Internet Censorship Essay - America Needs Censorship of Cyberspace

America Needs Censorship of Cyberspace      Ã‚  Ã‚   In June of 1998 the country was horrified to learn of the death of James Byrd Jr. He was a 49-year-old black man who had been found horribly mutilated after being dragged to death. Authorities have charged three men with murder and violation of civil rights ("A Fatal Ride in the Night" 33). Obviously, if convicted, these men are guilty of a horrible crime, but what if this crime had been committed after viewing a racist website? If a person reads an emotionally charged, hate-filled website and then commits an act of violence, can the creator and owner of the website also be found guilty?    No laws have yet been established to censor material in cyberspace. The Communications Decency Amendment, which sought to ban pornography and other offensive material on the web, was struck down in Congress last year. The Internet has exploded in the past decade. It is everywhere and millions of people have access to it, through work, school, and home. As the Internet becomes a part of daily life for more and more people, laws need to be made to banning pornographic, racist, and other offending websites, to protect citizens from the threats these websites pose. Although some may see this as an infringement of their First Amendment rights, it is important for us as a society to reject these ideas and ban these websites.    Many lawmakers want to establish laws to control what is available on the Internet. Their number one reason is the availability of everything on the Internet to children. Even though parental controls, software that blocks offensive sites to children, are available many parents fail to use them. Senator J. James Exon, who proposed the amendme... ...Victor J. Vitanza. Allyn and Bacon, 1996. 157-159.    Russell, Diana E. H. "Pornography Causes Harm to Women." Women, Men, Gender. Mary Roth Walsh. Yale University Press, 1997. 158-168.    Stamper, Chris. ".XXX Marks the Porn Site." ABCnews.com. July 17, 1998. <http://archive.abcnews.com/sections/tech/DailyNews/dotxxx970715.html>    Thomas, Pierce. "Judge Delays Internet Porn Restrictions." CNNinteractive. Nov. 19, 1998. <http://cnn.com/TECH/computing/9811/19/internet.decency.02/index.html>    Von Boven, Sarah and Anne Belli Gesalman. "A Fatal Ride in the Night." Newsweek. 22 June, 1998: 33.    Walsh, Mary Roth. Women. Men, Gender. Yale University Press, 1997.    Wayne, Stephen J., G. Calvin MacKenzie, David M. O'Brien, Richard L. Cole. The Politics of American Government. St. Martin's Press, Inc. 1997.   

Mgmt 1

Project Charter Template GenRays HRIS System Project Charter GenRays 3/1/2012 Table of Contents Project Title Purpose Description Objective Success Criteria or Expected Benefits Funding Major Deliverables Acceptance Criteria Milestone Schedule Approval Requirements Project Manager Authorized by Project Title GenRays HRIS System Purpose Based upon stakeholder interviews the purpose for the HRIS system is to improve productivity, improve communication with potential employees, improve recruitment of qualified candidates, improve payroll efficiency processes, and improve overall Human Resource processes.Description The HRIS project will provide a significant boost to the overall human resources and payroll processes. By providing an automated online system for applications, potential candidates for positions may easily monitor the application process. In addition to this benefit, the updated employee database could be used to automatically fill out electronic forms and allow integration of multiple enhancements such as a leave system, employee training management, data reporting capabilities and employee monitored career paths. ObjectiveWe will work with the Information Technology, Human Resources, and Payroll departments to determine the best product that meets the needs of all units involved. By reviewing the available solutions and determining the overall expectations of the company as a whole, we may select a solution that provides for the expectations of those units. After the selection process we will work with the same units to configure the HRIS solution specifically for GenRays and the track the outcomes of the implementation. Success Criteria or Expected BenefitsImplementation of the HRIS System will address the following expectations:  ·Provide a career track for existing employees  ·Increase payroll process efficiency and productivity  ·Provide an online application solution with tracking capability  ·Provide more transparency in hiring  ·Pro vide enhanced review of job applicant credentials  ·Process payroll automatically  ·Process expense reports automatically  ·Enhance recruiting capabilities  ·Improve productivity in relation to electronic forms  ·Reduction of data entry error for payroll Provide a standard performance review system while reducing paperwork  ·Integrate performance reviews with a standard compensation schedule  ·Provide a standard position control system  ·Integrate performance reviews with training to evaluate training outcomes  ·Provide a leave management system  ·Provide an enhanced employee communication system  ·Reduce overall number of database systems managed Funding The funding for the HRIS project should be address by the VP of Finance. Generally, because the project supports that area most directly, the project ost should be assumed by that unit. It is possible that the CEO may be willing to fully fund the project due to his interest level. It is also possible that the project may be jointly funded with several units providing funding for their area of interest. For example, the HR unit may elect to absorb the cost of the HRIS system software license and associated internal personnel required for the project. Moreover, the IT unit may absorb the cost of the database migration and any human capital associated with the migration. Major Deliverables  ·Selection of HRIS Software Development of forecasted and estimated budget  ·Implementation of HRIS Software into test environment  ·Implementation of career tracking configuration  ·Implementation of payroll automation  ·Implementation of online applications  ·Implementation of performance review system  ·Implementation of employee communication system  ·Implementation of data analysis and reporting capabilities  ·Implementation of HRIS Software in production environment  ·Migration of existing data into database Acceptance Criteria  ·Selection of HRIS Software oReview of proposals and features of software.Selection by project stakeholders including CEO, VP Finance, VP Marketing, IT Director, HR Director, VP Manufacturing and Plant Managers.  ·Development of forecasted and estimated budget oReview of proposals, human capital and budget allotments for procurement. Involving project stakeholders including CEO, VP Finance, VP Marketing, IT Director, HR Director, VP Manufacturing and Plant Managers.  ·Implementation of HRIS Software into test environment oImplementation of Software by solution provider and IT unit.  ·Implementation of career tracking configuration Configuration, training and testing by HR and IT.  ·Implementation of payroll automation oConfiguration, training and testing by Accounting (payroll) and IT.  ·Implementation of online applications oConfiguration, training and testing by HR, Marketing and IT.  ·Implementation of performance review system oConfiguration, training and testing by HR and IT.  ·Implementation of employee commun ication system oConfiguration, training and testing by HR and IT.  ·Implementation of data analysis and reporting capabilities oConfiguration, training and testing by HR and IT. Implementation of HRIS Software in production environment o Implementation of Software by solution provider and IT unit.  ·Migration of existing data into database oImplementation of Software by solution provider and IT unit. Milestone Schedule  ·Selection of HRIS Software oReview of proposals and features of software. Selection by project stakeholders including CEO, VP Finance, VP Marketing, IT Director, HR Director, VP Manufacturing and Plant Managers.  ·Development of forecasted and estimated budget oReview of proposals, human capital and budget allotments for procurement.Involving project stakeholders including CEO, VP Finance, VP Marketing, IT Director, HR Director, VP Manufacturing and Plant Managers. Milestone 1 (Selection and Budgeting – February 1, 2013) – Approvals by CEO, VP Finance, VP Marketing, IT Director, HR Director, VP Manufacturing and Plant Managers for HRIS selection and budget. From this point procurement of the HRIS solution and management of procurement begins.  ·Implementation of HRIS Software into test environment oImplementation of Software by solution provider and IT unit.  ·Implementation of career tracking configuration Configuration, training and testing by HR and IT.  ·Implementation of payroll automation oConfiguration, training and testing by Accounting (payroll) and IT.  ·Implementation of online applications oConfiguration, training and testing by HR, Marketing and IT.  ·Implementation of performance review system oConfiguration, training and testing by HR and IT.  ·Implementation of employee communication system oConfiguration, training and testing by HR and IT.  ·Implementation of data analysis and reporting capabilities oConfiguration, training and testing by HR and IT.Milestone 2 – (Configuration and Tes ting – August 15, 2013) – Approval to move into the production environment after confirming configuration and expectations to be completed by CEO, VP Finance, VP Marketing, IT Director, HR Director, VP Manufacturing and Plant Managers.  ·Implementation of HRIS Software in production environment o Implementation of Software by solution provider and IT unit.  ·Migration of existing data into database oImplementation of Software by solution provider and IT unit.Milestone 3 (Training – October 1, 2013) – Delivery of training to all employees utilizing the system. Milestone 34(Go Live – October 15, 2013) – Approval by IT unit that all features function correctly and are certified for quality. Approval Requirements Overall the assigned portions of the project need to be approved by the individual units as identified in the acceptance criteria section. Because individuals from the stakeholder areas are responsible for assisting in the configura tion and training portions of the project these areas will require approvals as they are completed.In addition, the overall project will require sign-off from all stakeholders in order to verify that expectations are met and we may implement into a production environment. In relation to change, a change management process will be put in place with direct approval coming from the Project Manager. The project manager will work to ensure that the expectations are reasonable, adhere to the scope, and are a technical feature of the selected HRIS solution. Once the project reaches the closing phase a final approval is required from the President and CEO indicating project completion. Project Manager Dara S. Fann Authorized by Date:

The Efficiency Oriented People - Free Essay Example

Sample details Pages: 12 Words: 3734 Downloads: 6 Date added: 2017/06/26 Category Management Essay Type Argumentative essay Did you like this example? This proposal presents my research on the above topic. We will look into how HR managers can optimize a organization and also the turnover rate of the employment in the airline is generally high for cabin crews and staff retention is always a issue that arise in many companies in different nature of business and sometimes it is not only the wages that created such problem. Basically, I have structured the proposal into three different sections, for easier understanding and be organised. Don’t waste time! Our writers will create an original "The Efficiency Oriented People" essay for you Create order Firstly, in the Literature Review section, it will explain on the theory of optimization of the organisation and staff retention, which includes memorable quotation, diagrams and striking examples. Secondly, in the Research methodology section, it will focus on type and nature of the research, description study, the choice of research instrument and the research limitations will be included. Thirdly, in the Presentation and Discussion section, it will analyse the data that is gathered earlier and present my analysis result by showing the relationship with observed facts and also the key problems that Singapore airline faces. 2.0 LITERATURE REVIEW It presents a summary of the academic literature on my chosen topic and serves to inform my research. It also develops my knowledge of chosen topic and helps me understand the organisation and topic better. 2.1 Optimization Premji (2006) define Optimization As the utilizing of organization resources well, at high efficiency and enables the organization to achieve the desired end results. This can be define as achieving or getting the full use of utilization efficiency and the effectiveness. (Premji, 2006) Above is the diagram which shows the relationship of the efficiency, utilization and effectiveness as mention earlier. From the diagram, we can understand that the change of any one of the factor the other factor may be changes as well. This means that for us to understand the performance of the organisation , we must have views in different aspects as all the factors are linked. For example, if utilization is very low, then both efficiency and effectiveness will not achieve any results therefore there will be no benefits that can be obtained from it. Very often, if the organization goals for the result is being achieved, it will tend to overlook the importance of the other factors. Organiza tion should not overlook the factors so as to better prepare themselves to achieve the future results. 2.1 Efficiency According to Premji (2006), Efficiency is defined as how well are you using what you are using. It is also known as the ratio of output and input. (Premji, 2006) This diagram shows the process of the input which resulted in output at the end of it. Usually in an organization, employee can be classified into three main groups: Output oriented people Input oriented people Efficiency oriented people 2.1.1 Output Oriented People Output oriented people are people who try all ways or anything that allows them to get the end results that they desired. These people try to get the most out of the output and using any ways they can to the input and process. It is necessary to understand that the output is actually different from the end results. Therefore, with maximize output does not necessary achieve good results. Generally the output oriented people will use more than what the cost should be to obtain a good result, however they will not notice it. As HR manager, he/she have to ensure that the organisation resources are fully utilized and should try not to employ output oriented people or creating such people in the organization. 2.1.2 Input Oriented People Input oriented people are known as workaholics. They generally focus on the input and the efforts, they believe by creating more input it will lead to a good output. Success to them are enjoying their work and work as hard as they could to achieve the desire output. As HR manager, he / she should recruit a fair percentage of these people, as they are able to perform the instructions given to them due to their working attitude. 2.1.2 Efficiency Oriented People Efficiency oriented people are people who believe in a return after the investment. Generally, they focus in make full use of the efficiency either to obtain a high output for a certain amount of input given or less to achieve a equivalent of output. As HR manager, who ensures that organization resources are being utilized, should try to hire and groom a larger percentage of efficiency-oriented employee in the organization. With the combination of input-oriented and efficiency oriented people, the organization performance is achievable. 2.2 Utilization Premji (2006) will define Utilization as the measure of how much are you using out of what you have. This means that one should put in whatever you have and not to miss out any opportunities. Utilization and Efficiency are closely linked and aid each other. For example in a case whereby there is a need for a reduction of input, and due to the increased in effieciency, the extra input can be used in somewhere else, due to utilization. The relationship between Utilization and Efficiency can affect an organisation performance. If organisations focus on Efficiency orientation without utilization focus, it will lead to apply efforts that give good returns. On the other hand, if organisations maintain Utilization focus without Efficiency orientation, will lead to using all available resources, without achieving adequate returns. 2.3 Effectiveness An organizations capability to achieve the wanted end result is known as Effectiveness. This may be related to profits, expansion, customer satisfaction, branding and many more. In an organisation, teams often set a results as their goals. (Premji, 2006) From the above diagram, visualizing the three factors that work on different purposes: Utilization deal with resources and efforts Efficiency concerned with quantity and quality output Effectiveness is all about desired results Utilization and Efficiency are the internal aspects of an organization, Effectiveness brings in the customers view and gives an external aspect to the Optimization. Effectiveness is related to the what the organization wants to achieve. For example, if organizations aspirations are low, end results can be easily be achieved, therefore effectiveness can be high. Premji (2006:9) mention that Effectiveness in an organization is all about knitting together the individual components with the strategy to achieve the end result. But there are two important criteria to be considered: Individual components must be good. Components must be knitted well together. The diagram below will show a better idea of knitting together: (Premji, 2006) Coverage of Effectiveness Efficiency UtilizationWith higher effectiveness, it does not only helps to achieve the expected results but also reduce the required output from carious processes, to achieve the same expected end results. On another hand, Hayes (2010) view effectiveness from a different aspect, he defined it as: Purpose: Profits are usually used to measure the organization effectiveness but not to all the organisation. For instance the government hospital, the effectiveness of hospitals will be on the waiting time and services provided and not the profits out of it. Hence, as manger, is required to identify the main performance indicators that reflect the purpose of the organization. Stakeholder pers pective: Different stakeholder uses different indicators to judge an organizations effectiveness. From their point of views, profits may be their main concern or rather the most important factor, but from the wider community of view, such as customer, employee and supplier, they are affected by products and services produced. Every individual have different views. The failure to manage the organization key stakeholders perception, it may threaten the organization . Level of assessment: By only focusing on the overall performance may resulted in inefficiencies being detected. Effectiveness can be assessed at different levels, such as the organization level, department level and individual. Alignment: Assessment of effectiveness need to be associated across the organization. At this point, it will be good to differentiate between effectiveness and efficiency, for better understanding all the factors, Carnall (2003) defines efficiency as achieving stated goals within given res ources constraints. And the definition of effectiveness includes the good use of resources to achieve goals but also the need to adapt to changing in order to remain efficiency . 2.4 Optimized Organization Peter F. Drucker (1993) defines business as: Business is a process which converts a resource, distinct knowledge into a contribution of economic value in the market place. As mention earlier on, Optimization is high Utilization, high Efficiency and high Effectiveness. The table below shows the nine possible combinations of Utilization, Efficiency and Effectiveness on a two point of scale high and low: Utilization Efficiency Effectiveness Conclusion Low Low Low Something fundamentally wrong. Low Low High Organization not ambitious enough Low High Low Resources idling Low High High Excess capacity High Low Low Lot of wastage High Low High Can reduce resources High High Low Weak knitting together High High High Optimized Organization (Premji, 2006) In conclusion of the table, it is insufficient to just work on one factor and the factors were not handle properly, it may lead to a reduction of optimization. All three factors should be maximises as a practice rather than as a reaction to a problem. 2.5 Staff retention Jennifer A Carsen (2005) defines retention as how many of your current employees stick around over a given period of time. However, retention may not always be a good thing for the organization this is so as retention may include poor performers, unhappy staff who may have been stuck in the job due to finances. Retention is all about retaining the good staff in the organisation. Retention may also weeding out of poor performers and keeping space for the better ones. 2.6 Workplace diversity Jennifer A Carsen (2005) , As the workforce continues to diversify, organisation must take equal employment opportunity so as to stay competitive. Organisation should not only employ staff of different race, culture, gender, age, sex but also to understand the ways that they can respect the staff values, expectations and capabilities. According to Jennifer A Carsen (2005) there are five reasons why the staff choose to leave the organisation: Staff are given no compelling reasons to stay : They do not feel a sense of belonging towards the organisation that they are in. Career limiting stereotypes : Some staff may feel that they are incompetent or not qualified , they feel the pressure of proving their competencies even when they have good performance in their job scope this therefore limit their career path as whatever they do do not seem to be the best to the organisation and they feel that it is hard for them to move forward. Poor supervision : Many superiors do not know how to handle their staff. The way superiors handle staff and solving problems do have a great impact to the staff too. For instance, if the staff felt that the superiors did not handle the problems fairly they may then choose to quit their job. Unclear and misaligned career path : Staff is unclear or unsure about their career path and when they do not know who in the organisation owns the career planning process. Safe assignments, unclear goals: Staff were not given with challenging projects. They are also concern about the unclear or shifting jobs performance criteria. 2.6 Instilling diversity principles In order to achieve staff retention, the organisation should implement the principles provided by Jennifer A Carsen (2005). Obtain commitment at the top : This is to achieve responsibility to all the levels especially the management so as to bring the implementation a success. Hold management accountable: Performance reviews and incentives award should be done by the management. Managers should treat all staff with respect and dignity. Reward those who embody the workforce diversity principles : Do not reward those who have failed to carry out the principles. Reward should be done fairly. Encourage employee participation : With the management alone to carry out the principles is not enough. Organisation should also encourage their staff to voice out and also allow them to play a part in implementing the principles. 3.0 Research Methodology A questionnaire (See appendix 1) is conducted for data collection. It involved around 100 cabin crews therefore the total collections of the questionnaire were 100 copies. Generally the questionnaires were conducted through a number of ways. Firstly, the questionnaires are distributed out through email or hard-copy to the cabin crews with the help of a friend who is also a cabin crew of SIA. Secondly, carrying out observation on the daily activities taking place in the airport whereby the cabin crews are always around there, and with a small discussion group (3-5 people). Lastly, arranging a short interview session with the various seniority of crews, these enhance the value of information that I have gathered as important information such as organizations optimization, retention and the ways these crews work. 3.1 Description Study Description Study act as a guide to the researchers in obtaining the data during the data collection : Contacting friend who for help, a covering letter with a summary of the study aim with a request of the interviewee requirement was send out via email. Getting the interviewee detail with a follow up phone call in which the researchers should explain the aim with more information and answer to any queries. Prepared for the Questionnaire and start sending it out through via email or hard-copy to all the interviewees who has responded . A letter of appreciation was send out to all the interviewees and follow up with the due date indicated. Do a follow up action by contacting all the interviewees if it is necessary for more enquires. For instance, a incomplete questionnaire. Sending questionnaire one more time to the interviewee who have yet to respond. Researcher shall make use of both personal and friendship circles when looking for participants who are either working at HR departments or those who have recruiting experience. The researcher would have to speak to the HR department , any of the representatives to see whether if they would like to participate or interested in the project as mentioned to them. With the contact details provided by the personal or friendship circles, the researcher may email or sent to the respondent to form a small group to observe the daily routine of their work or operation. With addition, a interview session will also be conducted with selected interviewees, mainly with people of different seniority, to enhance the value of the information which had been gathered through the questionnaire and the discussion group. The interview session is conducted based on 4 level of cabin crews within SIA, from flight stewardess, leading stewardess, chief stewardess and in-flight supervisor. In conclusion, the research sample includes 4 representatives from the cabin crew line.To maintain anonymity, personal details of t he interviewees have not been mentioned. 3.2 Research Rational Questionnaire (See Appendix 1) was being selected for my research because it is very cost saving and efficient as compare to other approach of the data gathering. And also this approach allows the interviewees to complete the questionnaire during their free time and they may feel more comfortable to give the answer of what they really felt as this questionnaire is anonymity. Interviewees are required to complete a self administered questionnaire, with 75% questions based on a 5 point scale is used to measure the variables. The constructs are measured based on the multi-items scales (MIS) rather than single item scales (SIS), as MIS allows the answer to be more specific to be averaged out when combined. According to Anderson and Narus (1990), to increase the response ratethe questionnaire should be send out twice. The interviewees will be given a due date of two wweks after the questionnaire had been send out. If no response was done after one week questionnaire will be send out for the second time. 3.3 Research Limitation The limitation of using questionnaire is expected as follows: Slow- Feedback: the interviewees do not respond or submit the questionnaire before the due date. Generally, take a longer time. Below Expected Result: Send out to 100 cabin crews, expected to receive 90% 100% but only received 50% responses. Incomplete Questionnaire Form Gathered: Some of the questionnaire is not completed especially under personal particular section and Question 4, about 40 % of the respondents leave it blank or place NIL Difficulty in Gathering Questionnaire result: Gathering of the results may be hard as the questionnaire are either send back via email or manually therefore a manual entry is require to sort or gather the data obtain. 4.0 Presentation and Discussion In this section, I will look into the optimization and also staff retention as mention in the previous sections. Both optimization and staff retention plays a important role to bring in the success of the organisation. William Bridges (1995) stated that There is no generally agreed-upon way to inventory an organizations culture nor is there any shortage of theorists and consultancies that have developed ways of mapping key elements from many different perspectives The data which had been collected can assist the managers understand the certain barriers and how to improve in the organisation. 4.1 Analysing Singapore Airline (SIA) Very often due to the complexity of the organization, most of the organization tends to forget about the importance of optimizing and staff retention. According to the report of my questionnaire, only about 30 percent of respondents indicated that they pay attention of optimizing and the staff retention as a ongoing basis. Majority of the respondents feels that the organisation only look into ways of optimizing and retain staff in the case when crisis happen. The questionnaire also shows that respondents view of staff retention as a general managerial tool (60 percent), for targeting major change initiatives (20 percent), as development opportunity (10 percent) and for building organizational strength (10 percent). Most importantly, optimizing a organisation and staff retention allows managers to gain knowledge into how employees view the organization to how they like the organisations. Another reason why many organizations tend not to pay attention is that the organisation may not have a idea or knowledge of it. In the questionnaire, respondents were split over the question of managements response of staff retention issue. With a result of majority (55 percent) felt that senior management tend to take changing issue seriously and the rest of the respondent (45 percent) state the reverse Managers may fear of changes is because they are worried that with changes the staff may raise a higher expectations and this may lead to work difference. Lastly, optimizing and staff retention is very important as it is the key to success or the organisation. 4.2 Assessing Singapore Airline ( SIA) alignment One of the key objective of optimizing and culture change is to test the degree of alignment. For instance if the organisation is not contributing to to high performance practices then there is a need for change to allow a closer alignment. In general , alignment is usually difficult to achieve and the closing up of the alignment gap may become a problem towards high performance. The common obstacles to high performance evident in my questionnaire finding include: Lack of Share Values: The strategy is not clear and even when a strategy is set it is not being practised, unsuitable management pattern and the lack of openness to take in new changes. Lack of Leadership: Did not take the need of the staff seriously , stopping the politics and conflict and did not address on the issue of workload. Lack of Mentorship: Do not have time to coach and develop the staff, shortage of skills, heavy workloads and high stress. Inappropriate Systems: The rewards given is inappropriat e, the meetings are poorly run and it beats the purpose of having one. 4.3 Assessing Singapore Airline (SIA) performance In order to achieve high performance it involves the Achieving high performance involves in a connection between employee and the organization. As we all know, employee wants to feel that they are being valued by the organisation by their good performance and to be fairly accessed. Managers can play a role by influencing on every individual performance by giving the need and support to assist the staff to do a good job, especially those with experienced. 4.3.1 Level of Accountability Generally, the common problem that SIA face is when the the staff do not have a clear idea whether the work had been done to avoid overlapping. This in return cause a double work. To ensure a correct level of accountability the staff will require to have a correct information to allow them to know what is being required. To ensure the increase of accountability of SIA, it will require looking into: Job explanation Clarify everyday jobs Manage Performance Use progress reviews. Impose sanctions if necessary 4.3.2 Rewards System It is very important in conveying the organizational values: Performance benchmark Performance expectations Rewards have two organizational objectives: To recognise past performance To motivate people to perform The most important factor is that the staff have to feel that the reward is being carried out fairly. Reasonable salary is the most basic to create a trust, as each individual do not want to feel that they are actually being underpaid. 5.0 Conclusion Through this research project, it allows me to find some useful data in which allows me to know what to do to retain a staff and also introduce to me the idea of optimizing the organisation and i realise the main concern is how to increase performance of the organization. In this research, staff retention is a key issue to performance success as it will optimize the organization to achieve higher operation, competence and success in return achieving a better or improving the performance of the organisation. In conclusion, there is no two similar organisation which is the same and develop the same solution for staff retention and in optimizing the organisation to achieve the high performance and success, it is usually situational. There is many challengers and pressure from both internal and external environment, and so a constant change is always required to catch up with the changing environment. Organizations should look into how the business can be competitive to other organi sation and should provide a learning experience to the staff and growth as well so as to create a greater staff engagement. When these staff obtain a higher ski , the chances of getting a higher performance is greater and easier. All organisation should be flexible. However the flexibility will depend on the organisations ability to digest the information and be decisive in the decision being made. Lastly, the road to success of the organisation will depend on the people willingness to adapt to the new changes and so it is important for the organisation to know exactly what is the need of their employees need.

Internship Report Example - 1212 Words

1) Branch of the Quarter- Q2,2017 2) Successful to on- board 8 business customers with deposits over $3 MM. 3) Exceeded all individual threshold in 3 out of 4 quarters. Already exceeded new money and C +2 goal in Q 4. 4) Able to win multiple cash management deals after following up for a long time. 5 Community involvement and recognition. Part of NBA and NNCC merger team facilitating the transiting to the Needham Business Alliance (NBA) 6) Investment Sale As a manager I wear multiple hats and I am responsible for the overall success of my branch and staff development. I take full accountability of my actions and activities in my branch. In February of this year, one of my bankers made a mistake did not properly follow wire transfer†¦show more content†¦So far they have opened 9 Commercial accounts which resulted deposits over $5 MM. I also worked together with my financial planner which resulted the sale of $900,000 in September. I always keep an open mind and open to changes. Throughout the year, we have gone through many changes and I have adapted to it. Opening some business accounts and completing the new Certificate of Authority has been a challenge for me and my new team due to the complexities involved in the paperwork. I worked closely with my new team by explaining the importance of proper documentation to avoid any bank loss. I can see that we are adapting to the requirements of our verification department and opening more of these accounts with fewer errors. 2017 has been a mixed year for Needham Heights branch with some recognitions, challenges, staff turnover and opportunities. We were recognized as top branch of the quarter based on our score card in Q 2 and achieved all our sales goals in all 3 quarters. I did the regular coaching or training with my staff throughout the year to enhance their product knowledge and leadership skills to make them more confident and successful when dealing with our consumers. 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Movies Store - 855 Words

ISYS3015 Analytical methods for IS professionals Semester 1, 2005 Assignment One Due on: Apr. 14 before 12:00pm Deliverable: A printed project proposal Submit: to the locker marked with â€Å"ISYS3015 assignment 1† in Madsen building School of Information Technologies The University of Sydney Preparing a project proposal ( 20% ) 1. TASK Write a project proposal of between 1500 and 2000 words (approximately 5-6 pages) based on a given topic. Your project proposal should contain the following essential items1: Essential Items Title Background Description Your first attempt at the title; it should convey the flavor of your project, without turning into a multi-sentence description Try to explain the overall aims of your project;†¦show more content†¦You don’t have enough time and knowledge to develop those two parts at this stage. 1 1 of 2 ISYS3015 Analytical methods for IS professionals Semester 1, 2005 2. 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Lecture Notes and Case Study for Confronting The Costs Of War

Question: Discuss about the Confronting The Costs Of War: Military Power, State, And Society In Egypt And Israel? Answer: Introduction This particular assignment is based on the backdrop of The Suez Crisis that created waves of imbalances among some of the major military power holders of the world, France, United Kingdom and Israel for capturing Egypt, specifically the Suez Canal (Smith, 2014). A brief summary of Risk Assessment will be provided along with highlighting the Ends- Ways-Means Matrices from National and Militarys point of view will be highlighted. Risk assessment of the Egyptian Strategy to eliminate the Suez Crisis will be reviewed by highlighting the Feasibility, Acceptability, Suitability and Imbalances of the consequences of the crisis. Summary of Risk Assessment After gathering detailed ideas about the Risk Assessment about Egyptian efforts (Defense) during the Suez Crisis, it can be stated that the risk assessment plan was suitable to provide an independent status of the canal and strengthening the economy through cultivation and gradual strengthening of the military forces. National E-W-M Matrix NATIONAL ENDS WAYS MEANS 1. Avoiding war or war like situations with the close alliances of Egypt 1. Egypt signed war agreements and treaties with alliance countries like Syria, Jordan and Saudi Arabia in order to neutralize the chances of Israeli attack on Egypt 1. With no further scope of investment in defense, Egypt strategically gained support of the neighbor states to put up a strong protest against Suez Threats 2. Creating effective combined military forces in order to create a strong strategic alliance to counter threats from Israel and countries like Britain and France 2. Providing a clear message to Israel to think seriously about Nassers Arab Alliance during the violence in case of border related raids and attacks between Jordan and Israel 2. Regulating the river Nile for transportation as well as creating revolutionary agricultural movements throughout Egypt 1. Construction of the Aswan High Dam along the coast of the river Nile and at the same time President Nasser took the leap forward to create a diplomatic Egyptian nation 1. Positioning Egypt as an independent nation and creating opportunities for Egyptians to possess better ways of earning through cultivation 2. Upholding Soviets Lucrative assistance regarding construction of the Dam, narrowing the scope of British assistance as well as strongly highlighting the strategic alliance of USSR to fight against any further British invasion 2. Forcing British prime Minister Anthony Eden to pay 100 % canal usage money to Egypt government after Americas diplomatic action forced Britain to nationalize the Suez Canal Table 1: National E-W-M Matrices (Source: Crosbie, 2015) Military E-W-M Matrix MILITARY ENDS WAYS MEANS 1. Egypt strengthened the Sinai Peninsula by taking military help from USSR and Poland to neutralize the Israeli, French and British conflict along the Sinai peninsula, over the claim of the Suez Canal. Formation of the Czech Arms Deal 1.Entering into an agreement with the Soviet Union and Poland to exchange weapons in return of basic commodities 1.Egypts low financial resources debarred any further investment in warfare, hence exchanged Rice and cotton to receive Armored personnel carriers, Fighter aircrafts, Assault guns, bombers, boats, submarines and destroyers 2. Modernization of the Egyptian army by providing training 2. The Egyptian soldiers were not properly educated regarding the usage of the exchanged weapons. Hence, the trainers and advisors from Britain and Germany appointed by the Soviet military forces provided long- term training to the Egyptian forces to make them capable to handle the new weapons 2. Immediate Defense planning to neutralize the chances of future Israeli attacks along the Egyptian Israeli Frontier 1. Strengthening the defense in the North- East portion of the Sinai Peninsula 1. Positioning the Egyptian battalions, with newly equipped weapons in the North East frontier to prevent further Israeli attacks along the Peninsula 2. Defending the Canal from extensive Israeli invasion in future 2. Though Egypt had no plans to attack Israel, but Egypt was well prepared to face any sort of Israeli strategic attacks by undertaking offensive planning strategy that clearly hinted about counter attacking the Israeli forces Table 2: Military E-W-M Matrices (Source: Stocker, 2014) Risk Assessment Feasibility The risk involved in the process was not convenient at all, and at the same time, Egypt had to sacrifice a subsequent portion of their Military forces in from of the combined attacks of Israel, France and Britain. Nasser, the Egyptian president created strategic alliances with Arabian countries and exchanged weapons to keep away the invasion along the Sinai Peninsula (Rubinstein, 2015). Acceptability The risk taken by Egyptian president Nasser was quite acceptable because the strategic decisions taken from the context of the Nation and the Military forces blocked the possibilities of further Israeli and British invasions. At the same time, Nassers strategy to gain nationalization of the Suez Canal by rejecting British and American sponsorship and accepting Soviets financial assistance paved way of a strong Egyptian economy (Smith, 2013). Suitability Nassers strategic decisions suited the Nations economic development plans effectively, but the decision to exchange Soviet war weapons without proper training and education opportunities for the soldiers proved costly. The Israeli airstrikes destroyed Egyptian war vehicles and most importantly with 30 qualified pilots, Egypt remained a failure in warfare until Arab Alliance was constructed (Crosbie, 2015). Imbalances The only imbalance in the risk assessment was the exchange of Soviet warfare weapons, without having prior knowledge to use them. Long-term training program was undertaken to make the Egyptian soldiers capable to operate the aircrafts and bombers. During this period, 150 Egyptian aircrafts were destroyed during the Musketeer attack (Barnett, 2012). References Barnett, M. N. (2012).Confronting The Costs Of War: Military Power, State, And Society In Egypt And Israel. Princeton University Press. Crosbie, S. K. (2015).A tacit alliance: France and Israel from Suez to the Six Day War(Vol. 7). Princeton University Press. Rubinstein, A. Z. (2015).Red Star on the Nile: The Soviet-Egyptian Influence Relationship since the June War. Princeton University Press. Smith, A. (2013). Resignation of a First Sea Lord: Mountbatten and the 1956 Suez Crisis.History,98(329), 105-134. Smith, S. C. (2014). Guy Laron. Origins of the Suez Crisis: Postwar Development Diplomacy and the Struggle over Third World Industrialization, 19451956.The American Historical Review,119(4), 1398-1399. Stocker, J. (2014). Origins of the Suez Crisis: Postwar Development Diplomacy and the Struggle over Third World Industrialization (19451956).Cold War History,14(2), 281-282.

Planet Earth Mountains

Summary The Planet Earth series are amazing in that they embrace practically all wonders that nature has to offer. One might think that Planet Earth is solely about soil, lava and the core of the planet, yet it, strangely enough, manages to capture a number of other peculiar information into the scope of a forty-minute series.Advertising We will write a custom essay sample on Planet Earth: Mountains specifically for you for only $16.05 $11/page Learn More The video opens with an image of the â€Å"frozen alien world† (documentareorg, 2011, January 31, 0:41), and the next spot that it takes its audience to is one of the hottest spots in the entire world, the â€Å"other extreme† in Ethiopia (documentareorg, 2011, January 31, 01:01). After a short introduction about how volcanoes are made and what the volcanic forces are, the narrator switches to practical examples by showing Ethiopian mountains and describing the process of their formation. As soon as the history of the Ethiopian Mountains is briefly touched upon, the local mountain dwellers are sown to the viewers. Attractive in their own anthropomorphous way, Gelada monkeys appear to be rather well adjusted to the harsh environment of the Ethiopian Mounts. To prove his point, the narrator shifts the focus from Geladas onto the Ethiopian mountain climate, describing it as very changeable. Clearly, Ethiopia is a place where one can observe â€Å"all seasons in one day† (documentareorg, 2011, January 31, 09:35). After the audience had learned about the herbivores that one can encounter in mountains, it was time to talk about the local carnivores. The narrator made the audience face the heat of Africa and follow a family of pumas, which he described them as the â€Å"lions of the Andes† (18:04). Soon more dangerous dwellers of mountains were revealed to the viewers – the latter were able to observe a family of bears. Speaking of danger, the issue of avalanches was discussed as well. Finally, the audience appears at the â€Å"roof of the world† (documentareorg, 2011, January 31,), known as the Mount Everest. The documentary ends on a relatively general and rather sad note, with a demoiselle crane hovering over the mountains in search for its nestling, which fell prey to an eagle.Advertising Looking for essay on geography? Let's see if we can help you! Get your first paper with 15% OFF Learn More Despite the depressing ending, the movie still leaves a tangible feeling of wonder about the subject matter, as it actually should. Though explored well, mountains are still very fascinating, especially taking their rather unusual nature into account. A true wonder of nature, mountains are, and will be, one of the most wonderful places on Earth. Reference List documentareorg (2011, January 31). Planet Earth 02 – mountains. Web. This essay on Planet Earth: Mountains was written and submitted by user Marcus Valentine to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.