Character breakdown

Set at a fictional university, all the characters reside in a fraternity sponsored house within the confines of university grounds. All the characters are an attempt to break stereotypes, and come from regularly viewed backgrounds found in American society. Marcus Pullman Senior, African-American middle-class from New York. Marcus Pullman is not a star athlete, or the campus drug dealer. He is as about as average as they come, with a good GPA, an interest in football and baseball, but an even stronger interest in environmental issues and obtaining a degree in political science. He is one of many American families from the middle-income band, with a father who is a NY firefighter and a mother who works as a legal assistant at a law firm. Marcus is part of a small statistic, an alarming statistic of overall African-American males in universities in America. According to an article in 2004, â€Å"today, black men make up 41 percent of the inmates in federal state, and local prison, but black men are only 4 percent of all students in American institutions of higher education† (Maxwell). It has to be said, however, that circumstance is everything, and whilst Marcus is part of a 4% statistic, he is also one of   â€Å"17% of blacks age 25 and older who had a bachelor’s degree or more in 2005† (US Census, 2007). Marcus has been in the fraternity since his Freshman year and is seen as a figurehead of the house. Simon Li American-Asian, Freshman, music student from Louisiana. It isn’t unusual for there to be a diverse ethnicity in fraternities, but it is also been cited as something as irregular. According to some fraternity members, this comes down to simply just a matter of comfort. â€Å"Minorities don't rush because they are intimidated by the stereotypically white Greek system,† Ngan said. On the other hand, â€Å"a lot of minorities do rush, they are just more comfortable hanging out with people of the same ethnic background.†(Brubaker, 2000). Simon Li is a ‘Rushee’ and a freshman music student from Louisiana. He is a second generation American-Asian, with roots in China. According to the census bureau, Louisiana has a registered American-Asian population of 1.4% (2005) with 2.5% of firms owned by Asians in the state. Simon Li’s parents own and operate a chain of successful auto-part stores – and nothing related to restaurants or grocery stores, as is often the stereotype. Having grown-up in Louisiana, Simon has a soft spot for anything Cajun, as well as an interest in music – from country to bluegrass. His predominant interests do not lie with traditions, but with incorporating grassroot sounds with techno, or club music. Dermot â€Å"Ozzie† Sullivan Australian, Sophomore, medical student. International students continue to make-up a large percentage of undergraduates at American universities. According to Hahn-Koenig, within Philadelphia, â€Å"more than 11,000 are enrolled in the city alone, with thousands more studying elsewhere in Pennsylvania† (2007). Whilst the Australian university system is considerably good, Dermot has come to America to broaden his horizons. His family is part of the wealthy upper-class in Australia, which avails him the high tuition fees and ability to apply for a student visa. Despite Australia being a part of the Visa Waiver Program, Dermot would have had to apply for a F-1 visa in order to study in America (State Dept, 2007). Dermot is an easy-going guy who is hard-working but also knows how to enjoy life. He appears to be a well-liked sort on-campus. Victor Henson Sophomore, member of a neo-nazi group. The antagonist of the characters. Victor is a Caucasian American from a poor background in middle America. He has not known his father, and his mother continues to struggle to make ends meet and keeping a family. His family are like many who should have seen better times after Clinton’s welfare reforms, but still suffer from poverty conditions. The Anti-Defamation League have cited a 12% decline in anti-Semitic activities, in recent surveys, however â€Å"it is disturbing that there are still an average of about four anti-Semitic attacks per day in America† (ADL, 2007). Victor indulges in many on-campus parties, and unsurprising is his overindulgence in alcohol. He is the student who is trying to fit in, and is a â€Å"Rushee† of the fraternity. SCRIPT Scene: Outside the campus library. It is a noticeably Fall day, and overcast. Marcus (leaving the library): Hey, Ozzie! How’s it going? Ozzie (seated on the stairs of the library): Gudday, Marcus. Yeah, s’alright, I reckon. Weather’s a bit foul, eh? Marcus (looks up briefly, smiles): Definitely going to rain. Hey, you seen that new rushee? Uh, Victor I think his name is. Ozzie: Yeah, yeah, I have. Saw him last night. Was hammered something nasty, I tell ya. Looked real green in the bushes (laughs) Marcus: Drunk? Ozzie: Aw, totally smashed, mate. Marcus: Hm, well Freshman, I suppose. But, listen, you think you can have a talk with him? See what he wants from joining a fraternity, and if he’d fit in. (slaps Ozzie on the arm with a book) Be a spy, eh? Ozzie: Yeah, yeah. Sure. Check ya later, eh? Marcus and Ozzie part ways. Scene change: Ozzie is in the frat house with Simon, who is ‘plugged in’ to a laptop and appears to be listening to music. Ozzie throws a screwed up paper ball at him. Simon (loudly): What? Ozzie demonstrates to remove the earphones, and Simon does. Simon (normal volume): What? Ozzie: Ya seen that new kid? Victor? Simon: Yeah, he was looking a little rough in the kitchen. Told him to clean the dishes for us. Ozzie: Smooth move, mate, smooth move. Hey, what ya think of him? Simon: Meh, he’s okay, I guess. He doesn’t say much to me. Ozzie: Hm, fair enough. I’ll go talk to him. Marcus wants the scoop on him, see if he’ll fit. Simon nods and plugs back into his laptop. Ozzie goes to the kitchen where Victor is struggling in removing a pair of rubber gloves from his hands. Ozzie: Hey mate, lemme give ya a hand. Hah – get it. Victor: Yeah, I got it. Ozzie: Jeez, no humor, eh? Victor: Sorry, still hungover a bit.. and†¦ (voice trails off) Ozzie: What’s up? Feelin’ a bit crock still? Victor: Huh? Ozzie: Ill. The hangover†¦ Victor: Nah, not the hangover. Just†¦ hey, I can talk to you right, yeah? Ozzie: Sure, mate. We’re all brothers. Or, well.. you â€Å"might† be, eh? (smiles) Victor: Yeah, I guess.. well.. I don’t know. Seems really†¦ well†¦ Ozzie: What? Victor: Well, why are they in charge here? Ozzie: Who ya mean? The seniors? Victor: Nah.. well yeah.. but†¦ nevermind. Ozzie: Something bothering you, you know you can tell me. Or Marcus even, mate. Victor (sneers): I don’t think so. Ozzie: What? Marcus? Nah, he’s cool, mate. Don’t need to worry about him. He’s a good egg. Victor: Egg? Rotten, more like. His sort are nothing but trouble. Ozzie: His sort? What Greenpeace Al Gore types? (laughs) Victor: No†¦ his â€Å"sort†. Ozzie: Don’t get you mate†¦ you mean New Yorkers? Victor (laughs): Yeah†¦ New Yorkers. Whatever. Victor leaves, sees Simon still plugged in and shakes his head. Ozzie looks perplexed and follows Victor out of the house. Ozzie: Wait up. So, I don’t get what you meant in there. Victor: You want me say, for real? Ozzie: Yeah, mate. For real. Victor: I don’t trust Marcus. His type are nothing but trouble, they take advantage of everything. Ozzie: Wait, wait.. his type? What’s his type? Victor: Black, man. I got to spell it out, or what? You fucking blind? Blacks are nothing but trouble. Ozzie: Woah.. woah†¦ you can’t be serious†¦ Victor: Yeah†¦ well maybe I am. He’s always getting up in my business. Ozzie: Well you are trying to join the fraternity†¦ Victor: Yeah, well screw it. I don’t want to be a black man’s brother, ya know. Ozzie: Jesus†¦ well.. yeah, I don’t think I want you around either†¦ Marcus walks up to them outside the house. Victor falls silent but stares at Marcus. Ozzie is stunned, but looks serious. Marcus notices the uneasiness quickly. Marcus: Everything alright? Victor (snorts): Yeah, man. Victor walks away, and Marcus looks at Ozzie questioningly. Marcus: Ozzie? What happened? Ozzie: I dunno mate†¦ I really dunno†¦. References _. Lousiana State Quick Facts. Census Bureau. (available from: http://quickfacts.census.gov/qfd/states/22000.html ) _. New York City, Black History Month, 2007. Census Bureau Press Release, February, 2007. (available from: http://www.census.gov/Press-Release/www/releases/archives/facts_for_features_special_editions/007862.html ) _. Anti-Semitic Incidents in US. Press Release. Anti-Defamation League, 2007. (available: http://www.adl.org/PresRele/ASUS_12/4993-12.htm ) _ . Student Visas. US State Department, Bureau of Consular Affairs. (Available from: http://travel.state.gov/visa/temp/types/types_1268.html ) Brubaker, C. â€Å"Greek system concerned with diversity† The Cavalier Daily, April 5, 2000. (available: http://www.cavalierdaily.com/CVArticle.asp?ID=3898&pid=564 ) Hahn-Koenig, A. â€Å"Coming to America.† OneBigCampus.com 2007 (available: http://www.onebigcampus.com/article_comingtoamerica.htm ) Maxwell, B. â€Å"On campus, grim statistics for African-American men.† St. Petersburg Times, January 4, 2004. (available from:

Human Resource Planning National University Of Sciences & Technology

HUMAN RESOURCE PLANNING NATIONAL UNIVERSITY OF SCIENCES & TECHNOLOGY, PAKISTAN ARQUM NAVEED Abstract Human Resource Planning (HRP) is a difficult topic to discuss, particularly at the time of increasingly disruptive business environments causing far more disturbance, which increase the tension between the need for planning and the difficulties of prediction. Although a difficult subject, the underlying purpose is straightforward, HRP is referring with having the right people at right place and with right skills.The intensions of this document are to check the nature of, and to what extent companies are able to manage this complexity. For this document, different firms have been used in order to identify if there are any firm-specific differences regarding HRP traditions. Results from our investigation of the studied firms shows that the degree of stability in their respective firms, in terms of employee turnover and economical fluctuations, clearly affects the way in which they appro ach HRP. Key-words Human Resource Management, Strategic Planning, Human Resource Planning. 1.Introduction Organizations are under increasing pressure to find ways to implement their strategies in a fast changing business environment, in which planning lifecycles tend to shrink to reduce the ‘time-to-market’ intervals. At the same time, organizations are putting more and more emphasis on adjusting the organization and employees in their attempt to achieve business goals . â€Å"HRP is usually seen as an essential feature of the ideal-type model of human resource management, even if it does not always appear to be given high priority in practiceâ€Å"(Rothwell, 1995).The issue of efficient planning for people was brought up before the introduction of human resource management. One possible explanation was presented by Storey (1995), who presents that as the developing business environment forces organizations to plan effectively and efficiently for the people resources, the rapid changes in the business environment also makes it difficult for organizations to plan with accuracy. In the light of this we want to investigate to what extent organizations plan for HR in today’s business environment. 2. Human Resource Planning – Concept ClarificationAs in many areas of personnel management, there is confusion about the precise meanings of the terms used to describe the human resource planning functions. According to Taylor (1998), â€Å"The main distinction is between those who see the term ‘human resource planning’ as having broadly the same meaning as the longer established terms ‘workforce planning’ and ‘manpower planning,’ and those who believe ‘human resource planning’ to represent something rather different. † According to Bramham (1994), â€Å"There is a big distinction between the two terms.He argues that ‘manpower planning’ is essentially quantitative in natu re and is concerned with forecasting the demand and supply of labour, while ‘human resource planning’ has a far wider meaning, including plans made across the whole range of personnel and development activity. These activities include soft issues such as motivation, employee attitudes and organizational culture. † The opposite opinion is that, the term ‘human resource planning’ is simply a more modern and gender-neutral term with essentially the same meaning as ‘manpower planning. Both are concerned with looking ahead and using systematic techniques to assess the extent to which an organization will be able to meet its requirements for labour in the future (Taylor, 1998). They are thus undertaken in order to assess whether an organization is likely to have ‘the right people, with the right skills, in the right places at the right time’ (Ibid). According to this definition, human resource planning is a relatively specialized sub-disc ipline within the general activity undertaken by personnel managers. There are different views of the specific meaning of HRP.We argue that it is more than a quantitative approach, as we believe that issues such as employee retention, attitudes and motivation are essential features for having the right people, with the right skills, in the right places at the right time. Thus, we agree with Bramhams’s view that HRP has a wider meaning, encompassing â€Å"soft† HR issues and it is the one that is accepted for the purpose of this text. 3. The Evolution of HRP Since the origins of the modern industrial organization, human resource planning has been a management function (Walker, 1980).Division of labour, specialization, organization of management into levels, work simplification, and application of standards for selecting employees and measuring their performance were all principles applied early in industrial management (Ibid). Planning for the staffing of work to be don e is not something that has become popular in recent years. This is something that has grown to become what it is today. The relatively sophisticated techniques available to management today are outcomes of a long period of evolution in practices, which started decades ago with simple, pragmatic, short term planning.The techniques used by management tended to fit contemporary conditions and events (Storey, 1995). During the first part of the 20th century, for example, the focus in manpower planning was upon the hourly production worker. The aim of improving efficiency through work engineering and early industrial psychology applications was consistent with the need to improve productivity and introduce greater objectivity to personnel practices (Ling, 1965; Merril, 1959; Yoder; 1952). During the Second World War and the post war years, the focus intensified on employee productivity.There was also greater concern regarding the availability of competent managerial personnel, as there was a talent shortage in combination with significant demand for goods and services. New technologies and interests in behavioral aspects of work also added complexities to the manpower planning task. In the 1960’s the demand for high talent personnel increased due to high technology programmers, rapid corporate expansion and diversification. In order to handle this increase, manpower planning practices were focused on balancing supply with demand, particularly demand for managerial, professional and technical personnel.According to textbooks written during the later part of the 1960’s, manpower planning was viewed as a system linking the organization with its environment (Patten, 1969; Vetter, 1967). Walker (1980) argues that the most common view of manpower planning at that time, which also dominated the literature until the 80s, was that â€Å"companies forecast their needs for manpower into the future, forecast their internal labour supply for meeting these needs, and identify the gaps between what will be needed and what will be available. Further, manpower planners develop plans for recruiting, selecting and placing new employees, provide for training and development and anticipate necessary promotions and transfers (Burack et al, 1972; Geisler, 1967; Henemann et al, 1968; Wikstrom, 1971). The 70s came with new legislation, court decisions and governmental regulations. Management attention then turned to affirmative action planning and other aspects of compliance. While many companies adopted the techniques that had been introduced by leading companies during the previous decades, ther experimented with new tools such as career planning, activity analysis, and reshaping of work (Walker, 1980). The majority of companies, however, were mainly concerned about the compliance with the significant new regulations governing discrimination, safety and pensions. Generally, it was an unsettled decade, during which managers had to deal with the energ y crisis, uncertain costs and profits, the slowing of business expansion and the increased concern regarding women’s liberation and reverse discrimination (Bramham, 1994).However, according to Bramham, it was during this time or decade that â€Å"manpower planning† was broadly being termed â€Å"human resource† planning and became widely established as a staff activity in major business and governmental organizations (Ibid). The term â€Å"human resource planning† implied a scope broader than just supply-demand balancing or quantitative forecasting. Human resource planning shifted focus from being a quantitative approach, although recognizing its importance, to a more comprehensive view of the process encompassing both needs forecasting and program forecasting (Ibid).During the 80s and early 90s, human resource management researchers and professionals tended to place greater emphasis on employee attitudes and on the development of personnel strategies to search for the enhancement of positive employee feelings and commitment (Zeffane and Mayo, 1994). Generally, these strategies lacked sufficient concentration on the need to control the flow of personnel within and across organizational boundaries (Walker, 1989). According to Richards-Carpenter (1989), this meant that human resource planning took a backward step in priority placing within the overall human resource management system.However, due to the increasingly uncertain socio-economic climate during the 90s, it was anticipated that the HRP function was to become the focal activity, as it was increasingly becoming an essential function across the organization (Zeffane and Mayo, 1994). Damm and Tengbland (2000) argue that in the future, the role of the HR personnel is to provide and develop an attractive organizational environment in which the individual feels inspired to grow and develop his/her competence.Furthermore, they say that individual organizations will not necessarily b e responsible for the individuals’ competence development; it is rather the individuals’ responsibility to make sure that they develop their competencies in order to attract future employment relationships. The ultimate situation is when the individual feels that the organization provides the best resources available in order for them to grow and develop their competencies.Damm and Tengblad also argue that two very important future working areas, for individually focused personnel work, will be guidance consulting and employee brooking. There will be a need for people who work with professional career service to assist the individuals with their career planning if the individual will be responsible for their own careers. In a labour market that is increasingly characterized by time limit employment rather than life long contracts, there will be a constant requirement to link competence demand with competence supply.The employee brokers can assist in the process of iden tifying the different potentials and overlapping between demands since they have a better overview than the individuals have. This could mean that it will still be necessary with employees working with personnel-related questions; however, much of the â€Å"strategic personnel work† will not be as important since individuals will be responsible for their own competence development (Damm and Tengblad, 2000). 4. The Contemporary Purpose of HRPThe effective HRP can help anticipate potential future difficulties while there is still a choice of action. Forward planning should enable the organization to develop effective personnel strategies related to such activities as recruitment and selection, training and retraining, management development and career progression, transfers and redeployment, early retirements, salary levels, anticipated redundancies, and accommodation requirements. Bramham (1987) presents a more detailed view of six basic objectives, which are quite similar to those mentioned by Mullins (1996) that is thought to onstitute the purpose of HRP. The first objective and a major purpose behind the use of HRP is to give an organization a broad, forward-looking insight into not just the number of employees, but also the type, skills, and attributes of the people that will be needed in the future. HRP provides the information on which recruiters base their activities and it reveals what gaps there are between the demand for and supply of people with particular skills (Bramham, 1987; Storey, 1995; Mullins, 1996).The second objective aims to reveal what training and development activities need to be undertaken to ensure that existing employees and new recruits possess the required skills at the right time. The longer and more specialized the training is, the more significant accurate HRP is to the organization’s effective operation (Bramham, 1987). Manpower costing is listed as the third objective and explains how HRP assists in cost reductio n by aiming to work out in advance how organizational operations can be staffed most efficiently.This is of even more importance when new ventures or projects are considered because it provides information on which to base vital decisions (Bramham, 1987). The fourth objective presented by Bramham (1987) is redundancy. HRP is an important tool in the anticipation of future redundancies and therefore allows remedial action to be taken, such as recruitment freezes, retraining, and early retirements so as to reduce the numbers involved. Another advantage associated with HRP, presented as the fifth objective, is collective bargaining.In organizations with a strong trade union presence, HRP provides important information for use in the bargaining process. It is particularly significant when long-term deals are being negotiated to improve productivity and efficiency. In such situations, the information provided by HR forecasts enables calculations to be made concerning how great an increas e in pay or how great a reduction in hours might be conceded in exchange for more productive working methods and processes (Bramham, 1987).The sixth and last objective presented as a purpose of HRP deals with the planning of accommodations, such as future need for office space, car parking, and other workplace facilities. Such considerations are of great importance, especially to organizations expecting fast expansion or contraction of key operations. As with the other five objectives described above, HRP also here aims at controlling costs over the long term by forecasting the future (Bramham, 1987). 5. External and Internal Influences on HRP 5. 1External Influences on HRPA lot of things have changed from when HRP first gained widespread popularity. The stability of the smooth sailing years, as Champ (1995) refers to the age of US corporate domination between 1948 and 1973 is gone. Today’s dynamic environment, filled with global competition and business discontinuities, defi ne the arena in which HRP must flourish. The need for analysis of changing scenarios, therefore, has to be an integral part of the HRP process (Rothwell 1995). The first step in HRP is usually the â€Å"environmental† scan.If this review has not already been carried out in some depth as part of the formulation of corporate strategy, consideration of critical trends may be a major contribution, which the HRM function can make to the organization (Institute of Personnel Management 1992). The growing internationalization of business in the face of changing patterns of world trade, the emergence of new competitors and new markets and changes in the older industrialized countries, all have some impact on the labour markets of even the smallest firm trading in national market (Taylor, 1998).Most larger and medium-sized companies are, however, likely to be trading internationally (Rothwell 1995) in some way and will need to understand the labour markets in those countries, if they a re to recruit staff abroad or if they expect to send their own staff to work there. The whole issue of international management development has major implications for strategic planning and for human resource forecasting and implementation. Evidence so far suggests that there are many inadequacies in both planning and implementation of management mobility, and that there is a widespread reliance on ad hoc use of expatriate managers (Ibid. 995). International and political issues are clearly closely linked, the move towards greater European unity, the unification of East and West Germany, the opening of Eastern Europe, The World Trade Centre bombings etc. , are just a few examples of events with implications for business planning. The political complexion of a government tends to affect the type of economic policy in place, the attitude to full employment, trade union and employee rights, as well as the level of support for private or public sector enterprises.External political fact ors, especially the broader social and regulatory legacies of industrial relations, provide a socio-political context in which managerial strategies have had to develop, and by which they have been conditioned (Lucio and Simpson 1992). At a time of economic recession in particular, the costs of worker protection policies can be very costly for companies. An awareness of population trends is critical in understanding labour markets, and national population statistics are readily available.Rothwell further states that planning to take account of demographic trends is not often done early enough. Also, a lack of advance planning tends to increase labour costs, as firms have to increase wages and salaries in order to retain staff or poach them from other firms. Public policy emphasis on training, the co-ordination of a plethora of national vocational qualifications, and the setting of national education training targets all mean that some aspects of estimating external competence supply will be improved.Data on graduate qualifications are readily available, but interpreting likely trends in supply and demand is complex (Pike et al. 1992). Demand-side factors stem mainly from business strategy, but need to take account of other skills that may be needed; for example in physical environmental awareness and the implications for products or processes and energy use; or in marketing, in concepts of relational marketing, customer education and general supply chain management. If mergers or acquisitions are expected, is new expertise needed to handle that?Or if organization structures are changing to create flatter organizations or new internationalized business market divisions, are there skills available in managing networks, managing projects or managing cross-culturally? Firms that use competence-mapping techniques may be able to provide data relevant to HRP, but where these activities are done by different people and/or at different locations, such linkage cannot be made (Rothwell, 1995). Consumer attitudes tend to be surveyed more regularly than those of employees, but shifts in employee preferences are perceptible, often on a generation basis.The generation of people born in the 70s and 80s are more individualistic, less likely to accept authority, expecting to have a say and be given a choice, and also to be putting more emphasis on quality of leisure and family life. The priority perks for those in work are those related to health and to education and training. Employees are also less likely to remain with one employer. These attitudes are found particularly among â€Å"knowledge-workers†, and may be modified over-time by experience of recession and widespread white-collar unemployment (Rothwell, 1995).If a major difference between HRP and manpower planning lies in its emphasis on motivating people (Bramham 1989), understanding the starting point and The incorporation of both individual and organizational needs is therefore the majo r challenge for HR planners and should be reflected in the application of the planning process to the ways in which people are employed (Ferner and Colling 1991) 5. 2Internal Influences on HRP Zeffane and Mayo (1994) argue that in the context of the supply-demand equation, a range of internal factors require consideration for the purpose of evaluating existing (or anticipated) supply from within the organization.The supply side issues that HRP should address include the organization’s policy on growth from within or by means of outside recruitment; the policy on pay and remuneration, and the organization’s view on employee development. In this context, the conventional human resource plans take into consideration a series of supply side statistics, such as company growth, the age distribution of employees, skill levels, turnover ratios and the overall profile/distribution of employment across job categories.Zeffane and Mayo (1994) further state that among all these, ag e and retirement are emerging as important considerations in workforce planning in the current socio-economic climate. These factors (i. e. age and retirement) are strongly related in the sense that retirement takes place on the attainment of a certain age. Catering for age is necessary and is becoming increasingly the subject of a more elaborate mathematical modeling for workforce (Mohapatra et al. 1990). The more contemporary approaches to HRP need to consider current (and anticipated/future) changes in the make-up and aspirations of the workforce.Long-term macro-level forecasts seem to suggest that people in the future will have even greater desire for self-development and discovery (Taylor, 1998). These aspirations may trigger requirements for changes in existing corporate structures and management systems. As a result, human resource professionals and their organizations may capitalize on the advantage of potential employees who may be creative and self-motivated, but they will also face the problem of developing an environment that will attract and hold such individuals (Taylor 1998). 6.Different Types of Human Resource Planning 6. 1Succession Planning One adaptation of traditional HRP that takes place mostly in larger organizations is the development of a succession planning function. Storey (1995) argues that chief executives often see this function as the major rational for any form of HRP. While in some organizations it may be focused mainly on the few top positions, the need to consider at least a five-year-period can mean that it becomes a more significant operation, and eventually drives a whole management recruitment and development programme.According to Taylor (1998), succession planners are mainly interested in ensuring that their employer has enough individuals with the right abilities, skills and experience to promote into key senior jobs, as they become vacant. According to Jackson and Schuler (1990), succession planning differs from tradit ional HRP in the sense that the succession planning process covers a narrower group of employees but does so with a higher degree of intensity. As succession plans concern relatively few employees, they can be considerably more sophisticated the time span is also longer than that of traditional HRP.Succession plans often involve forecasting and planning the progress of individuals 20 years ahead or more (Walker, 1992, Storey, 1995). Storey (1995) argues that succession planning is most often associated with hierarchical organizations in which individuals develop careers by moving upwards and sideways over a number of years as they acquire the required skills and experience. The aim of this is to ensure that enough individuals with the potential to succeed to senior positions are available when an appointment needs to be made.Rothwell (1994) states that three candidates are typically identified for each senior post: one who is ready now and could succeed immediately if necessary; one who will be ready, if needed, in two or three years’ time and one who will be ready in five years’ time. Taylor (1998) comments, in addition, succession planners have an input into decisions about the numbers of graduates that are employed on graduate training programmers’ each year. In technical terms, succession planning involves collecting and manipulating data about individuals and tracking their performance and progress as they move from job to job over a period of time. . 2Career Planning This type of HRP is by some viewed as a more fashionable term to use than succession planning and ostensibly is more individually focused (Storey, 1995). Furthermore, like succession planning, broadly interpreted, it requires an understanding of processes that can integrate an individual’s characteristics and preferences with the implications of: organizational culture, values and style, business strategy and direction, organizational structure and change, reward systems, training and development system, appraisal and promotion systems.According to Taylor (1998), career planning emphasizes much more on the individual’s responsibility for his/her own career development. ‘Mentoring’ and ‘coaching’ systems, whether formal or informal, may be introduced to assist in this. Storey (1995) argues that common problems associated with this kind of planning are related to key people leaving, or to managers’ lack of broad experience. The requirements of different types of organizations (static; fast growing; international etc. ) for detailed planning clearly vary (Ibid).Storey further states that the need for creating ‘bridges’ between different occupations and for the identification of ‘development positions’, are both significant techniques in career planning. The predominant influence of this type of planning is that of the organization’s needs, as interpreted by particular mana gers, at certain phases of its development and it is said that career planning may be interpreted very differently by those who experience it (Storey, 1995). Storey continues to say that the ‘myths’ of the organization in this sense may also be significant: â€Å"those who decode them appropriately are those who obtain advancement. 6. 3Contingency Planning Contingency planning is seldom given any attention by authors within the HR field, but according to Taylor (1998), it can be seen as an approach that is almost universally applicable. Contingency planning involves planning possible responses to a variety of potential environmental scenarios, and the result is that HRP effectively switches from being a reactive process undertaken in order to assist the organization in achieving its aims. Taylor further argues that it becomes a proactive process undertaken prior to the formulation of wider organizational objectives and strategies.The main purpose of contingency plannin g in the HR field is the provision of information on which decisions about the future directions the organization takes are made (Taylor, 1998). 6. 4Competency Planning Another adaptation of traditional HRP is skills planning and is, according to Speechly (1994), particularly appropriate in situations where there is a variety of different methods by which employee needs can be met. The basic principle of this method is to shift away from a focus on planning for people and instead concentrate mainly on skills.Taylor (1998) argues that instead of forecasting the future supply of and demand for employees, skills planning involves predicting what competencies will be needed one to five years ahead, hence, leaving open the question of the form in which these will be obtained. Further, skills-based plans incorporate the possibility that skills needs are to be met either wholly or partially through the employment of short-term employees, outside consultants, as well as by permanent members of staff (Taylor, 1998). . 5Soft Human Resource Planning There has been some disagreement in the literature over the term ‘soft human resource planning’ and its perceived meaning (Taylor, 1998). Marchington and Wilkinson (1996) give one broad definition as being ‘synonymous with the whole subject of human resource management. ’ Torrington and Hall (1995) have a narrower definition involving planning to meet ‘soft’ HR goals – particularly cultural and behavioral objectives.Torrington and Hall also use the label to give meaning to a distinct range of HR activities which are similar to hard HRP in approach, but with a focus on forecasting the likely supply and demand for particular attitudes and behaviors rather than people and skills. According to Taylor (1998) soft HRP can thus be seen as a broadening of the objectives associated with the traditional approaches of HRP. Soft HRP accepts that for organizations to succeed in the current env ironment they need more than the right people in the right place at the right time.In order to contribute to the creation of a successful organizational culture, they also need to make sure that people have an appropriate outlook and set of attitudes. Further, even more essentially argued by Taylor, by undertaking systematic soft HRP Organizations will be alert to long-term shifts in attitudes to work among the Labour force in general, allowing them to build these considerations into their general planning processes. Such issues are not taken into account by traditional HRP according to Taylor (1998). . Conclusions Regardless of the organizational size and industry the underlying motive behind HRP is to have the right people, with the right skills, in the right places, at the right time. However, the ways to realize this motive do differ from one organization to another depending on the individual prerequisites. This could be illustrated by breaking down the motive, where finding th e right people, with the right skills is the essential condition for having them at the right place, at the right time.In times of organizational growth or downsizing organizations naturally focus on hiring or retaining the right people with the right skills. However, organizations with a modest employee turnover can focus more on having the people in the right place i. e. concentrating more on making sure that the existing workforce is utilized in the optimal way. While there are different prerequisites between organizations, determining their approach to plan, we can also see a general change affecting the ability for all organizations to plan.Historically, there has been turbulence in the business environment such as technological developments and erratic economic fluctuations, however it is not these factors per se that has caused the change today, but rather the speeds in which discontinuities occur. This is made evident by the fact that companies no longer plan in the same way as they did ten to fifteen years ago when the more static conditions allowed the organizations to plan with more accuracy.Today organizations do not plan more than three years ahead and the plans are revised both annually and quarterly. This development has put the organizations in a dilemma; the greater the need for planning the more difficult it becomes to plan. In the light of this, some theorists question planning since it is virtually impossible to foresee changes with any accuracy. However, this view appears to have little, if any relevance among the organizations, where planning is viewed as a less formal process.The common understanding among the companies is that it is impossible to follow a plan rigorously but they still plan. From this we draw the conclusion that planning is more than just forecasting the future, it is rather the planning process itself that adds value to the organization. By incorporating plans made across the whole range of personnel and development ac tivity the organization becomes more alert to changes and prepares itself for future discontinuities regardless of their nature, thus admitting that change will occur is more important than foreseeing the future.Organizations that embrace this way of thinking plan to a greater extent than in the past in the way that it involves a broader definition of HRP, incorporating not only quantitative measures but also soft issues. However, the fact is that environments vary across industries, organizations and over time. Some organizations occasionally experience disruption. But at the same time others are experiencing relative stability. Thus, organizations are very much influenced by their individual prerequisites limiting their abilities to plan to the extent as described above.Two findings concerning HRP seems to distinguish themselves, firstly we can see a general change among all companies in the way they plan for HR, secondly HRP is still very much based on individual prerequisites. 8 . Analysis Human resource planning is probably one of the most critical elements in linking the work of the human resources function to the business goals of the company. It is important to recognize that certain aspects of human resource management tend to have potentially high strategic consequences.Especially in the areas of policy development and implementation it is obvious and difficult to refute advice that effective human resource policies require human resource planning, which in turn, requires effective integration with an organization’s strategic planning process. It is evident that human resources planning are becoming more and more important in business circles. Because business profits are squeezed by inflation and a weakened economy, management is also concerned with personnel costs and is seeking to achieve increased output with the same or fewer staff.During our research we have found evidence supporting the above statement, where organizations with a high em ployee turnover tend to focus on the planning for supply and demand of HR, while organizations with low employee turnover lean more towards internal issues of HRP. Logically counting heads becomes more important in times of growth or downsizing, thus the nature of the HRP shifts towards a quantitative approach. Consequently organizations experiencing more stable periods can focus on softer HRP, i. e. concentrating on the creation of an environment that stimulates personal development and motivation among the employees.Our impression during the research is that all companies have the intention to focus more on internal HRP, thus companies do not decide to be either quantitative or qualitative in their approach, and it is rather a natural selection based on the individual prerequisites. However, we can see a risk with not having a balanced view in terms of external and internal HRP. Among the companies with an explicit internal focus there is a lack of attention for external developme nts and trends, thus we can see an inherent risk of becoming â€Å"fat and happy† which in turn requires reactive actions in times of major change.References †¢ Beer, S. (1972). Brain of the Firm, New York, Herder and Herder. †¢ Beer, S. (1974). Designing Freedom. Toronto: CSC Publications. †¢ Bell, D. J. (1989). â€Å"Why Manpower Planning is Back in Vogue†. Personnel Management, (July). †¢ Bramham, J. (1987). â€Å"Manpower Planning,† In S Harper (ed. ): Personnel Management Handbook. London Gower. †¢ Bramham, J. (1988). â€Å"Practical Manpower Planning,† in Harper, S (ed): Personnel Management Handbook. London. Gower. †¢ Bramham, J. (1994). Human Resource Planning. (2nd Eds). London. IPD. †¢ Ferner, A. , & Colling, T. , (1991). Privatisation, Regulation and Industrial Relations† British Journal of Industrial Relations 29(3), September †¢ Gratton, L. , Hailey, V. H, Stiles, P. & Truss, C. (1999). Strategic Human Resource Management: Corporate Rhetoric and Human Reality. Oxford University Press Inc, New York. †¢ Gustafsson, J, Leijon, S & Targama, A. (1978). Synpunkter pa Personalplanering. Kompendiet – Lindome. †¢ Hedberg, B. L. T. , Bystrom, P. C. & Starbuck, W. H. (1976). â€Å"Camping on the Seesaws: Prescriptions for a Self-Designed Organisation. † Administrative Science Quarterly. , Vol. 21, Issue 1 (Mar) pp. 41-65 †¢ Henemann, & Selzer. 1968). Manpower Planning and Forecasting in the Firm: An Exploratory Problem? Office of Manpower Policy, Evaluation and Research, U. S. Dept. of Labor, March. †¢ Herriot, P. (1992). The Career Management Challenge: Balancing Individual and Organisational Needs. Sage Publications Ltd. London †¢ Hollinshead, G. & Leat, M. (1995). Human Resource Management: An International and Comparative Perspective. Pitman Publishing. †¢ Mintzberg, H. (1976). â€Å"Planning on the Left-side and Managing on the Right-si de. † Harvard Business Review. (July-August). †¢ Mintzberg, H. (2000). The Rise and Fall of Strategic Planning, New York. Prentice Hall. Mullins. L. J. (1996). Management and Organisational Behaviour. (4th Ed). Pitman Publishing UK. †¢ Mumford, A. (1997). Management Development Strategies for Action. (3rd ed. ). Short Rum Press Ltd. †¢ Rothwell, W. J. , (1994) Effective Succession Planning. American Management Association, New York. †¢ Rothwell, S. (1995). â€Å"Human Resource Planning. † In J Storey (ed. ): Human Resource Management – A Critical Text. London. Routledge. †¢ Schneider, L. (1962). â€Å"The Role of the Category of Ignorance in Sociological Theory: An Exploratory Statement. † American Sociological Review, 27: pp. 492-508 †¢ Speechly, N. (1994). â€Å"Uncertainty Principles. Personnel Today (May) †¢ Starbuck, W. H. (1965). â€Å" Organisational Growth and Development† In J. G. March (ed. ), Handbook o f Organisations: pp. 451-533. Chicago: Rand McNally. †¢ Starbuck, W. H. (1975). â€Å"Information Systems for Organisations of the Future. † In E. Grochla and N. Szyperski (eds. ), Information Systems and Organisational Structure: pp. 217-229. New York: de Gruyter. †¢ Taylor, S. (1998). People and Organisations, Employee Resourcing. The Cronwell Press Ltd, UK. †¢ Torrington, D. & Hall, L. 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To what extent should companies go with business bluffing in order to Essay

To what extent should companies go with business bluffing in order to maximize profit - Essay Example In the present age, when the people have become very conscious regarding the environmental issues and the health and safety aspects of business, businessmen are exposed to a lot of challenges. The rise in level of social consciousness comes as a potential threat to the profitability of businesses because the two are on the two extremes of the seesaw. The profitability increases when the standards of ethics are not complied with and vice versa. Businessmen frequently make use of bluffing to maximize their profits. Bluffing in business is essentially a strategy of the like which is used in games like poker. The game strategy has no reflection in the bluffer’s morality. When a businessman respects truth, he/she essentially considers it â€Å"the basis of private morality† (Carr). A businessman deserves respect for respecting the truth. Bluffing has become an essential component of many kinds of businesses. For example, in court, when a lawyer fights a case for a client, his/her job is to prove that he/she is not guilty regardless of what the truth is, and this is fully understood by the judge and everyone who is involved in the jury down the line. It is commonly said that the court is blind, which means that a judge can not take a decision if he/she believes one of the parties is right unless that party provides the judge with sufficient evidence against the criminal party. This is perfectly consistent with Henry Taylor’s statement, â€Å"falsehood ceases to be falsehood when it is understood on all sides that the truth is not expected to be spoken† (Carr). This description of bluffing is as valid for business as it is for poker . Corporate executives can not make independent decisions. Their actions are guided by the instructions of the top management. However, in addition to being an employee, a corporate executive is just as human as his/her manager. The corporate executive thinks from his/her own mind and is fully capable of analyzing the quality of decision enforced by the manager. Quite often, a corporate executive may not approve of the decision of the top management, but there is nothing he/she can do about it because if he/she attempts to, he/she will risk the job. Therefore, most corporate executives tend to remain silent rather than giving voice to their conflicting views, and this, for many, is the strategy of survival in the workplace. In this way, business ethics resemble the game ethics both of which are totally different from the ethics of religion. Businessmen generally maintain self constructed standards of ethics and tend to comply with them. As long as they are doing good on certain scal es of ethics that they value the most, they are happy that they are conducting the business ethically and their conscience is fully satisfied. The Democrat, Omar Burleson from Texas expressed his views about his own business practice in these words: I can tell you that we pride ourselves on our ethics. In thirty years not one customer has ever questioned my word or asked to check our figures. We're loyal to our customers and fair to our suppliers. I regard my handshake on a deal as a contract. I've never entered into price-fixing schemes with my competitors. I've never allowed my salesmen to spread injurious rumors about other companies. Our union contract is the best in our industry. And, if I do say so myself, our ethical standards are of the highest! (Burleson cited in Carr). In fact, the difference arises from the disparity of perceptions about the ethical standards of the businessmen and those of the stakeholders. When a businessman says that his ways are ethical, it most often means that he/she complies with the ethics of

State Aid developments in 2013 Research Paper Example | Topics and Well Written Essays - 4000 words

State Aid developments in 2013 - Research Paper Example ings on issues are to be the preserve of the European Commission whilst the European Court is called upon as the court of last resort in these issues. Article 107(1) was interpreted significantly in the Doux Elevage case where it was found that in cases where government agencies and units are independent from government, their directives which seemingly favors some organizations cannot be classified as state aid. A ruling on the state aid claims and disbursement in France concerning the France Telecom and the French Government showed that in cases where the donation and/or investment into a given entity is seen as some kind of reorganization or a long-term change in the structures of the entity, it could be seen as something done outside the scope of the state aid restriction. And this could be permitted. Also, Article 107(3) (a) has been interpreted to be compatible with state aid allowances if they cover areas that are considered to be areas that need accelerated development and change. And this is typically allowed where the activity is within the scope and context of relevant rules and relevant limits set in the law of the com munity. The deminimis regulation was also reviewed in the current year under review. The ceiling remained at â‚ ¬200,000 for most aspects of the state aid system in spite of calls for an increase. The GBER and other frameworks are introduced, whilst the overall plans and objectives of the European Union has been moved to focus on the aviation industry. Numerous benefits and advantages are put in place to encourage the aviation industry. There are numerous rulings that occurred in the past year that has significance in the interpretation of European Union State Aid laws and regulations. Some of these cases provide further interpretation of the existing laws whilst others provided an insight into new circumstances and situations that were not expressly defined and stated in the European legal systems. The fundamentals of European law

Connection between gender roles and violence against women Essay

Connection between gender roles and violence against women - Essay Example This essay "Connection between gender roles and violence against women" outlines the power of gender roles in society and how it is linked with violence against women. One does not need to look very hard in order to find a situation in which gender roles encourage a level of abuse and violence towards women. The young girls are told from the very earliest of ages that it is not ladylike to raise their voice or command in a demanding tone. Although it is possible that the same advice is given to young boys, it is far less common. Competition and demanding attitudes within boys is oftentimes encouraged; not only within the home but within a litany of sports programs and competitive engagements that these young boys are encouraged to take part in. In short, the children of our society are predisposed to an understanding of the fact that girls should be tended and shy by nature whereas boys should be boisterous and demanding; exercising a will to power over society and their own individu al wants. Of course, the same can be true with regards to sex and the means by which children are taught expected behavior with regards to sex. By and large, abstinence is most strictly promoted for girls as chastity is viewed as something of a feminine virtue. Although this is partly the case for boys, the level and extent to which this is evident is greatly reduced than the level and extent in which it is exhibited and girls. What such a differential suggests is that boys will be boys and should and probably will engage in a high number of sexual activities. prior to some form of monogamy. However, women should not be in charge of their own sexuality and perhaps cannot even be trusted to be in charge of it; thereby demanding that they remain chaste and abstinent. Returning to the power dynamic that boys and men are instilled with a nearly every aspect of world culture, one can see the way

Globalization and Technological Revolution Term Paper

Globalization and Technological Revolution - Term Paper Example Organizations in the international arena typically follow low cost, low-risk entry strategies. Apart from low-risk organizations always consider the political, legal and economic factors of national environments. Accordingly, the competition for FDI would be based increasingly on cost differences between locations, the quality of infrastructure and business-related services, the ease of doing business, and the availability of skills. Organizations are attracted to FDI when they offered a competitive advantage over locals, a lower cost for labor and/or physical resources, secure access to physical resources, proximity to major markets and increased market share, Countries attract FDI if they provide certain facilities to organizations. In this regard, UNCTAD (2002) developed a 12 point criteria, named the inward FDI potential index capture several factors apart from market size (Appendix -1). Now we will analyze the case study- Ireland 2004. Starting with the concept of GDP as it refl ects the income of the people within the country; it also shows the capacity especially purchasing power of the people; it also reflects the demand for the commodities and services. As provided in the case study, the GDP per head (US$: market exchange rate) Ireland in 2003 is $ 37,911 and GDP per head (US$: Purchasing power parity) is 32, 916. Even the real GDP growth rate during 1999-2003 stood around 7.1%. Irish GDP grew at 9.9% per annum during the period 1996-2000. But the GDP growth has slowed down during 2003 due to weak global demand and several other factors. Now if we analyze Irish real GDP growth with most of the countries in Europe, US or Japan we find that GDP growth rate is much higher in Ireland in comparison to UK, France, Germany, US or Japan. So it shows that Ireland economy is expanding and the income level of people are going up which may result in an increase in demand. So companies have enough opportunities to invest in Ireland. The rate of growth of GPD over th e last 5 years when the reforms actually started is around 7-8% which could be seen as a remarkable growth rate if we compare it with other countries in the vicinity.

Criminal Behavior and Mental Disorders Essay Example | Topics and Well Written Essays - 1500 words

Criminal Behavior and Mental Disorders - Essay Example While the ancient Greeks argued that logic, not instinct, was what gave rise to knowledge, most people today use a combination of both. Just as a cop follows a lead on â€Å"instinct† or a mother knows her child is sick through â€Å"intuition†, humans rely on an illogical gut reaction to compliment logic in the decision making process. Ignoring this gut reaction in favor of pure logic can cause humans to draw irrational conclusions, as is the case with Backlar. Furthermore, ignoring this visceral reaction causes Backlar to defy society’s view of justice in favor one more easily dismissed by logic in her article, and causes her to not only act against her human instinct, but to also practice a lower quality of medicine. Because it contradicts her profession, society’s view of justice, the instinctual feeling of what is right, I reject Barker’s conclusion that the criminally insane should be viewed as felons. In her article, Backlar tells the story o f being a naive provider in a criminal psychiatric ward and feeling shocked upon hearing a more senior provider refer to patients as felons. Backlar then goes on to describe her transition from shock to acceptance as she begins to believe this senior provider is correct and that the patients are in fact felons. Throughout the article, Backlar repeats this conclusion, arguing that because the guilty and the criminally insane are all convicted criminals, they should all be given the same level of baseline treatment by the justice system. This conclusion defies Backlar’s medical profession, whose duty it is to treat patients. In any scientific process, bias introduces a systematic error in results. Thinking of patients as felons constitutes judgment of the patients and judging patients introduces a bias into care. This bias will lower the quality of care provided to the patients and will contradict the very reason Backlar is with her patients to begin with. This bias is why some medical personnel working in corrections settings choose not to know what crimes the patients they treat have committed. Viewing a patient you are assigned to treat as a felon introduces a judgment that medical personnel are not called on to provide. The job of any health care provider is to treat the patient. Using logic to formulate the argument that the patients are felons denies the true connotation of the word. â€Å"Felon† is more than its dictionary definition; it is a stigma in our society. To refer to a person as a felon is to pass judgment on them, and judging a patient because of his or her personal background would lower the standard of care. It is because of this compromising of the quality of medical care that I reject Backlar’s conclusion that the criminally insane are guilty felons. Beyond the bias that referring to a patient as a felon introduces, calling patients felons is also wrong because it implies their guilt. This argument gets at the root of B acklar’s true question in the article: should the criminally insane be punished or treated? Are the criminally insane culpable or innocent? Instead of choosing from the two options, I propose a third: to not categorize the criminally insane on the basis of their disease state, but on the basis of their individual case. The justice system does not say every drug crime should be