructively challenge their bosses and promote a more motivated workplace. All Work-Outs included follow-up meetings where previous commitments were discussed and accountability was enforced. Employees received the satisfaction of being able to air their concerns, while the company has greatly benefited from insights shared. Under Welch, GE began to realize that human beings are not machines and that each person has the potential to enhance productivity. Knowing how to use this resource cannot only give the company a competitive edg e, it can make each employee feel more important in the production process and thus more motivated. It helped to eliminate vertical and horizontal barriers and forever changed the way people behaved at the company. This process assisted Welch to achieve workable unity within the organization, creating an environment of trust and openness that had not existed before. By empowering people, an organization gives employees the ultimate responsibility for their own work. If they share the companys goals, they do not need much supervision. Costs will be reduced and layers of management will become unnecessary. This can also lead to employees becoming more motivated to perform their jobs optimally, which in turn leads to large productivity improvements and allowing the organization to be able to implement new ideas faster and be more responsive to market changes. â€Å"Boundary-less behavior† and the elimination of unnecessary communication filters are the key phrases to describe Ja ck Welchs attitude towards communication. To facilitate goal setting and empowerment within GE, Welch needed to establish clear lines of communication in the organization. He realized that employees come to GE with many different experiences and backgrounds. He did not want to take away from the benefit of those various backgrounds, as much as reshape them with GE philosophies. One of his objectives was to motivate people to think outside the box and challenge the status quo. Open communication channels between Welch and his employees have been an important tool in this regard. These channels work in both directions, giving employees the ability to air their concerns and work towards a consensus for action. He encourages direct communication with employees, including he, himself having face-to-face meetings with subordinates as often as possible and participating in the Work-Out. Welch himself was characterized as inpatient, blunt and ill tempered towards his dependent and would strive to build self-confidence in his managers, but his communication style would often cause people to lose self-confidence instead. Open communication channels work well when they are used to motivate performance and increase employee morale, but when they are used to intimidate they will have the opposite effect, causing low self-esteem. This â€Å"brashness† has also contributed to the criticism over the years for an apparent lack of compassion for the middle class and working class. Some industry analysts claim that Welch is given too much credit for GEs success. They contend that individual managers are largely responsible for the companys success. Jack Welch changed his management style based on the needs of GE during a particular time. He was Neutron Jack when he needed to be. GE was sluggish and slow, layered with cumbersome management, and needed to â€Å"trim the f at† and make middle management less of a burden. We may have taken less of a hardnosed approach by providing benefits and education opportunities to employees that were let go to ease the burden on the families, especially those employees with a number of years at GE. The rationale that Jack used to make decisions was based solely on where the company was, and where it needed to be. He was able to change his management style based on the condition of the company. He needed to be Neutron in the early 80s because the company was fat and sluggish. Middle management needed to be trimmed to save time and money. There was no other choice but to adopt a very directive style and portray a hard attitude. As GE slimmed, it became apparent that GE needed to be coached and inspired for better productivity and simpler process. Jack was able to adapt his leadership style into that of a coach with a â€Å"you can do it† communication style. As GE evolved into the late 90s Jack understood that it was now time for the GE employees to be empowered to share ideas for best practices, and teach back to management tricks of the trade that would take the company to the next level. By implementing the â€Å"boundary-less† philosophy, Jack was sending a message to the entire company that employees are valued, have great ideas that they need to share, and they would be rewarded rather than punished for speaking up. This was the last empowering style of leadership that Jack employed before his retirement. Works Cited Byrne, J.A. (1998). How Jack Welch runs GE: a close-up look at how Americas #1 manager runs GE. Business Week. Byrne, John, How Jack Welch runs GE Business Week, 8 June 1998. General Electric Annual Report, 1997. Jack Welch on Leadership. New York, NY. McGraw-Hill Companies, Inc. 2004. Time Warner Newsroom. November 01, 1999. Time Warner. July 01, 2006. Kornik, J. (2006). Jack Welch: a legacy of leadership his secrets revealed.http://www.trainingmag.com/msg/search/article_display.jsp?vnu_content_id=1002839049imw=Y . The 360-Degree Leader. Nashville, Tennessee: Thomas Nelson Inc., 2005. Slater, Robert. 29 Leadership Secrets from Jack Welch. New York, NY. McGraw-Hill Companies, Inc. 2003. The Times (London, England), September 2004, 9. â€Å"Jack Welch The Gurus Boiled Down.† Welch, Jack, and Suzy Welch. Winning. New York, NY: HarperCollins Publishers, Inc., 2005 Welch, Jack, Byrne, John (2001). Jack: Straight From the Gut. New York, NY: Warner Books, Inc.

Requirements For An Apophantic Sentence :: essays research papers

Logic, as it appears in its everyday form, seems to stand on its own, without any requirements to needed to justify its existence. However, it is commonly overlooked that "logic is the science and means of clear . . . communication." Consequently, many sentences are regarded as logical, which in reality are illogical. It can therefore be found that the language used to communicate this logic must be carefully constructed using a certain format in order to form a logical statement. The requirements in such a sentence include a subject, the verb "to be", a predicate containing information that is relevant to the subject by means of the verb "to be", an adjective, and it must have correct reference numbers. Therefore, logic must consist of sentences of a certain kind, in order to be formatted with the intention of revealing or displaying something. It is because of the former items that a logical sentence cannot exist unless it contains all of the previous ly mentioned grammatical parts. The definition of a subject is: the object in a sentence about which something is said. A logical sentence can, therefore, not exist without a subject, for the simple reason that nothing can be revealed about an object that has not been revealed to the potential obtainer of the logic. Simply stated, if there were no subject, the logical sentence would have nothing to show something about. "Being seems to be presupposed in every apophantic sentence," and it is for this reason that the verb "to be" is required in all sentences of that sort. A verb is that which displays action, existence, or occurrence. Nothing can be displayed concerning the subject of the logical statement unless the subject exists, unless it "is." A predicate must also be present in a logic sentence, and it must be relative to the subject by means of the verb "to be." It is necessary for the subsistence of such a sentence because of the previous definition of the subject. The subject is the item about which something is said, and the predicate is the part of the statement that says something about the subject. In other words, nothing can be revealed about the subject in a logic sentence unless something is said about that subject. However, the predicate must be tied to the subject by the verb "to be", otherwise the result would be that the predicate would be making a statement about a subject that does not exist. Requirements For An Apophantic Sentence :: essays research papers Logic, as it appears in its everyday form, seems to stand on its own, without any requirements to needed to justify its existence. However, it is commonly overlooked that "logic is the science and means of clear . . . communication." Consequently, many sentences are regarded as logical, which in reality are illogical. It can therefore be found that the language used to communicate this logic must be carefully constructed using a certain format in order to form a logical statement. The requirements in such a sentence include a subject, the verb "to be", a predicate containing information that is relevant to the subject by means of the verb "to be", an adjective, and it must have correct reference numbers. Therefore, logic must consist of sentences of a certain kind, in order to be formatted with the intention of revealing or displaying something. It is because of the former items that a logical sentence cannot exist unless it contains all of the previous ly mentioned grammatical parts. The definition of a subject is: the object in a sentence about which something is said. A logical sentence can, therefore, not exist without a subject, for the simple reason that nothing can be revealed about an object that has not been revealed to the potential obtainer of the logic. Simply stated, if there were no subject, the logical sentence would have nothing to show something about. "Being seems to be presupposed in every apophantic sentence," and it is for this reason that the verb "to be" is required in all sentences of that sort. A verb is that which displays action, existence, or occurrence. Nothing can be displayed concerning the subject of the logical statement unless the subject exists, unless it "is." A predicate must also be present in a logic sentence, and it must be relative to the subject by means of the verb "to be." It is necessary for the subsistence of such a sentence because of the previous definition of the subject. The subject is the item about which something is said, and the predicate is the part of the statement that says something about the subject. In other words, nothing can be revealed about the subject in a logic sentence unless something is said about that subject. However, the predicate must be tied to the subject by the verb "to be", otherwise the result would be that the predicate would be making a statement about a subject that does not exist.

A Comparison of Persuasive Techniques in To His Coy Mistress and An

A Comparison of Persuasive Techniques in 'To His Coy Mistress' and 'An Answer To A Love Letter' 'To His Coy Mistress' is a poem written by Andrew Marvell (1621 - 1678). From the poem, it can be seen that he is trying to persuade his mistress to have sex with him. Although the male persona that reveals this story, the intent of Marvell was probably for humour and as entertainment for others. 'An Answer To A Love Letter' is another poem, written by Lady Mary Wortley Montagu (1689 - 1762), but in contrast to Marvell's, it is used to reject an admirer's interest and could be seen as a reply. The poem describes how a female persona declines an admirer. While this story takes place, Montagu simultaneously rebukes men in general. This inclination may have been caused by her bad experiences in marriage. Both poems use persuasion, although for different purposes. Andrew Marvell was born at Winestead-in-Holderness, Yorkshire, on March 31, 1621. At 3 years old, he moved to Hull where his father, Reverend Andrew Marvell became a lecturer at Holy Trinity Church. Andrew Marvell was educated at Hull Grammar School and studied at Trinity College in Cambridge. Two poems that he had written, one in Greek and one in Latin, were printed in 1637. The next year he was accepted as a Scholar of Trinity College and took his B.A. degree. Within a few days, his mother had died and after his father died also within 2 years, he left Cambridge. It was in this period, after he started travelling in Europe, that he wrote 'To His Coy Mistress'. Lady Mary Wortley Montagu was born in 1689, the eldest daughter of the Duke of Kingston. Her family were wealthy, but n... ...rue of Montagu's poem. In the same way, Montagu's logical argument is shown by the structure. Montagu has different sections in her poem and although she has not split it into stanzas, the divisions are quite obvious. The first section is about the admirer, how he has everything, is married and should not try to seduce her. She then scolds men in general in the next section, insulting men and showing her disgust. In her next section, she describes how she had been hurt before, how someone has already taken her heart and broken it. She tells how she feels men lie and deceive in the following section before ending with a section on the consequences. Although both do use logical argument, it is more evident in "To His Coy Mistress" as his is split into the different stanzas while "An Answer To A Love Letter" is not.

Antropologia de Lain Entralgo Segun sus Escritos :: Spanish Essays

RESUMEN: Se define como cuerpo a la totalidad de acciones, potencias, posibilidades, constituyentes...que al actuar como un todo integra las actividades que mediante el cuerpo somà ¡tico se realizan: la historia, la percepcià ³n, las emociones, la conducta, la amistad, el encuentro, y la relacià ³n mà ©dico enfermo. Se considera que el hombre esta vertido en la realidad, porque la versià ³n (desde el interior hacia afuera) es desde el cuerpo, por ser el hombre un ser de realidades, y por existir un mecanismo de versià ³n. La unidad psico-orgà ¡nica que constituye el hombre presenta varios momentos, unos constitutivos (basados en và ­a de fundamentacià ³n): estructural (sistema de notas psico-orgà ¡nicas), conducta (conducta humana) y personal, otros moduladores: eutà ­mico (salud) y el patolà ³gico (patologà ­a como afeccià ³n). El animal vive entre està ­mulos, mientras que el hombre al inteligir los està ­mulos los aprehende y los convierte er realidad. El mecanismo de la versià ³n es la aprehensià ³n sentiente de los està ­mulos y la inteleccià ³n de estos como reales. La persona se encuentra indigentemente arrojado en la realidad. Caracterizacià ³n del pensamiento lainiano. Laà ­n Entralgo nace en Urrea de Gaen (Teruel) en 1908, realizà ³ los estudios de Medicina y ejercià ³ como psiquiatra. Obtuvo la plaza de Catedrà ¡tico de Historia de la Medicina en la Universidad Complutense, donde ejercià ³ hasta 1978 (fecha en la que se jubilà ³). Nombrado Rector de la Universidad Complutense hasta 1956. Pertenece a las Academias de Medicina, Historia y Lengua Espaà ±ola. La antropologà ­a de Laà ­n depende del tema en concreto que se estudie, y esta basada fundamentalmente en el empirismo y en fenomenologà ­a de Merleau-Ponty. (1) Respecto a la mente humana establece una serie de teorà ­as desde el punto de vista sociolà ³gico, filosà ³fico y estructural. Dependiendo de donde parta en el estudio del hombre, es posible afirmar: La esencia del hombre esta constituida por el espà ­ritu, tal y como Max Scheller establece, (2) y que Laà ­n sigue con matizaciones. Parece inclinarse por admitir lo establecido por el pensamiento de Unamuno en el que existe alma, espà ­ritu y cuerpo, que originariamente tomà ³ de San Pablo, San Agustà ­n y Tertuliano. El hombre es capaz de simbolizacià ³n. Se determina que el hombre es capaz de utilizar los sà ­mbolos, tal y como establece Cassirer, (3) pero que en Laà ­n es mà ¡s amplio ya que afirma que no es sà ³lo Animal symbolicum, sino que es capaz de crear los sà ­mbolos (Animal symbolizans). El hombre es parte de la historia, basado inicialmente en los trabajos de Dilthey, (4) y de cuyo pensamiento llegarà ¡ a establecer Laà ­n que el hombre es desde su origen animal histà ³rico, pero que debido a ello, y por su conducta es tambien: animal racional, proyectivo o capaz de proyectar al futuro (animal proiectivum), creador (a.

Rising Unemployment in Pakistan

Unemployment is enforced idleness of wage earner who is able and willing to work but cannot find jobs. In societies like Pakistan where most people earn their living only by working for others being unable to find a job is a serious problem. In Pakistan population pressure lower the economic growth rate and resulting in poor or slow growth of country economy. According to the survey report the rate of unemployment in 1998 was 5. 50 percent which increased to 7. 82 percent by the year 2003. Thus the rate of unemployment in rural areas was 5 percent which increased to 69 4 percent, while the rate of unemployment in urban area was than 9 percent which increased to 9. 9 percent by 2003. In Pakistan 50 percent of our population is composed of women who are treated as out of the work force. Unemployment in Pakistan is increasing due to various causes but if these things can be controlled than unemployment rate can automatically decline. Rapid Population Growth: Rapid growth in the population is the main factor which is worsening the situation, but Pakistan is one of the most populated countries of the world with annual growth rate being nearly 3 percent. It means that about 1 million workers are added yearly to the existing labour force which calls for creating job opportunities. Increase in population contributed much in rising unemployment rate in Pakistan and if the population growth keep on increasing with the same ratio than it will create more problems. Uncertainty and unrest in the country: Uncertainty and unrest in Pakistan and the worsening law and order situation has played an important role in transferring the business to other countries, no foreign investors feel secure in investing in such a country in which their businesses are not secure. In Pakistan due to weak political system and unstable government structure. No foreign companies want to invest in unrest environment which become the cause of unemployment because of lack of jobs opportunities in the country. Karachi is the biggest industrial base of Pakistan, but investors are reluctant to invest there because of unrest and violence. If we really want to reduce unemployment rate in Pakistan so first steps should be taken for controlling the worst law and order situation in the country. Education system of Pakistan Deplorably low rate of literacy and deterioration in standard of education in the educational institutions contributed much in increasing unemployment rate. Our educational system is also responsible for increasing unemployment rate among the educated youth. Education system is divided into different categories. Students studying in government institutions will be less aware about the new technologies, ideas for surviving in this competitive world and unemployment rate is higher among such students. Besides education the attitude of our youth towards the choice of a career is unrealistic and unproductive. Rapid mechanization and computer technology also causing unemployment. Pressure on one Industry: In country like Pakistan where resources are not equally distributed in all sectors of the industry so in this way pressure on one particular industry and profession is a natural outcome. Previously for girls medical profession was the best choice and for boys engineering was the best options but now with the industrialization and urbanization things are changing with the boom of new technologies new industries are emerging and making the values in the market, I. T field is one of it and majority of the young generation want to join I. T industry and want to pursue it as a career because of availability of resources and it’s rising scope. So things are not handled in appropriate manner, as the vacancies are less but job seekers are more than. After I. T young generation are running behind commerce industry and majority of them have the degrees of MBA and BBA but their degrees are not paying them despite of the fact that they had paid huge fees and time in completing the degree and hoping for the better future in this field, but in return they didn’t get the 100 percent results which was expected by them. So, pressure on few industries results in lack of opportunities and work force in other sectors and they become the neglected sectors of society because no one is willing to pursue the career in them. Importance of all industries should be highlighted and equal opportunities and facilities should be provided in all sectors so that no particular industry or profession face the burden which later on results in job shortage and unemployment. Economic Depression: Another reason why unemployment occurs is when there is a great economic depression, or now becomes famous with the term â€Å"global recession†. When economy fall down, many are becoming affected, most especially the employees. During this kind of situation, employer and other business owners will be force to reduce their workers in order to cope up with the right wages of the workers. There are so many causes why people become unemployed. However, the answer to this problem is still within your decision. Bear in mind that being unemployed can be voluntary or involuntary, thus, you can still make the best choice for your life, and that is to be employed or to remain unemployed and jobless at all. Whatever the cause of being unemployed if a person will still pursues to look for a job and become employed then there is no reason for you to stay unemployed. Some Suggestions: Economic Revival package should announce by the government for the revival of industries sector, to stimulate production and investment. Government should try to boost exports through broadening the tax base and lowering tariffs. Government should announce multiple packages for the development of agriculture sector. A number of fiscal and monetary measures should take attract industrialists and particularly foreign investment. Technical training facilities should be provided. In this way unemployed people will get a chance to enhance their skills and become able to earn more reason able income.

Venn Diagram

Visual tool to help students organize complex information in a visual way. The Venn diagram comes from a branch of mathematics called a set theory. John Venn developed them in 1891 to show the relationship between sets. The information is normally presented in linear text and students make the diagram to organize the information. It makes it easier when there is a lot of information, because with linear text it is not as easy to see the relationship.The Venn diagram is an important tool for dents because it is another way for them to problem solve in life. If you are presented with a lot of information that is confusing you can use the Venn diagram to organize the information and once you have the information it is easy for you to see it all laid out before you. This diagram is something that also helps students who are more of a visual learner. If you are able to put all of the information out in a diagram and then you are able to not only see all of the information, you are able to have it all organized in a diagram and right here for you to see.This method is helpful for all students, even those who are not visual learners. With the Venn diagram you are also able to see how the information relates to each other, as well as where the information does not relate. Have always found the Venn diagram an easy method of learning for lots of information. An example would be if you had a list of students who were good in math, a list of students who are good in English and then a group of students who are good in science and along with that list you have a sit of students who are good in all three subjects.

PHP vs. ASP Essay

Introduction PHP and ASP are the two best web technologies this century is to offer. In their own ways, they have created trust and market for their product and development environment. Anstey (2003) mentions that PHP belongs to a free software community and open source general purpose software which is very easy to use and correct its bugs from the community of developers around the world. ASP is a program that runs on IIS server and is a free component with windows operating system and offers various features (Argence, 2008). ASP.NET is a unified Web development platform that provides services necessary for developers to build enterprise-class Web applications. ASP.NET provides programming model and infrastructure for more secure, scalable, and stable applications. ASP.NET is a compiled, .NET based web environment developed in any .NET compatible languages like Visual Basic .NET, C#, JScript.NET, etc. Additionally, the entire .NET Framework is available to any ASP.NET application. Developers can easily access the benefits of these technologies, which include the managed common language runtime environment, type safety, inheritance, and so on. The foundation of all Web applications is that they deliver dynamic content over a protocol which by model is stateless. Most of the ASP.NET developments fall in client-server architecture programming model. Minimal points to be considered for a typical web application modeled as client-server architecture are given below. User interface and client environment (Page layout). Data verification, transfer and store. Security. Scalability, reliability and availability of the application. Optimized resource utilization and performance. Handling unpleasant instances gracefully. Navigation. Literature review PHP traces back to the development of Perl and C which emerged quite successfully as a result of the contribution of the various programmers around the globe and as a result of its being an open community. The various versions came out successfully through 1997 to 2004 where the features were added and successfully taken up to cater to the development paradigm of the large scale of internet users. ASP came handy with Windows 95 with the features of IIS server installed. It was an established standard which takes into account the various databases into consideration and is based on the COM model. The various differences among PHP and ASP make sure that all to a good extent the feature are compiled and carries enough advantage to understand the loopholes and make sure that all the various utilities are enforced well.   PHP and ASP depict large scale differences in the form of various factors like cost, integration of features, speed, platform compatibility, additional costs, base language, database connectivity and many others. Cost: As PHP is not single handedly owned by any individual or an organization it does not requires to be purchased for use. Even for the support of the backend, it uses a database technology named MySQL which is also available free of cost (DuBois, 2002). The hosting of the PHP pages into the Linux server and their deployment is quite affordable and can be done with ease. Glass (2004) mentions that ASP is synchronized with Microsoft Windows operating system and comes along with it bearing the cost of the operating system. Moreover hosting ASP pages is expensive over the internet and features like email, file uploading and other features are quite expensive at the same time. Integration with operating environments and databases: PHP makes sure that all the operating environments are taken care to its fullest capability and is compatible with Windows, UNIX, Linux, Solaris and others. Its platform dependency format makes sure that all the various compatibility with operating environments makes it quite viable in nature. PHP integrates with the databases like MySQL and others in a great fashion. ASP on the other hand is compatible with Windows only and makes sure that Microsoft oriented databases like MSSQL server would be well integrated with it. For other database platforms it requires to download various libraries and components for integration and workability (Hull, 2002). Performance: PHP is an interpreted language and make sure that the interpreted nature makes it fast for getting the customization done. The memory requirement of the PHP pages is quite optimizable and runs very fast with the greater understanding of the various features. Database connections of PHP are also quite flexible and make sure that all the various database functionality like stability, transactions, replication, triggers and stored procedures are handled quite well (Merrall, 2000). ASP on the other hand is a compiled language and the software glitches are quite often not corrected or take a long time to get it done. The compiled nature makes sure that all the various factors like throughput and response time is quite low for the hosted pages. Its exclusivity with Microsoft windows operating system makes it platform independent with regard to various hosting and access problems. Enhanced capabilities and compatibility: These include file transfer programs and utilities, compression of data, uploading of files, integration of XML an MD5, encryption techniques and email facilities are not included in ASP, even if it does it requires the support of large third party packages installed, which are very easily integrated in PHP. PHP.net (2008) mentions that complex functions like dynamic images, IMAP, SNMP, dynamic flash, PDF, native access to Oracle, Ovrimos, Postgre, Sybase, mSql, MSSQL, Ingres, Interbase and Informix databases, LDAP, and sockets and many others are easily integrated with PHP, however it would create a big problem with its integration with ASP. PHP is compatible with various web servers for its functioning however ASP requires it to be easily integrated with only IIS and PWS as explained by Pires (2005). Conclusion   Although both ASP and PHP are web server end languages for web development, it makes sure that the factors like cost, installation, performance, compatibility issues are economized to its full   extent. PHP offers the best integration of the speed and performance factors and make sure that all the various promises are met for catering to the web development (Zhang, 1999). ASP is most suitable with the Microsoft platform and makes sure that all the features are captured and managed for the various services. References Anstey, Marty (2003). PHP vs ASP. Retrieved 19, February 2008 from http://marty.anstey.ca/programming/php/articles/ Argence d Ricardo (2008). Web Hosting, PHP vs AS.P. Retrieved 18, February 2008 from http://articles.topofhosting.com/web-hosting-php-asp.php DuBois, Paul (2002). MySQL Cookbook. O’Reilly, October 2002. Glass, Michael (2004). Beginning PHP, Apache, MySQL ® Web Development. Wiley Publicizing sons. ISBN: 0-7645-5744-0. Hull, Sean (2002). PHP vs. ASP.NET Redux. Retrieved 18, February 2008 from http://www.oracle.com/technology/pub/columns/hull_php2.html Merrall, Graeme (2000). PHP/MySQL Tutorial PHP.net (2008). See: http://www.php.net/manual/en Pires, Halstatt (2005). ASP vs. PHP. Retrieved 18, February 2008 from http://www.webpronews.com/expertarticles/2005/12/22/asp-vs-php Zhang, Ying (1999). Web Database Step-by-Step Guide.

Human Resource Planning

HR Planning: * The process for ensuring that the HR requirements of an organization are identified and plans are made for satisfying those requirements. * Planning for the personnel needs of an organization based on internal activities and external environment * How many people? What sort of people? Definitions: * HRP determines the human resources required by the organization to achieve its goals. It is â€Å"the process of ensuring that the human resource requirements of an organization are identified and plans are made for satisfying those requirements† – Bulla & Scott. It is the process, â€Å"including forecasting, developing and controlling, by which a firm ensures that it has the right number of people and the right kind of people at the right places at the right time doing the work for which they are economically most useful† – E. B. Geisler. * It is a strategy for the acquisition, utilization, improvement and preservation of the human resources of an enterprise. It is the activity of the management to coordinate the requirements for and the availability of different types of employees.This involves ensuring that the firm has enough of the right kind of people at the right time and also adjusting the requirements to the available supply. Objectives of HR Planning: * To ensure quality and quantity of HR at the right time and the right place * To ensure optimum utilization of human resources * To avoid understaffing and overstaffing Importance: * Reservoir of Talent * Expansion/ Contraction * Cutting costs * Succession Planning MANPOWER PLANNING MAKES FOR DIFFERENT PURPOSES AT DIFFERENT LEVELS: MACRO-LEVEL NATIONAL SECTOR – WISE INDUSTRY – WISE MICRO- LEVEL ORGANISATION LEVELOrganizational Objectives & Policies: * Downsizing / Expansion * Acquisition / Merger / Sell-out * Technology up gradation / Automation * New Markets & New Products * External Vs Internal hiring * Training & Re-training * Union Constraints HRP includes four factors: * Quantity- How many people do we need? * Quality- Which skills, knowledge and abilities do we need? * Space-Where do we need the employees? * Time-When do we need the employees and for how long do we need them? Steps in HRP: * Forecasting future people needs * Forecasting the future availability of people * Drawing up plans to match supply with demandHR Demand Forecast: Process of estimating future quantity and quality of manpower required for an organization. * External factors – competition, laws & regulation, economic climate, changes in technology and social factors. * Internal factors – budget constraints, production levels, new products & services, organizational structure & workforce factors. Forecasting Techniques: * Expert forecasts * Trend Analysis * Workforce Analysis * Workload Analysis * Job Analysis Supply Forecasting: * Internal Supply ( Skill Inventory) * Age, gender, education, experience, training, job assignments, past perfor mance, future potential. External Supply Important barometers of Labor Supply: * Net migration into and out of the area * Education Levels of the workforce * Demographic Changes in the population * Technological developments and shifts * National and regional employment rates * Actions of competing employers * Govt. policies, regulations and measures * Economic forecasts for the next few years * Attractiveness of the area/ industry THE PROCESS OF HUMAN RESOUCE PLANNIG GENERAL OVERVIEW: BUSINESS STRATEGIC PLANS RESOURCING STRATEGY PLANNING DEMAND / SUPPLY FORECASTING MANPOWER TURNOVER ANALYSIS WORK ENVIRONMENT ANALYSIS HUMAN RESOURCE PLANSOPERATIONAL EFFECTIVENESS ANALYSIS RESOURCING RETENTION FLEXIBILITY PRODUCTIVITY WORK ENVIRONMENT THE MANPOWER PLANNING PROCESS–FROM THE ORGANISATIONAL VIEW POINT: COMPANY OBJECTIVES AND STRATEGIC PLANS MARKET FORECASTS PRODUCTION OBJECTIVES / CAPITAL PROCESS FINANCE PLAN MANPOWER ANALYSIS INVENTORY EMPLOYMENT PRODUCTIVITY ORGANISATION MANPO WER FORECASTS (FUTURE SITUATION) OVERALL UNIT BUDGET MANAGEMENT MANPOWER MANPOWER APPROVAL MANPOWERFORECAST FORECAST ESTIMATES TOP MANAGEMENT APPROVAL MANPOWER OBJECTIVES AND POLICIES MANPOWER PLANS AND PROGRAMMES RECRUITMENT & SELECTION, CARER PLANNING, PERFORMANCE MANAGEMENT, TRAINING, RETIREMENT ANALYSIS, REDUNDANCIES etc. Formulating HR Plans: * Recruitment Plans * Redeployment Plans * Redundancy Plans * Training Plan * Productivity Plan * Retention Plan Example of the Basic Human Resources Planning Model: Organizational Objectives Human Resource Requirements Human Resource Programs Feasibility Analysis 1 2 3 4 5 Example of the Basic Human Resource Planning Model: Open new product lineOpen new factory and distribution system Develop staffing for new installation Production workers Supervisors Technical staff Other managers Recruiting and training programs feasible Transfers infeasible because of lack of managers with right skills Recruit skilled workers Develop technical trainin g programs Transfer managers from other facilities Develop new objectives and plans Recruit managers from outside Too costly to hire from outside 1 2 3 4 3 5 Forecasting as a Part of Human Resource Planning: DEMAND FORECASTING SUPPLY FORECASTING Determine organizational objectives Demand forecast for each objective Aggregate demand forecastDoes aggregate supply meet aggregate demand? Go to feasibility analysis steps Choose human resource programs External programs Recruiting External selection Executive exchange Internal programs Promotion Transfer Career planning Training Turnover control Internal supply forecast External supply forecast Aggregate supply forecast No Yes Manpower flow in an organization: Inflow Outflow Job Transfers Job recruits Job Relocations Job Hopping Transfers(out) Retirement VRS Scheme Discharge/ Dismissal Termination of service Resignations HR Pool in the Organization Internal Labor Supply: * Analysis of Manning/ Staffing Tables. Replacement Charts- Present incumbents, potential replacements. * Skills Inventory-education, interests, experience, skills, etc. * Succession Planning. * Turnover Analysis. * Wastage Analysis- Retirements, resignation, deaths, dismissals- Labor turnover Index, Stability Index, etc. Trend Analysis: * Projections-Basing it on Organizational Sales * Workforce Analysis- last 5 years * Workload Analysis * Job Analysis Job Analysis: * A systematic process by which information is collected and analyzed with respect to tasks, duties and responsibilities of the jobs within the organization * Job Analysis: What is to be done? How is it to be done? * Under what conditions is the job to be done? * What skills, knowledge and competencies are required to perform the job? * Job Content: Duties, responsibilities, job demands, machines, tools, equipment, performance standard * Job Context: Physical, organizational ad social context, working conditions, work schedule * Human Requirement: Job related knowledge, skills, educatio n, experience, personal attributes Components of Job Analysis: Job Description: written summary of the content and context of the job * Job Specification: Written statement of the knowledge, skills and abilities and other human requirements Questions in Job Analysis Interviews: * What is your job? * What are the major duties of your job? * What are the responsibilities of your job? * What physical locations do you work in? * Under what environmental conditions do you perform your job? * What are the skills, knowledge and experience requirements of your job? * What are the physical and emotional demands that the job makes on you? * What is the performance standards expected on your job? Human Resource Planning Human Resource (HR) Planning is the practice of determining and analysing the requirement for and supply of workforce in order to achieve the organisation’s goals and objectives, fulfil its mission and reach its vision (Mathis & Jackson, 2000). HR planning predicts forces that will affect the availability and requirement of employees in the future. This process will result in top executives having superior analysis of human resource measurement for its decision making; HR expenditure being decreased due to the fact that management can forecast imbalances prior to them becoming costly; additional time will be available to place skills since requirements are predicted and analysed before staffing is done; excellent opportunities are present to comprise female and ethnic groups in upcoming developments; training of new managers can be improved. The outcomes of these can be calculated and can be used for the evaluation of the accomplishments of HR planning (Mathis & Jackson, 2000). Human resource planning is a course of action that will aim to facilitate the organisation’s plan in recruiting, improvement and training, substitution, cross-functional development and management of programs for benefits and rewards. Subsequently to guarantee in building the best valuable human resource plan, the organisation should analyse the necessity of a strategic business plan, work proficiency plan, workforce planning, training and improvement planning, career development planning and planning for right-sizing (Macaleer & Shannon, 2003). Undeniably because of this analysis in HR planning, it is essential to have a sufficient Human Resource Information System (HRIS). The purpose of this is providing accurate, balance and on time information for the process. Now a computer-based system should provide a form of information about human resources necessary for strategic business decision making. This system reflects the relationship between work requirements, employee’s individual skills and levels of performance. In this instance, the information system serves as simple reflections of reality which will help develop better and effective business decisions which are known results in the codification of knowledge (Liff, 1997). In HR planning, external environmental forces should be considered such as present technology, political climate, economic situation, legal issues, social responsibility and cultural differences. Besides these external considerations are extremely important to HR activities especially, if HR planning is globally implemented. The serious pressures that are involve in a business are scarcity of talents, fast shifting technology, government regulations, environment, health, safety and changes in the market. In this situation, the human resource planning innovations of the company are affected. This will make sure that the organisation has the right work force with the right skills in the right jobs at the right moment. There is no argument that human resource planning should be associated with the strategic goals of the company. Hence, human resource planning is an important factor in managing an organisation competently and successfully. Accordingly, HR planning positively improves organisation performance if the HR plan is strategy-based and human resource is a convincing strategic collaborator (Macaleer & Shannon, 2003). Most parts of the world may be in recession and economies are in disorder will result in worldwide effects on organisations and businesses. Any type of HR planning is presented with a surmountable differences of opinion connected with unpredictable and uncertain times. In this case, if the planning is done by HR professionals who have superior knowledge of magnitude and quality of essential resources needed for revitalization, there is optimism of future positive outcomes. According to Robert A. Simpkins (2009), an organisational adviser and educator, there are two types of plans. One is designed to guarantee ‘business continuity’ in the appearance of manmade or natural catastrophe. Second is a plan that is framed for the ‘uncertainty’ of the business environment. HR planning is the most critical part of the organisation’s strategic plans for the reason that observing and adjusting for environmental changes will make the success of the process. All the drivers of the company’s internal and external environment are altering at an accelerating speed including advancements in technology with respect to hardware, software and connectivity, globalization, shifting of sources and consumers, changing competition, changes in markets, the alteration of demographics, change of population lifestyle, the macro and micro changes in economics and the progressively more bewildering government and international regulations (Simpkins 2009). Businesses have the desire to stay significant in the face of consumers and stakeholders. Mostly, the organisations that maintained their importance have built remarkable HR plans that are continually reviewed and modernized. Regrettably, other businesses build better folders that compose overall strategic human resources plans that are short of any back-up planning, and these stay behind on the shelf gathering dust for years, inappropriate to a present shifting business climate. Finally, Simpkins (2009) concludes that an organisation needs to design a communicable HR plan that is not detailed enough to slow down operation. Since HR professionals are with higher-level of understanding, the group will have the elasticity to adjust what will take place in the future. The solution to a positive result is to keep HR plan flexible (Simpkins, 2009). Human resources issues have been the first among all business issues to affect the outcome of a business organisation. Human resources have risks and these risks are the challenges that resulted from managing your employees, processes and procedures. Therefore by dealing with these risks in HR and finance, one can make positive organisational outcomes. On the other hand, if these issues are not addressed appropriately these possibly will cause major harm to the business (Steffee, 2008). Public personnel management research and practices increasingly focus on creative human resource management (HRM) strategies for recruiting individuals with Information Technology (IT) expertise and retaining employees with institutional knowledge, particularly in light of impending retirements. Some agencies face unique workforce demographic challenges, while others face shifts in missions or technologies. For these reasons, the U. S. Office of Personnel Management relaxed some regulations to allow federal agencies to meet their staffing needs (Mastracci, 2009, p. 19). With regards to staffing needs, workforce planning is the course of action that companies utilize to recognize and deal with the staffing implications of their strategic human resources plans or change of business plans. Workforce planning has a sole objective, to develop a long term perspective within which short term workforce decisions can be achieved efficiently. Staffing strategy is a long term plan that makes sure that availability of employees matches its requirement for employees. Staffing plans illustrate short term plans which an organisation will make in the immediate future to deal with staffing gaps and excesses. By implementing this procedure, the businesses can make certain it has the accurate quantity of people, with the appropriate skill, in position at the right moment. Workforce planning can facilitate the execution of business changes and innovations. The growth in organisations is anticipated overtime during the workforce planning phases. This process is essential in determining the staffing that would be required for growth that will make sure the needed skills will be obtainable to accomplish those development goals. It also allows a business company to construct and implement downsizing plans in the best efficient method. The absence of this strategy makes it hard to identify staffing reductions that have a positive effect on the future of the organisation (Bechet, 2008). Rightsizing or downsizing or organisational decimation is a persistent strategic human resource practice for the last thirty years (Gandolfi, 2008). This refers to the planned removal of big quantity of workforce intended to improve organisational efficiency. In fact, this process is a commonly accepted company solution in times of financial difficulties of the organisation. Although studies show enough indication that rightsizing companies is not generally a successful method of reaching goals of optimum output and maximum profit. However, rightsizing sometimes cannot be avoided; workforce reduction ought to be a management means of last resort rather than first option. For the duration of an economic recession, an organisation should think of all its options and examine the viability and applicability of cost-reduction alternatives before considering rightsizing. In fact predicting a business decline can be very hard, therefore, organisations have the immediate reaction rather than forecasting economic downturns (Gandolfi, 2008). Take the case of IBM, although the company planned to steer clear of downsizing its workforce however, the company declared plans of workforce reduction and by the early 1990’s IBM right sized its organisation by decreasing its employment by 40,000 at that time alone. However, IBM made an effort to become reactive by changing products and attempted to acquire the promptness and responsibility edges of fast reacting manufacturers (Greer, 2001). On the other hand, back in the 1980’s a small number of organisations marked workforce planning and marked as part of their human resource strategy. AT&T and some large oil firms were the models of this. Due to the fact that having a large volume of employees, these organisations called for some forms of workforce planning. AT&T made recognition for its succession planning, evaluation and career advancement programs. Rightsizing and reorganising achieved momentum for this time period. Strategic human resource was beginning to expand and become increasingly strategic because of the fast growing economy and globalisation at the end of the decade (Gubman, 2004). In another case, similar to any big organisations, Eastman Kodak has tried with a variety of human resource planning programs for the past decades. One of the successful programs centred on workforce requirements. HR planning by that time was perceived as a method to make certain that the right number and right kind of employees were at the right position at the right moments. Skills assessments were believed to be the suitable base for HR planning. Similar to any firm, Kodak discovered that there were no general definitions of HR planning. The company realised that they ‘borrowed, adapted, discovered and created’ their way to an approach to HR planning that was aligned to the market situation at that time and be reactive to its changes (Bennet & Brush, 2007). We have developed a framework and process for thinking about and doing HR planning, which I’ve labelled: â€Å"HR planning in â€Å"3D. † The three dimensional environment at Eastman Kodak – diversity, decentralisation, and dynamism – has significantly affected the character and objectives of the HR planning process (Bennet & Brush, 2007, p. 46). In this concept, the human resource function at Eastman Kodak Company was restricted with the goals on magnifying the strategic dimensions of human resource management. In this situation, HR is reshaped as a foundation of market competitive edge and new HR planning procedures were built to strengthen this edge. In the 1990’s, the implementation of this procedures required new HR abilities. The company’s made efforts to utilize HR planning to create a tougher and more aggressive corporation (Bennet & Brush, 2007). We have found several key integrative elements which, from an HR standpoint, seem to make sense in a â€Å"3D† environment. These elements are: corporate management themes; HR planning processes; and HR competencies. Working together, in an ensemble of influence and activity, these elements help to create, sustains, and reinforces strategic business unity (Bennet & Brush, 2007, pp. 48-49). Corporate management themes facilitate in building a focus for a united business environment to achieve its objectives. As of HR planning processes, planning is staged at the corporate and business points. In this process, Eastman Kodak Company is creating efficient HR staff and on this level, this will make the company’s HR planning a ‘competitive weapon in our business arsenal’ (Bennet & Brush, 2007). In the belief that the existing process of uniting and sharpening the corporation’s HR goals will result in considerable outcomes over the decades by concentrating our efforts and finances and giving to the corporation’s evolution. In HR competencies, HR planning is designed to support the Kodak Company by developing its ability to face the future and having the objective for improvement of Corporate Relations. An efficient production HR team, a competent HR planning process and the corporate themes put together will create unity of goals and objectives and create production’s capability to implement strategy. On the whole, the Kodak Company started to distinguish the advancement and positive results as the outcome of knowledge acquired on this process. As Kodak Company has started to achieve its goals, there is an opportunity for transformation of HR functions. The corporation anticipate that successful HR planning, in a ‘3D environment’, will be Kodak’s ‘vehicle for landing safely in the 21’st century’ (Boroski, 1990). The point of view on the Annual HR Strategic Planning Process of Corning Incorporated is that the HR staff employs to make HR investments and services the main concern in support with business needs. Overtime, this procedure has contributions from Human Capital Planning process, HR objectives and other organisation innovations. To efficiently attached HR strategy with business strategy a Human Capital Planning process was created in Corning Incorporated. The outcome gave managers tools and skills for ability development and gave HR a method of determining requirements over the organisation. To allow the determination of the skill that will affect the positive outcome of business strategy, HR planning should find out the quantity of employees needed and determine talent gaps. Incorporating both the workforce planning and operating plan process have facilitated to create a more aligned global HR function for Corning Incorporated. Important components of a good HR planning process are composed of different methods for collecting information; corporate strategy input from top executives; direction from top managers and business participation from each business facilitated by HR function. Furthermore, placement of the HR planning process with the business strategy procedures enhances HR’s capacity to support the functions it presents with the requirements for its market Bennet & Brush, 2007). In the early 1990’s, in order to meet Colgate-Palmolive Company’s objective of ‘becoming the best truly global consumer products company’ (Khanna & Randolph, n. d. ) it human resources made the building of its human resources strategy. The corporation is continually dedicated to developing the human resources for sustainable competitive edge in the global market. The HR strategy team was grouped into Geographic Excellence, Category Excellence and Functional Excellence. The Global Human Resources Business Plans is nothing until it is put into action. Colgate should consider consumer’s needs in order to accomplish the innovations of HR planning. HR plays an important part to assist Colgate employees to continually improve. HR makes an effort with management to build training, career planning, performance development, communications and reward systems. The process will make sure that Colgate employees have the chance for advancement, empowerment and continually improve its abilities (Smith, Boroski & Davis, 1992). On other respects, the organisation that is considering outsourcing, HR planning staff should be active partners of workforce planning processes. In the present economic situation, active human resource planning processes integrating flexible workforce preparations are adapted to a much greater degree. Outsourcing is not only part of workforce planning besides it is also a tool in human resource planning. HR planners should be part of the organisational change: evaluation, contract negotiation, transition and stabilisation as these control decisions of the process. HR planning should have the control of the decisions and as the effect of its absence of this practices may result in failures (Khanna & Randolph, 2005). The social responsibility of business encompasses the economic, legal, ethical and discretionary expectations that society has of organisations at a given point in time. The social responsibilities of a business include to produce goods or services, to make a profit, to obey the laws and regulations, to act ethically, to consider the public good in every decision that is made and to place ethics above personal gains. To be socially responsible a person or business must consider all aspects of society when making a decision. (Clark & Seward, 2000, p. 2) In human resource planning the process should incorporate the highest level of social responsibility. As Milton Friedman maintains that a business organisation has no social responsibilities other than to get the highest possible profits (Ramlall, 2009). In spite of this belief, now there is a general awareness among business organisations that sustainable achievement and stockholders share value cannot be materialised by maximising pr oduction but rather by having social responsible attitude (Ramlall, 2009). In another case, human resource should consider employee participation for good governance and corporate social responsibility. As an evidence of its importance is that, it is the basis as a legal tool in composing international institutions to regulate global corporations. In spite of this, business corporations make a general view in making HR procedures regarding the implementation of corporate social responsibility policies and personal views on employee relations that will affect the overall view of labour relations (Daugareilh, 2008). For multinational corporations like Enron, WorldCom and Citigroup, ethics are the most important aspect as an organisation. Everyday all kinds of organisations have to face some kind of moral issue that has the making of a scandal that sometimes will end up in the multimedia business sections. In today’s era, it is a challenge to confront moral dilemmas such as workforce retention, attracting people, promotion, pay, sexual harassment and other HR practices. How a business corporation will respond to these moral issues will affect organisational environment and will also incite legal actions and will result a negative perception from investors and consumers. Human resource planning practises call for not only reaching organisational objectives besides it will also institute and sustain these processes around ethical grounds (Kubal, Baker & Coleman, 2006). HR staff should have the foresight and the character to incorporate in its practises the various value systems in a business corporation. Although this is not just idealism, global competitions compel HR orientation to focus on profit. HR planning practices must consider decisions that are driven by the business or driven for the business. HR should lead as the guardians of the organisation’s strategic ability. Likewise HR practises must also be the guardians of the whole organisation’s ethical and moral integrity (Wright & Snell, 2005). Unquestionably, in having human resource management program it must recognize laws and regulations in dealing with its people. This will make the legal environment of human resources. Due to the fact that this is a complicated aspect of the organisation, this increasingly involves Human Resource Management. Persistent labour laws must be taken into consideration in overall Human Resource Planning formulation because in practising legal compliance is usually the source of strategic edge in the human resource management point of view (Greer, 2001). Human resource management policies and practices are designed to decide employee’s disagreements and make workplace justice. Similarly, an ethical decision to arrive at a solution to this dilemma is the innate character of human resource management practices and has brought about changes to Australian labour laws. Human Resource management role as a ‘strategic partner’ and also the one who will look after employees’ welfare cannot be seen as a neutral overseer of workplace disputes. That is why a development of a code of ethics should be considered when creating human resources planning processes (Van Gramberg &Teicher, 2006). Take the case in workforce resizing under human resource planning processes, there are legal implications in this situation. With regards to employing and terminating people in an organisation, there is training involved that covers different fair employment and antidiscrimination laws. A typical case in this matter was the case of United Steelworkers of America v. Weber (1979). Brian Weber sued Kaiser Aluminum and his union for racial discrimination (Clardy, 2003). On the whole, Human Resource (HR) planning is the process of combining human resource procedural plans with strategic business plans. HR planning is integrated along the whole of the business planning process. After identifying business goals and objectives, HR planning practices deal with building the workforce, capabilities and management needed to implement the strategic plans. HR planning is created to make sure that the organisation has the important ability to compete in the business world considering the unpredictability of today’s economy. External environment considerations such as economic, social, legal, cultural, political, ethics and technology should be taken into account since this will influence HR planning. The concept of HR planning of Eastman Kodak, Corning and Colgate Palmolive is to develop organisational capability that both will facilitate the innovation of human resource management strategy and integrating this with the companies’ business strategy. Human Resource Planning HR Planning: * The process for ensuring that the HR requirements of an organization are identified and plans are made for satisfying those requirements. * Planning for the personnel needs of an organization based on internal activities and external environment * How many people? What sort of people? Definitions: * HRP determines the human resources required by the organization to achieve its goals. It is â€Å"the process of ensuring that the human resource requirements of an organization are identified and plans are made for satisfying those requirements† – Bulla & Scott. It is the process, â€Å"including forecasting, developing and controlling, by which a firm ensures that it has the right number of people and the right kind of people at the right places at the right time doing the work for which they are economically most useful† – E. B. Geisler. * It is a strategy for the acquisition, utilization, improvement and preservation of the human resources of an enterprise. It is the activity of the management to coordinate the requirements for and the availability of different types of employees.This involves ensuring that the firm has enough of the right kind of people at the right time and also adjusting the requirements to the available supply. Objectives of HR Planning: * To ensure quality and quantity of HR at the right time and the right place * To ensure optimum utilization of human resources * To avoid understaffing and overstaffing Importance: * Reservoir of Talent * Expansion/ Contraction * Cutting costs * Succession Planning MANPOWER PLANNING MAKES FOR DIFFERENT PURPOSES AT DIFFERENT LEVELS: MACRO-LEVEL NATIONAL SECTOR – WISE INDUSTRY – WISE MICRO- LEVEL ORGANISATION LEVELOrganizational Objectives & Policies: * Downsizing / Expansion * Acquisition / Merger / Sell-out * Technology up gradation / Automation * New Markets & New Products * External Vs Internal hiring * Training & Re-training * Union Constraints HRP includes four factors: * Quantity- How many people do we need? * Quality- Which skills, knowledge and abilities do we need? * Space-Where do we need the employees? * Time-When do we need the employees and for how long do we need them? Steps in HRP: * Forecasting future people needs * Forecasting the future availability of people * Drawing up plans to match supply with demandHR Demand Forecast: Process of estimating future quantity and quality of manpower required for an organization. * External factors – competition, laws & regulation, economic climate, changes in technology and social factors. * Internal factors – budget constraints, production levels, new products & services, organizational structure & workforce factors. Forecasting Techniques: * Expert forecasts * Trend Analysis * Workforce Analysis * Workload Analysis * Job Analysis Supply Forecasting: * Internal Supply ( Skill Inventory) * Age, gender, education, experience, training, job assignments, past perfor mance, future potential. External Supply Important barometers of Labor Supply: * Net migration into and out of the area * Education Levels of the workforce * Demographic Changes in the population * Technological developments and shifts * National and regional employment rates * Actions of competing employers * Govt. policies, regulations and measures * Economic forecasts for the next few years * Attractiveness of the area/ industry THE PROCESS OF HUMAN RESOUCE PLANNIG GENERAL OVERVIEW: BUSINESS STRATEGIC PLANS RESOURCING STRATEGY PLANNING DEMAND / SUPPLY FORECASTING MANPOWER TURNOVER ANALYSIS WORK ENVIRONMENT ANALYSIS HUMAN RESOURCE PLANSOPERATIONAL EFFECTIVENESS ANALYSIS RESOURCING RETENTION FLEXIBILITY PRODUCTIVITY WORK ENVIRONMENT THE MANPOWER PLANNING PROCESS–FROM THE ORGANISATIONAL VIEW POINT: COMPANY OBJECTIVES AND STRATEGIC PLANS MARKET FORECASTS PRODUCTION OBJECTIVES / CAPITAL PROCESS FINANCE PLAN MANPOWER ANALYSIS INVENTORY EMPLOYMENT PRODUCTIVITY ORGANISATION MANPO WER FORECASTS (FUTURE SITUATION) OVERALL UNIT BUDGET MANAGEMENT MANPOWER MANPOWER APPROVAL MANPOWERFORECAST FORECAST ESTIMATES TOP MANAGEMENT APPROVAL MANPOWER OBJECTIVES AND POLICIES MANPOWER PLANS AND PROGRAMMES RECRUITMENT & SELECTION, CARER PLANNING, PERFORMANCE MANAGEMENT, TRAINING, RETIREMENT ANALYSIS, REDUNDANCIES etc. Formulating HR Plans: * Recruitment Plans * Redeployment Plans * Redundancy Plans * Training Plan * Productivity Plan * Retention Plan Example of the Basic Human Resources Planning Model: Organizational Objectives Human Resource Requirements Human Resource Programs Feasibility Analysis 1 2 3 4 5 Example of the Basic Human Resource Planning Model: Open new product lineOpen new factory and distribution system Develop staffing for new installation Production workers Supervisors Technical staff Other managers Recruiting and training programs feasible Transfers infeasible because of lack of managers with right skills Recruit skilled workers Develop technical trainin g programs Transfer managers from other facilities Develop new objectives and plans Recruit managers from outside Too costly to hire from outside 1 2 3 4 3 5 Forecasting as a Part of Human Resource Planning: DEMAND FORECASTING SUPPLY FORECASTING Determine organizational objectives Demand forecast for each objective Aggregate demand forecastDoes aggregate supply meet aggregate demand? Go to feasibility analysis steps Choose human resource programs External programs Recruiting External selection Executive exchange Internal programs Promotion Transfer Career planning Training Turnover control Internal supply forecast External supply forecast Aggregate supply forecast No Yes Manpower flow in an organization: Inflow Outflow Job Transfers Job recruits Job Relocations Job Hopping Transfers(out) Retirement VRS Scheme Discharge/ Dismissal Termination of service Resignations HR Pool in the Organization Internal Labor Supply: * Analysis of Manning/ Staffing Tables. Replacement Charts- Present incumbents, potential replacements. * Skills Inventory-education, interests, experience, skills, etc. * Succession Planning. * Turnover Analysis. * Wastage Analysis- Retirements, resignation, deaths, dismissals- Labor turnover Index, Stability Index, etc. Trend Analysis: * Projections-Basing it on Organizational Sales * Workforce Analysis- last 5 years * Workload Analysis * Job Analysis Job Analysis: * A systematic process by which information is collected and analyzed with respect to tasks, duties and responsibilities of the jobs within the organization * Job Analysis: What is to be done? How is it to be done? * Under what conditions is the job to be done? * What skills, knowledge and competencies are required to perform the job? * Job Content: Duties, responsibilities, job demands, machines, tools, equipment, performance standard * Job Context: Physical, organizational ad social context, working conditions, work schedule * Human Requirement: Job related knowledge, skills, educatio n, experience, personal attributes Components of Job Analysis: Job Description: written summary of the content and context of the job * Job Specification: Written statement of the knowledge, skills and abilities and other human requirements Questions in Job Analysis Interviews: * What is your job? * What are the major duties of your job? * What are the responsibilities of your job? * What physical locations do you work in? * Under what environmental conditions do you perform your job? * What are the skills, knowledge and experience requirements of your job? * What are the physical and emotional demands that the job makes on you? * What is the performance standards expected on your job? Human Resource Planning Human Resource (HR) Planning is the practice of determining and analysing the requirement for and supply of workforce in order to achieve the organisation’s goals and objectives, fulfil its mission and reach its vision (Mathis & Jackson, 2000). HR planning predicts forces that will affect the availability and requirement of employees in the future. This process will result in top executives having superior analysis of human resource measurement for its decision making; HR expenditure being decreased due to the fact that management can forecast imbalances prior to them becoming costly; additional time will be available to place skills since requirements are predicted and analysed before staffing is done; excellent opportunities are present to comprise female and ethnic groups in upcoming developments; training of new managers can be improved. The outcomes of these can be calculated and can be used for the evaluation of the accomplishments of HR planning (Mathis & Jackson, 2000). Human resource planning is a course of action that will aim to facilitate the organisation’s plan in recruiting, improvement and training, substitution, cross-functional development and management of programs for benefits and rewards. Subsequently to guarantee in building the best valuable human resource plan, the organisation should analyse the necessity of a strategic business plan, work proficiency plan, workforce planning, training and improvement planning, career development planning and planning for right-sizing (Macaleer & Shannon, 2003). Undeniably because of this analysis in HR planning, it is essential to have a sufficient Human Resource Information System (HRIS). The purpose of this is providing accurate, balance and on time information for the process. Now a computer-based system should provide a form of information about human resources necessary for strategic business decision making. This system reflects the relationship between work requirements, employee’s individual skills and levels of performance. In this instance, the information system serves as simple reflections of reality which will help develop better and effective business decisions which are known results in the codification of knowledge (Liff, 1997). In HR planning, external environmental forces should be considered such as present technology, political climate, economic situation, legal issues, social responsibility and cultural differences. Besides these external considerations are extremely important to HR activities especially, if HR planning is globally implemented. The serious pressures that are involve in a business are scarcity of talents, fast shifting technology, government regulations, environment, health, safety and changes in the market. In this situation, the human resource planning innovations of the company are affected. This will make sure that the organisation has the right work force with the right skills in the right jobs at the right moment. There is no argument that human resource planning should be associated with the strategic goals of the company. Hence, human resource planning is an important factor in managing an organisation competently and successfully. Accordingly, HR planning positively improves organisation performance if the HR plan is strategy-based and human resource is a convincing strategic collaborator (Macaleer & Shannon, 2003). Most parts of the world may be in recession and economies are in disorder will result in worldwide effects on organisations and businesses. Any type of HR planning is presented with a surmountable differences of opinion connected with unpredictable and uncertain times. In this case, if the planning is done by HR professionals who have superior knowledge of magnitude and quality of essential resources needed for revitalization, there is optimism of future positive outcomes. According to Robert A. Simpkins (2009), an organisational adviser and educator, there are two types of plans. One is designed to guarantee ‘business continuity’ in the appearance of manmade or natural catastrophe. Second is a plan that is framed for the ‘uncertainty’ of the business environment. HR planning is the most critical part of the organisation’s strategic plans for the reason that observing and adjusting for environmental changes will make the success of the process. All the drivers of the company’s internal and external environment are altering at an accelerating speed including advancements in technology with respect to hardware, software and connectivity, globalization, shifting of sources and consumers, changing competition, changes in markets, the alteration of demographics, change of population lifestyle, the macro and micro changes in economics and the progressively more bewildering government and international regulations (Simpkins 2009). Businesses have the desire to stay significant in the face of consumers and stakeholders. Mostly, the organisations that maintained their importance have built remarkable HR plans that are continually reviewed and modernized. Regrettably, other businesses build better folders that compose overall strategic human resources plans that are short of any back-up planning, and these stay behind on the shelf gathering dust for years, inappropriate to a present shifting business climate. Finally, Simpkins (2009) concludes that an organisation needs to design a communicable HR plan that is not detailed enough to slow down operation. Since HR professionals are with higher-level of understanding, the group will have the elasticity to adjust what will take place in the future. The solution to a positive result is to keep HR plan flexible (Simpkins, 2009). Human resources issues have been the first among all business issues to affect the outcome of a business organisation. Human resources have risks and these risks are the challenges that resulted from managing your employees, processes and procedures. Therefore by dealing with these risks in HR and finance, one can make positive organisational outcomes. On the other hand, if these issues are not addressed appropriately these possibly will cause major harm to the business (Steffee, 2008). Public personnel management research and practices increasingly focus on creative human resource management (HRM) strategies for recruiting individuals with Information Technology (IT) expertise and retaining employees with institutional knowledge, particularly in light of impending retirements. Some agencies face unique workforce demographic challenges, while others face shifts in missions or technologies. For these reasons, the U. S. Office of Personnel Management relaxed some regulations to allow federal agencies to meet their staffing needs (Mastracci, 2009, p. 19). With regards to staffing needs, workforce planning is the course of action that companies utilize to recognize and deal with the staffing implications of their strategic human resources plans or change of business plans. Workforce planning has a sole objective, to develop a long term perspective within which short term workforce decisions can be achieved efficiently. Staffing strategy is a long term plan that makes sure that availability of employees matches its requirement for employees. Staffing plans illustrate short term plans which an organisation will make in the immediate future to deal with staffing gaps and excesses. By implementing this procedure, the businesses can make certain it has the accurate quantity of people, with the appropriate skill, in position at the right moment. Workforce planning can facilitate the execution of business changes and innovations. The growth in organisations is anticipated overtime during the workforce planning phases. This process is essential in determining the staffing that would be required for growth that will make sure the needed skills will be obtainable to accomplish those development goals. It also allows a business company to construct and implement downsizing plans in the best efficient method. The absence of this strategy makes it hard to identify staffing reductions that have a positive effect on the future of the organisation (Bechet, 2008). Rightsizing or downsizing or organisational decimation is a persistent strategic human resource practice for the last thirty years (Gandolfi, 2008). This refers to the planned removal of big quantity of workforce intended to improve organisational efficiency. In fact, this process is a commonly accepted company solution in times of financial difficulties of the organisation. Although studies show enough indication that rightsizing companies is not generally a successful method of reaching goals of optimum output and maximum profit. However, rightsizing sometimes cannot be avoided; workforce reduction ought to be a management means of last resort rather than first option. For the duration of an economic recession, an organisation should think of all its options and examine the viability and applicability of cost-reduction alternatives before considering rightsizing. In fact predicting a business decline can be very hard, therefore, organisations have the immediate reaction rather than forecasting economic downturns (Gandolfi, 2008). Take the case of IBM, although the company planned to steer clear of downsizing its workforce however, the company declared plans of workforce reduction and by the early 1990’s IBM right sized its organisation by decreasing its employment by 40,000 at that time alone. However, IBM made an effort to become reactive by changing products and attempted to acquire the promptness and responsibility edges of fast reacting manufacturers (Greer, 2001). On the other hand, back in the 1980’s a small number of organisations marked workforce planning and marked as part of their human resource strategy. AT&T and some large oil firms were the models of this. Due to the fact that having a large volume of employees, these organisations called for some forms of workforce planning. AT&T made recognition for its succession planning, evaluation and career advancement programs. Rightsizing and reorganising achieved momentum for this time period. Strategic human resource was beginning to expand and become increasingly strategic because of the fast growing economy and globalisation at the end of the decade (Gubman, 2004). In another case, similar to any big organisations, Eastman Kodak has tried with a variety of human resource planning programs for the past decades. One of the successful programs centred on workforce requirements. HR planning by that time was perceived as a method to make certain that the right number and right kind of employees were at the right position at the right moments. Skills assessments were believed to be the suitable base for HR planning. Similar to any firm, Kodak discovered that there were no general definitions of HR planning. The company realised that they ‘borrowed, adapted, discovered and created’ their way to an approach to HR planning that was aligned to the market situation at that time and be reactive to its changes (Bennet & Brush, 2007). We have developed a framework and process for thinking about and doing HR planning, which I’ve labelled: â€Å"HR planning in â€Å"3D. † The three dimensional environment at Eastman Kodak – diversity, decentralisation, and dynamism – has significantly affected the character and objectives of the HR planning process (Bennet & Brush, 2007, p. 46). In this concept, the human resource function at Eastman Kodak Company was restricted with the goals on magnifying the strategic dimensions of human resource management. In this situation, HR is reshaped as a foundation of market competitive edge and new HR planning procedures were built to strengthen this edge. In the 1990’s, the implementation of this procedures required new HR abilities. The company’s made efforts to utilize HR planning to create a tougher and more aggressive corporation (Bennet & Brush, 2007). We have found several key integrative elements which, from an HR standpoint, seem to make sense in a â€Å"3D† environment. These elements are: corporate management themes; HR planning processes; and HR competencies. Working together, in an ensemble of influence and activity, these elements help to create, sustains, and reinforces strategic business unity (Bennet & Brush, 2007, pp. 48-49). Corporate management themes facilitate in building a focus for a united business environment to achieve its objectives. As of HR planning processes, planning is staged at the corporate and business points. In this process, Eastman Kodak Company is creating efficient HR staff and on this level, this will make the company’s HR planning a ‘competitive weapon in our business arsenal’ (Bennet & Brush, 2007). In the belief that the existing process of uniting and sharpening the corporation’s HR goals will result in considerable outcomes over the decades by concentrating our efforts and finances and giving to the corporation’s evolution. In HR competencies, HR planning is designed to support the Kodak Company by developing its ability to face the future and having the objective for improvement of Corporate Relations. An efficient production HR team, a competent HR planning process and the corporate themes put together will create unity of goals and objectives and create production’s capability to implement strategy. On the whole, the Kodak Company started to distinguish the advancement and positive results as the outcome of knowledge acquired on this process. As Kodak Company has started to achieve its goals, there is an opportunity for transformation of HR functions. The corporation anticipate that successful HR planning, in a ‘3D environment’, will be Kodak’s ‘vehicle for landing safely in the 21’st century’ (Boroski, 1990). The point of view on the Annual HR Strategic Planning Process of Corning Incorporated is that the HR staff employs to make HR investments and services the main concern in support with business needs. Overtime, this procedure has contributions from Human Capital Planning process, HR objectives and other organisation innovations. To efficiently attached HR strategy with business strategy a Human Capital Planning process was created in Corning Incorporated. The outcome gave managers tools and skills for ability development and gave HR a method of determining requirements over the organisation. To allow the determination of the skill that will affect the positive outcome of business strategy, HR planning should find out the quantity of employees needed and determine talent gaps. Incorporating both the workforce planning and operating plan process have facilitated to create a more aligned global HR function for Corning Incorporated. Important components of a good HR planning process are composed of different methods for collecting information; corporate strategy input from top executives; direction from top managers and business participation from each business facilitated by HR function. Furthermore, placement of the HR planning process with the business strategy procedures enhances HR’s capacity to support the functions it presents with the requirements for its market Bennet & Brush, 2007). In the early 1990’s, in order to meet Colgate-Palmolive Company’s objective of ‘becoming the best truly global consumer products company’ (Khanna & Randolph, n. d. ) it human resources made the building of its human resources strategy. The corporation is continually dedicated to developing the human resources for sustainable competitive edge in the global market. The HR strategy team was grouped into Geographic Excellence, Category Excellence and Functional Excellence. The Global Human Resources Business Plans is nothing until it is put into action. Colgate should consider consumer’s needs in order to accomplish the innovations of HR planning. HR plays an important part to assist Colgate employees to continually improve. HR makes an effort with management to build training, career planning, performance development, communications and reward systems. The process will make sure that Colgate employees have the chance for advancement, empowerment and continually improve its abilities (Smith, Boroski & Davis, 1992). On other respects, the organisation that is considering outsourcing, HR planning staff should be active partners of workforce planning processes. In the present economic situation, active human resource planning processes integrating flexible workforce preparations are adapted to a much greater degree. Outsourcing is not only part of workforce planning besides it is also a tool in human resource planning. HR planners should be part of the organisational change: evaluation, contract negotiation, transition and stabilisation as these control decisions of the process. HR planning should have the control of the decisions and as the effect of its absence of this practices may result in failures (Khanna & Randolph, 2005). The social responsibility of business encompasses the economic, legal, ethical and discretionary expectations that society has of organisations at a given point in time. The social responsibilities of a business include to produce goods or services, to make a profit, to obey the laws and regulations, to act ethically, to consider the public good in every decision that is made and to place ethics above personal gains. To be socially responsible a person or business must consider all aspects of society when making a decision. (Clark & Seward, 2000, p. 2) In human resource planning the process should incorporate the highest level of social responsibility. As Milton Friedman maintains that a business organisation has no social responsibilities other than to get the highest possible profits (Ramlall, 2009). In spite of this belief, now there is a general awareness among business organisations that sustainable achievement and stockholders share value cannot be materialised by maximising pr oduction but rather by having social responsible attitude (Ramlall, 2009). In another case, human resource should consider employee participation for good governance and corporate social responsibility. As an evidence of its importance is that, it is the basis as a legal tool in composing international institutions to regulate global corporations. In spite of this, business corporations make a general view in making HR procedures regarding the implementation of corporate social responsibility policies and personal views on employee relations that will affect the overall view of labour relations (Daugareilh, 2008). For multinational corporations like Enron, WorldCom and Citigroup, ethics are the most important aspect as an organisation. Everyday all kinds of organisations have to face some kind of moral issue that has the making of a scandal that sometimes will end up in the multimedia business sections. In today’s era, it is a challenge to confront moral dilemmas such as workforce retention, attracting people, promotion, pay, sexual harassment and other HR practices. How a business corporation will respond to these moral issues will affect organisational environment and will also incite legal actions and will result a negative perception from investors and consumers. Human resource planning practises call for not only reaching organisational objectives besides it will also institute and sustain these processes around ethical grounds (Kubal, Baker & Coleman, 2006). HR staff should have the foresight and the character to incorporate in its practises the various value systems in a business corporation. Although this is not just idealism, global competitions compel HR orientation to focus on profit. HR planning practices must consider decisions that are driven by the business or driven for the business. HR should lead as the guardians of the organisation’s strategic ability. Likewise HR practises must also be the guardians of the whole organisation’s ethical and moral integrity (Wright & Snell, 2005). Unquestionably, in having human resource management program it must recognize laws and regulations in dealing with its people. This will make the legal environment of human resources. Due to the fact that this is a complicated aspect of the organisation, this increasingly involves Human Resource Management. Persistent labour laws must be taken into consideration in overall Human Resource Planning formulation because in practising legal compliance is usually the source of strategic edge in the human resource management point of view (Greer, 2001). Human resource management policies and practices are designed to decide employee’s disagreements and make workplace justice. Similarly, an ethical decision to arrive at a solution to this dilemma is the innate character of human resource management practices and has brought about changes to Australian labour laws. Human Resource management role as a ‘strategic partner’ and also the one who will look after employees’ welfare cannot be seen as a neutral overseer of workplace disputes. That is why a development of a code of ethics should be considered when creating human resources planning processes (Van Gramberg &Teicher, 2006). Take the case in workforce resizing under human resource planning processes, there are legal implications in this situation. With regards to employing and terminating people in an organisation, there is training involved that covers different fair employment and antidiscrimination laws. A typical case in this matter was the case of United Steelworkers of America v. Weber (1979). Brian Weber sued Kaiser Aluminum and his union for racial discrimination (Clardy, 2003). On the whole, Human Resource (HR) planning is the process of combining human resource procedural plans with strategic business plans. HR planning is integrated along the whole of the business planning process. After identifying business goals and objectives, HR planning practices deal with building the workforce, capabilities and management needed to implement the strategic plans. HR planning is created to make sure that the organisation has the important ability to compete in the business world considering the unpredictability of today’s economy. External environment considerations such as economic, social, legal, cultural, political, ethics and technology should be taken into account since this will influence HR planning. The concept of HR planning of Eastman Kodak, Corning and Colgate Palmolive is to develop organisational capability that both will facilitate the innovation of human resource management strategy and integrating this with the companies’ business strategy.