Silent Film Meets the Talkies: A Brief History Essay example -- Film M

Quiet Film Meets the Talkies: A Brief History A betting man, Governor Leland Stanford of California required visual confirmation to win a wager he had excitedly positioned. Representative Stanford solidly accepted that sooner or later in their step, ponies had every one of the four hooves off the ground simultaneously. In the wake of employing a picture taker who was without much of any result, the Governor got John D. Isaacs, the main specialist for the Southern Pacific Railroad, to examine the circumstance. Isaacs chose to fix up an arrangement of attractive discharges to trigger a progression of cameras, twelve aggregate, as the pony ran down the track (Everson, 17). Mounting these pictures on a turning plate and anticipating them on a screen through an extraordinary lamp, they created a moving image of the pony at full run as it had happened, all things considered (Encyclopedia Britannica, 1211). American film's next large break accompanied start of World War I. Until this period, the business had been commanded by France, Italy, and Germany, especially in the region of full length introductions and the development of lasting theaters. Be that as it may, when the war broke out in Europe, film creation abroad almost stopped because of the cover of synthetic concoctions utilized in film and the assembling of explosive (Encyclopedia Britannica, 1213). All the while, American Cinema encountered a period on uncommon flourishing and development. Before the finish of the war, when the Treaty of Versailles was marked in 1919, 90 percent of all movies screened in Europe, Africa, and Asia were American (Encyclopedia Britannica, 1213). Germany be that as it may, was the special case, since it had been cut off from America since 1914. At the point when the Germans did at long last reconnect with the world, the United States profited extraordinarily from their techn... ...me film industry hits, paying little heed to the acting or recording quality. As talkies turned out to be increasingly refined and ordinary, quiet movies began to decrease. A backfire happened and these emulated motion pictures were named as the genuine craftsmanship (Geduld, 253). However, nothing should be possible to hinder the constant improvement of film as sound spilled out of studios every day. Truth be told, this new true to life style was so famous, the film business ended up being one of only a handful not many prosperous ventures during the Depression (Geduld, 253). Works Cited Ellis, Jack C. A History of Film. eedham Heights, Mass: Allyn and Bacon, 1995. Reference book Britannica. Reference book Britanica Inc.; vol. 24, fifteenth ed. Chicago, IL: 1995. Everson, William K. American Silent Film. New York: Oxford Univ. Press, 1978. Geduld, Harry M. The Birth of the Talkies. London: Indiana Univ. Press, 1975.

Eliezer’s Relationship with God in Night

Holding tight: The Description of Eliezer's Relationship with God in Night World War II breaks out in Europe during the finish of the 1930s. Adolph Hitler dives Germany into obscurity while rapidly moving to take over flanking nations with his military of Nazis. Eliezer, a kid close to 15 years of age, lives in Hungary, which is perilously near Germany. Alongside numerous different Jews, Eliezer is extradited from his home and into a universe of unbelievable dread. Night is a journal of those encounters and, all the more significantly, a distinct update that these occasions ought to never be permitted to rehash themselves.The Holocaust presents one of the most upsetting philosophical situations of the twentieth century. As an overcomer of the Holocaust, Elie Wiesel needs to reexamine God in his reality. He does as such through his compositions, in which he addresses God and lets us know of the appropriate responses, or absence of answers, that he gets. In Night, writer Elie Wiesel ex pounds on his dedication as a youngster, strict observances, and outrage towards God to uncover how he is as yet a devotee to the Jewish confidence in spite of all that transpire. Auschwitz, Buchenwald, and Treblinka are only a couple of the names which bring out bad dreams of the Holocaust.The enduring and demise at these and other death camps were more prominent than any before persevered. Before the Holocaust he had been one of the most faithful Jewish kids. The Holocaust made a void in the spirits of huge numbers of the individuals who endure. Elie Wiesel was one of those individuals. Before the Holocaust he had been one of the most ardent Jewish youngsters. Up until the end he trusted that God will mediate in Biblical design. At the point when that intercession was not prospective, he started to question in God and in His kindness. He started to blame God for cold-bloodedness against his people.After the torment was finished, he needed to reconsider the job of God in his life. He could be pardoning of God and permit Him one more opportunity, the same number of he had seen had done. Or on the other hand he could assume the job of God to himself and attempt to characterize his own predetermination. To manage this, Wiesel needs to address God and himself. He does as such through his composition. Elie Wiesel recounts to his awful story of his detainment in Nazi Germany. He defeated the chances with his quality and will to live. Elie was advised by his dad to never lose his confidence of his religion it would help him through everything, and keep him strong.One ought to never lose confidence or whatever controlling power that may prop them up. This confidence was the main power that caused Elie to endure, and without this confidence Elie would have most likely surrendered to biting the dust. The inquiry currently is the way far does Elie’s confidence in God and in his own confidence encourages him to go on. He gets numerous answers, however none are pal atable. Wiesel thought of God previously and during the Holocaust as both the defender and punisher of the Jewish individuals. Whatever had occurred previously, he had confidence that it was for their acceptable, or one of God's more noteworthy plans.Either way, he would acknowledge God's will without addressing. At the point when bits of gossip about the Nazis' violations originally arrived at a portion of the distant Jewish towns, similar to Wiesel's Sighet, nobody trusted them. The town felt that God was with them and would shield them from anything as unpleasant as what these bits of gossip recommended. They had a sense of security and secure in their confidence. â€Å"And we, the Jews of Sighet, were sitting tight for more promising times, which would not be long in coming now†(17). Other people who didn't feel remorseful accepted that God at any rate had a valid justification for rebuffing the Jews. They figured it must be a test. God is trying us. He needs to see if we can rule our base senses and murder the Satan inside us. We reserve no privilege to surrender. What's more, on the off chance that he rebuffs us persistently, it's an indication that he cherishes every one of us the more†(53). Confidence postponed the transformation that may have emitted in the camps. The more youthful individuals felt it is smarter to bite the dust battling than to go like sheep to the butcher. They had blades and a solid will. Yet, their older folks reminded them, â€Å"You should never lose confidence, in any event, when the blade hangs over your head. That is the educating of our sages†¦ †(40).As long as the older folks were happy to acknowledge God's will, the more youthful individuals were eager to regard their confidence. They despite everything had confidence that God had a more noteworthy reason as a top priority, and however they contradicted enduring, they would endure proudly that they are a piece of God's arrangement. Thus Wiesel and his town were influenced without occurrence into the camps, accepting that if their confidence suffered, they would be spared. Before long the dreams blurred and Wiesel started to question God. It was difficult for Wiesel to question in God, or he would not have clutched his confidence with such tenacity.But at some point or another, the appearing pointlessness of the enduring his kin suffered needed to blast into the awareness of his apparently dauntless Jewish confidence. Despite the crematory pit, Elie Wiesel noted, â€Å"For the first occasion when I felt revolt ascend in me. For what reason would it be a good idea for me to favor His name? The Eternal, Lord of the Universe, the All-Powerful and Terrible, was quiet. What had I to express gratitude toward Him for? †(42). He stirred to the possibility that he was â€Å"alone-frightfully alone in a world without God†¦ †(75). Absence of confidence went rapidly to surrender. On the off chance that God wouldn't spar e His kids, who might? Nobody accepted the gossipy tidbits about harmony and safety.In the emergency clinic at Auschwitz, Wiesel met a man overwhelmed by this sort of hopelessness. He stated, €Å"i have more confidence in Hitler than in any other person. He's the one in particular who's stayed faithful to his obligations, every one of his guarantees, to the Jewish individuals. †(87). All around Wiesel, the quantity of unwavering were dropping. As hard as they attempted to hang tight, Wiesel's kin were thinking that its difficult to put stock in God and what He was permitting to occur. Others, similar to Wiesel, were given the weight of conveying the inquiries with them, never to be replied. At the hanging of the holy messenger confronted pipel, Wiesel had an answer, when somebody asked, † ‘Where is God now? What's more, I heard a voice inside me answer him: ‘Where right? Here He will be He is hanging here on this gallows†¦ ‘ †(72). God pas sed on for the youngster Wiesel at that point. The demolition of his confidence in the God of his youth was finished. No longer did his name bring cries of applause from Wiesel. God appeared to be dishonorable even with His admirers to acknowledge their love. Wiesel can't deny God His due. On the off chance that anything he can interrogate it and feel irate concerning it. He can even attempt to transform it, by reexamining God's job on the planet. That is the thing that a significant number of those he experienced did once they got over the underlying anger.Any answer can't emerge out of man, yet from God himself. This is the thing that Moshe the Beadle had attempted to reveal to Wiesel when he was a little youngster in Sighet, before the dread of the Holocaust devastated his life. Moshe stated, â€Å"Man raises himself toward God by the inquiries he pose Him†¦ That is the genuine exchange. Man addresses God and God answers. In any case, we don't comprehend His answers. We can 't get them. Since they originate from the profundities of the spirit, and they remain there til' the very end. You will locate the genuine answers, Eliezer, just inside yourself! †(15). There can be no limit to the scrutinizing, regardless of whether there are no answers.In perusing crafted by Elie Wiesel, I needed to ask God a portion of similar inquiries that he did. The tempest of feeling followed the ways of outrage and despair, lastly finished with the acknowledgment that Elie Wiesel finds. God isn't anything but difficult to make sense of, and he never will be. With all our insight, we can't speculate his explanations behind busy. I will wonder constantly what occurred, and, all the more critically, why, yet I will rest unobtrusively, as long as when I wake I watch to see that there isn't another Holocaust, and I appeal to God that whatever the explanations behind the first, there never will be a second.The Holocaust introduced a call to individuals wherever to rethink the job of God in their lives. The agony and enduring that we know occurred is in dim difference to what we would have thought conceivable within the sight of our God, and any individual who interacts with these abhorrences will be always shaken in his current confidence. Some have responded with outrage toward God, others with disavowal. Still others responded with doubt of all that God had implied previously. In any case, by posing inquiries, some have developed to discover that God never did things the manner in which individuals anticipate that Him should, and that reality turns into the foundation of the new beginning to their theology.God doesn't respond to questions except if they suit His motivations. This is the thing that we have gained from Auschwitz and from the compositions of Elie Wiesel. We should keep on posing inquiries, keep on testing God, until, at some point, He Himself will offer us the responses. What's more, up to that point we ought to never have a sense of safety in confidence as to believe that Auschwitz would never happen again. We should make sure, through our activities, that it will never happen again and to never lose the confidence that has been committed to God.

What Book Rioters Are Reading on December 6, 2016

What Book Rioters Are Reading on December 6, 2016 In this feature at Book Riot, we give you a glimpse of what we are reading this very moment. Here is what the Rioters are reading today (as in literally today). This is what’s on their bedside table (or the floor, work bag, desk, whatevskis). See a Rioter who is reading your favorite book? I’ve included the link that will take you to their author archives (meaning, that magical place that organizes what they’ve written for the site). Gird your loins â€" this list combined with all of those archived posts will make your TBR list EXPLODE. We’ve shown you ours, now show us yours; let us know what you’re reading (right this very moment) in the comment section below! Liberty Hardy   The House at Sea’s End by Elly Griffith: This is the third in her somewhat-cozy mystery series about Ruth Galloway, a forensic archaeologist. And they are exactly what my brain needs right now. (paperback) An Unnecessary Woman by Rabih Alameddine: This has been on my must-read list forever, because everyone I know who has read it absolutely loves it. (paperback) A Twist in Time by Julie McElwain (Pegasus Books, April 4, 2017): The follow-up to A Murder in Time, which I thought was so much fun! (galley) Chemistry by Weike Wang (Knopf, May 23, 2017): I will admit that what first drew me to this book was the fact that the cover looks like the cover of a Douglas Coupland novel. But it also sounds fabulous. (e-galley) Molly Wetta   A Promise of Fire by Amanda Bouchet:  I’ve been in the mood for fantasy romance, and this one has got a lot of praise, so I’m excited to check it out. (library paperback) Name of the Wind by Patrick Rothfuss: This has been on my TBR list forever, but I have been wary of starting an unfinished fantasy series (I hate waiting). But with the announcement that Lin-Manuel Miranda will be adapting it for TV, I put it on hold faster than you can say “Kingkiller” and immediately checked it out. (library paperback) Jamie Canaves   Follow Her Home by Steph Cha: Megan Abbott recommended Cha in “By the Book” making this an instant must-read. (Hardcover) The Princess Diarist by Carrie Fisher: I love Fisher and having her unfiltered thoughts in my ears for any amount of time is a treat. (Audiobook) Always Happy Hour: Stories by Mary Miller: That cover is amazing and invoked so many feelings how could I not pick it up? (egalley) United: Thoughts on Finding Common Ground and Advancing the Common Good by Cory Booker: In the dumpster fire that is this year it’s nice to listen to someone energetically talk about trying to help communities who understands racial issues and who actually goes to, and has lived in, the communities he’s trying to help rather than discuss them from far away. (Audiobook) Steph Auteri   Burn Baby Burn by Meg Medina: I saw Medina appear on a panel at Book Riot Live and, after breezing through a freebie copy of her Yaqui Delgado Wants to Kick Your Ass, I knew I had to read her more recent, award-winning YA. (Ebook) Startup by Doree Shafrir: I’m just a sucker for books that satirize life lived on the internet… because I live on the internet. (Paperback ARC) Annika Barranti Klein   Lover’s Choice by Becky Birtha: Alexander Chee recommended her stories to me ages ago, and I tracked down a used copy of this out of print collection. (Paperback) Tara Olivero   Three Dark Crowns by Kendare Blake: Received this one in a past OwlCrate box and hadn’t gotten around to it yet, but have heard good things and agree, based on the first 50 pages. (Hardcover) Maus II: A Survivor’s Tale: And Here My Troubles Began by Art Spiegelman: Finished the first Maus last night and immediately headed to the library to pick up the conclusion of the duology. (Paperback) The Great Comet: The Journey of a New Musical to Broadway edited by Steven Suskin: Honestly, I’m trash for Natasha, Pierre, and the Great Comet of 1812 and as soon as I saw on twitter that they made a book, I had no choice but to buy it and read it and love it. (Hardcover) Casey Stepaniuk   Crazy Horse’s Girlfriend by Erika T. Wurth: I literally just started this book by this Apache / Chickasaw / Cherokee author, for a school project on YA by Indigenous women authors. It’s blurbed by Eden Robinson, one of my all-time favourite authors, so I’m pretty excited. (Paperback) Furiously Happy: a Funny Book about Horrible Things by Jenny Lawson: I pretty much just stumbled upon this while browsing Overdrive for a new audiobook to listen to, and this one had been on my TBR for a while. (Audiobook) Sarah Nicolas   Between the World and Me by Ta-Nehisi Coates: Wow am I behind on this one, but after seeing the approximate thousandth recommendation from fellow Rioters, I checked out the audiobook from my library… I’m going to need my own print copy of this one. (audiobook) Winter by Marissa Meyer: My love for the Lunar Chronicles series has been well-documented. (audiobook) Spin the Sky by Jill Mackenzie: I saw this on a YA Interrobang roundup and requested it from my library. There’s nothing more satisfying than being the first person to read a library copy! (hardcover) Kate Scott   Romeo and Juliet: A Novel by David Hewson: A novelization of Shakespeare’s classic written specifically for Audible and read by Richard Armitage. It’s very well-written and I’m enjoying it so far. (Audiobook) Hillbilly Elegy by J.D. Vance: There’s been a lot of post-election buzz about this and a couple of book bloggers highly recommended it. (Audiobook) Tasha Brandstatter   The Burning Page by Genevieve Cogman: Received an advanced copy of this book on Netgalley. (eARC) A Murder Is Announced by Agatha Christie: Was in the mood for a Christie mystery and spotted this one on Hoopla. (audiobook) Ashlie Swicker   The Inexplicable Logic of My Life by Benjamin Alire Saenz: I adored ARISTOTLE AND DANTE, but I listened to Lin Manuel Miranda read the audiobook, and I was a bit concerned that his voice was part of what won me over. Not to worry this paperback is equally poetic and absorbing in the first few chapters I’ve enjoyed! (Paperback ARC) The Ship Beyond Time by Heidi Heilig: The second part of this time-traveling pirate ship duology has some of my favorite elements a strong female MC, richly imagined historical fiction, and a bit of a love triangle. (eARC) Teresa Preston   Lost Girls: An Unsolved American Mystery by Robert Kolker. Lots of true crime fans I know raved about this book about murdered sex workers in Long Island. Instead of focusing on the serial killer (who was never found), Kolker focuses on the victims. So far, it’s proving to be an interesting read from a class perspective. (Library hardcover) Rebecca Hussey   I’m Judging You: The Do-Better Manual by Luvvie Ajayi: I’m on the look-out right now for entertaining, funny audiobooks that also have something serious to say. This one fits my needs exactly. Ajayi perfectly combines comedy with a message about all the ways our culture is seriously messed up. (Audiobook) Trainwreck: The Women We Love to Hate, Mock, Fear… and Why by Sady Doyle: Doyle analyzes our cultural responses to the “trainwreck”: the woman who seems to be going off the rails in spectacular fashion. She looks at historical and contemporary examples and makes a powerful argument about why these women are so fascinating and why this is such a problem. (ebook) Amanda Kay Oaks   I Can Barely Take Care of Myself: Tales from A Happy Life Without Kids by Jen Kirkman: This book hooked me from the title alone. As a woman who doesn’t want kids (and is really tired of hearing everyone’s opinions about this), I always enjoy hearing from others who share the same perspective. So far, I’m enjoying it, although the topics of the essays are more broad than I expected. (digital audiobook) Tell Me Again How A Crush Should Feel by Sara Farizan: A friend of mine has been recommending this one to me for ages. After hearing Sara Farizan speak at Book Riot Live, I’m finally getting around to it This book is about Leila, who is an Iranian-American who knows she likes girls but is trying to keep it secret. It’s been an easy secret to keep up until now, but then a new girl shows up at school and complicated romance ensues. I’ve just started and can’t wait to keep reading! (ebook) These Vicious Masks by Tarun Shanker and Kelly Zekas: This one gets described as “Jane Austen meets X-Men” in the copy, which is basically the ultimate combo I never thought I’d actually get. Why haven’t I read this book yet? (ebook) Karina Glaser Book Scavenger by Jennifer Chambliss Bertman: I’m utterly charmed by this clever book filled with mystery, ciphers, codes, and adventure. (Paperback) Lucky Broken Girl by Ruth Behar (April 11, 2017, Nancy Paulsen Books): Received this ARC from the publisher, and I can’t put it down. It’s about Ruthie and her family, Cuban immigrants, who make their home in New York City. (ARC) Charles Darwin’s Around-the-World Adventure by Jennifer Thermes: This is a gorgeously illustrated picture book biography of Charles Darwin. (Hardcover) Katie McLain   Sweetheart by Chelsea Cain: 2nd book in the Gretchen Lowell/Archie Sheridan series.  I’ve read and listened to the first book twice, and it blew me away both times, but I had never gotten around to reading the rest of the series.  So far I’m tearing through Sweetheart on audio it’s gritty, horrific, dark, disturbing everything that I want in a psychological suspense novel! And holy buckets, Gretchen Lowell is a TERRIFYING villain. (digital audio) And the Trees Crept In by Dawn Kurtagich: I checked out a stack of YA novels from the library a few weeks ago, and I’m only now getting around to them.  I tore through 100 pages of this seriously creepy story last night extremely atmospheric with the feel of a terrifying fairy tale.  It’s very reminiscent of Long Lankin by Lindsey Barraclough, which I loved. (Library hardcover) Jessica Yang   Lucy and Linh by  Alice Pung: I am a huge sucker for private school stories, and the cover is just adorable. (hardcover) Derek Attig   Children of Time by Adrian Tchaikovsky: I kept seeing this book on best-SFF-of-2016 lists alongside some of my favorites, so I thought I’d give it a try. Spiders! (ebook) They Can’t Kill Us All: Ferguson, Baltimore, and a New Era in America’s Racial Justice Movement by Wesley Lowery: Lowery is so smart on these topics, and I’ve followed his work since his reporting on Ferguson. So I had to pick up this book. (ebook) Ashley Bowen-Murphy   The Cutting Season by Attica Locke: This mystery couldn’t be more in my wheelhouse if it tried. The past and present collide when a woman’s body is found on the grounds of an historic  Louisiana plantation. The audio book is wonderful and so much fun. (audio) Kitchens of the Great Midwest by  J. Ryan Stradal: I got lucky and found a hardcopy of this in a local take one/leave one library inside a bar. Yes, Washington, DC is the best bookish city. A dear friend has been after me for ages to read this, so I’m finally reading it. (hardback) A Wrinkle in Time by Madeleine L’Engle: because I’ve never read it. I. Know. Save your outrage for something else. (paperback) Charles Paul Hoffman Black Canary vol 2: New Killer Star by Brendan Fletcher, Sandy Jarrell, Moritat, and Annie Wu: Every month or so I get a package from Amazon with something that I preordered and completely forgot about. This month that package brought me Black Canary volume 2, and I couldn’t be happier. This series has been insanely good and I can’t wait to dive in to see what happens next. (trade paperback) The Last Unicorn graphic novel adaptation by Peter S. Beagle, Peter B. Gillis, Renae De Liz, and Ray Dillon: I fell hard for Renae De Liz and Ray Dillon’s Legend of Wonder Woman, so when I discovered that the two had also done an adaptation of The Last Unicorn, of course I had to pick it up. I’m only an issue in, but it is so stunningly beautiful, I wish I could marry it. (ComiXology) Charlotte Sometimes by Penelope Farmer: I found a used copy of this gem at Half Price Books and knew I needed it as soon as I read the description on the back. Charlotte Makepeace wakes up after her first night in a new boarding school to discover she’s traveled back in time to 1918. Sold. (hardcover) Aram Mrjoian   When the World Wounds by Kiini Ibura: Reading this collection to review for Necessary Fiction and so far I am enjoying the terse language and emotional currents. (PDF) Human Acts by Han Kang: I am just starting this book and looking forward to it because I’ve heard such good things about The Vegetarian. (ARC) Christy Childers   Talking As Fast As I Can: From Gilmore Girls to Gilmore Girls (and Everything in Between) by Lauren Graham: Because I like listening to Lauren Graham talk. (Hardcover) Hidden Christmas: The Surprising Truth Behind the Birth of Christ by Timothy Keller: Because I’ll read anything Tim Keller writes. (Library Hardcover) Erin Burba   You Can’t Touch My Hair: And Other Things I Still Have to Explain by Phoebe Robinson: I love the podcast Robinson co-hosts with Jessica Williams, 2 Dope Queens. (Audiobook) Just Like Us: The True Story of Four Mexican Girls Coming of Age in America by Helen Thorpe: I loved Thorpe’s Soldier Girls: The Battle of Three Women at Home and at War. This book, about 4 Mexican teens (two with immigration papers and two without), feels especially important given the current political climate. (ebook) A Long Way Home by Saroo Brierley: The memoir of a boy who gets lost from his home in India, is adopted by an Australian family, and makes his way back to his birth family 25 years later is super compelling. (Library hardcover) Thomas Maluck The Sixth Gun, Book 9: Boot Hill by Cullen Bunn, Brian Hurtt, and Bill Crabtree: This western/fantasy has been tilting toward its grand finale for a while in-story, but its mythology and cast are so rich it’s hard to believe it’s even capable of ending. You know that feeling when a series ends and you still remember opening the first chapter? I’m getting a lot of that right now. Bunn, Hurtt, and Crabtree have built an adventure to last. (paperback) Sugar Spike: Metahuman Investigations by Keith Giffen, Bilquis Evely, and Ivan Plascencia: Finally, the Silver Age of DC Comics claims a corner of modern-day storytelling! When Batman needs colorful costumes reclaimed from collectors, Superman needs something retrieved from an island he built to look like himself, or Wonder Woman needs a monstrous ex-fiance dealt with, only investigators Sugar Spike are covert enough to get the job done. Well, when they’re not bickering and sniping at each other, anyway. Evely’s work is a pleasure to behold, buttressed by Plascencia’s colors and Giffen’s mining of DC’s history for some silly reveals. (paperback) Hellboy In Mexico by Mike Mignola, Richard Corben, Mick McMahon, Fabio Moon, Gabriel Ba, Dave Stewart: Hellboy’s five-month “lost weekend” is our golden ticket to monstrous lucha libre wrestling matches, Mexican folklore, and classic horror crossovers, all delivered by an outstanding roster of talent, including Stewart’s top-shelf shades. These stories go down easy, but pace yourself. Try not to spoil yourself chugging the whole thing. That’s how Hellboy got into this whole mess! (paperback) Rachel Weber   Waking Gods: Book 2 of The Themis Files by Sylvain Neuvel I had a serious case of the book love for the first in this series about giant metal robots, so this was an insta-read for me. (e-galley) Hammers on Bone (Persons Non Grata) by Cassandra Khaw I got sent a copy of this out of the blue, a couple of pages in I knew I was going to have to finish it. A private eye with a monstrous secret, hired by 10 year old? Wheelhouse! (galley) Comfort And Joy: A Novel by India Knight I always reread this at Christmas, something about the chaos of the blended family and comedy of mad relatives makes me feel at home. (ebook) Maureen Stinger   The Hate U Give by Angie Thomas: I’ve been waiting for this book for months, a debut YA novel inspired by the Black Lives Matter movement. (eARC) Just Fly Away by Andrew McCarthy: Yes, THAT Andrew McCarthy. After a well-received memoir, his first foray into fiction with a contemporary YA novel coming in April. (ARC) Swing Time by Zadie Smith: Smith is always good, and I’m pleased she has a new book for me to devour. (hardcover) Gemina by Amie Kaufman and Jay Kristoff: The audio version of Illuminae (first in this series) featured a full cast of narrators, along with sound effects and occasional music, to present this unique novel, and the audio for the second book is just as rich. (digital audiobook) Rah Carter   The Three Musketeers by Alexandre Dumas. I’m delving into a mine of free public domain classics to listen to; particularly searching out those authors who aren’t straight white British/American men. The Three Musketeers fit the bill and I’m loving it. (digital audiobook) Jessica Pryde   Our Chemical Hearts by Krystal Sutherland. I started working my way through some ARC backlist over the weekend and this was the one that stuck. (ARC) Americanah by Chimamanda Ngozi Adichie. It has been sitting on my shelf forawhile. It was time. (paperback) The Heiress Effect by Courtney Milan. This is the second book in the Brothers Sinister series. I’m trying something different and savoring each one instead of slamming through them to reach the series finish line. (ebook)

Media Effects On Children And Adolescents - 1521 Words

The world that we lived in is all surrounding with media, people use the media every day and everything; such as watching television, using the computer, and talking on the phone. On the media we could learn and find out the information that we need. And we can also share our personal information on the media. Media gives us a lot of convenient in our life, but there are also some negative impacts. Media has a lot of negative impacts which it could be affected on children and adolescents. The article â€Å"Media and Risky Behaviors† by Escobar-Chaves is discussed about the media effects that cause the risky behavior of the adolescents. In the article there are five types of teenager health risk behaviors identified by the Centers for Disease Control and Prevention (CDC): obesity, smoking, drinking, sexual risk taking, and violent. Escobar also mention those risk behaviors in his article. Adolescents and children who spend more time on watching television and movie will more li kely to be overweight. Study shows that most people increase their energy intake when they were watching television and movie. But also, long period of sitting time is another reason that may cause the obesity. Furthermore, when people are watching television and movies, they will stay in one position for a long period of time. Children and adolescents who are overweight are more likely to become overweight when they were adult. Also poor eating habit will also cause obesity; for example, when watchingShow MoreRelatedThe Effects Of Social Media On Children And Adolescents962 Words   |  4 PagesThe Effect of Social Media on Children and Adolescents Life at home is normally peaceful until my mother shouts â€Å"Switch of that television and do something more constructive†orâ€Å"No phones at the table,†orâ€Å"switch off that laptop and get some good night sleep.† My little brother is always watching cartoons on television or playing video games while I spend most of my time on the laptop or on my phone twitter, Facebook, MySpace, Instagram or on blogs, or Youtube or any other social media website havingRead MoreThe Effects Of Social Media On Children And Adolescents1545 Words   |  7 PagesSinsi English 1 June 1, 2015 The Effect of Social Media Using social media websites has become one of the most common activity of today s children and teenagers. A social media site is a website that enables social interaction. Some websites include Facebook, Instagram, Twitter, Pinterest, Snapchat, and YouTube. These sites present today s youth with entertainment and communication which have increased greatly. Unfortunately, some people who use social media can apply it in a negative way. ForRead MoreSocial Media And Its Effects On Children, Adolescents, And Adults1637 Words   |  7 PagesOver the past several years’ social media, television, and other collective communication outlets have increasingly been displaying children, adolescents, and adults who are gender nonconforming. In films such as the 1999 Boys Don’t Cry and now the popular television show I am Cait, more attention has been given to those with the current diagnosis of Gender Dysphoria (GD) and/or those who define themselves as â€Å"transgendered† (Zuker et al., 2008). Despite this new attention, there is evidence thatRead MoreThe Effects Of Social Media On Children s Development1067 Words   |  5 PagesAbstract As children are exposed to more and more social media with the increase of technology, it is important that parents minimize the exposure of social media to their children. There are multiple extensive ways in which social media can influence a child’s well-being and development: An influence on their social ability with others, the content of the social media, and the activities that social media replaces such as exercise. Methods that could potentially improve the risk of a child’s well-beingRead MoreThe Impact of Social Media on Children Essay917 Words   |  4 PagesSocial media is quickly evolving in front of our eyes and it is almost impossible to reject and hide from this new form of media. Not only is it an important part of socialization within peer groups but now it is used to market and motivate people to become a part of a larger community. It is undeniably changing the way one communicates and how one finds and shares information. Most websites offer co mmunication through the use of Facebook, Twitter, YouTube, LinkedIn and many various blog formatsRead MoreMass Media Is An Integral Part Of Everyday Life989 Words   |  4 PagesMass media is an integral part of everyday life. Society depends on the various forms of media for information, education, and personal entertainment. Mass media positively and negatively influences beliefs, values, and expands knowledge to bring awareness to various social events. Media also impacts the way children and adolescences understanding of violence, racism, suicide, aggression, and sexual stereotyping. If viewing these portrayals is accepted, then mass media does in fact negativelyRead MoreThe Effects of Online Media on Adolescents1454 Words   |  6 Pagesimmersed in online media from socializing on networking sites to seeking information on search engines. People of all ages have become reliant on online media, but the most engaged users are the younger, more easily impacted generations. A lthough there are many positive uses for online media, there are many negative uses as well. Unfortunately, it is all too easy for these negative effects to impede upon the perceptions of adolescents. Some countries have been trying to reduce this effect by expellingRead MoreMedia’s Influence on Children and Adolescents Essay examples574 Words   |  3 Pagessocial media, the present generation is â€Å"born† in it. By this statement, it is implied that children today are much closer to technology and media than adults are, and so, are more likely to be affected by it. Perhaps, the highest impact on the physical, cognitive, and social-emotional development of children and adolescents is by media due to its ready availability through Smart phones, tablet PCs and other portable devices. This paper attempts to evaluate some of the influences of media on variousRead MoreThe Effects Of Media Violence On People1388 Words   |  6 PagesThe Effect of Media Violence on Peopl e Media violence impacts the physical aggression of human beings. It is one of the many potential factors that influence the risk for violence and aggression. Research has proven that aggression in children will cause the likelihood of aggression in their adulthood. Theories have evolved that the violence present in the media most likely teaches the viewer to be more violent. It is a risky behavior that is established from the childhood. Furthermore, media violenceRead MoreSocial Media s Influence On Mental Health And Overall Quality Of Life1707 Words   |  7 PagesSocial media usage by adolescents must be limited in order to improve mental health and overall quality of life. Adolescent social media activity continues to grow, creating technology dependence in younger generations. Technology remains in its prime throughout the twenty first century with advancements in internet and smartphone capabilities. As technology becomes more accessible to younger generations, minors continue to spend more of their day trapped in a cyber universe and disconnected from

Toyotas rise to the top - Free Essay Example

Sample details Pages: 13 Words: 3817 Downloads: 7 Date added: 2017/06/26 Category Business Essay Type Analytical essay Did you like this example? In an ever increasingly competitive world there is naturally going to be more pressure on organisations to ensure that they are performing as efficiently as they possibly can. Industries, specifically industries such as car manufacturers, are becoming much more global and whereas a domestic company could have previously rested somewhat on its laurels, this is no longer the case. Todayà ¢Ã¢â€š ¬Ã¢â€ž ¢s businesses must continue to look for ways in which they can outperform their competitors. Don’t waste time! Our writers will create an original "Toyotas rise to the top" essay for you Create order Business processes by their very nature are ever changing. Particularly when it comes to manufacturing, there is consistent pressure on organisations to improve the value, the costs and the quality of what they are producing. The best way of doing this is to evaluate, continuously, the processes that the business has in place. There are many different ways that business may do this such as benchmarking or looking to improve value. The most appropriate choice of method or even choices will depend on several different factors, many of which are individual to the business, itself (Feigenbaum, 1991)[1]. In this paper, we are considering Toyota Motor Corporation and its rise to become the largest car manufacturer in the world. Firstly, the background to Toyota will be considered and how it has risen to become number one. Then, the individual factors that make Toyota successful will be considered, as it is these factors that will become critical in the evaluation process. From this s et of criteria an evaluation method will be developed which indicates how well Toyota is performing in the various different elements; these will then be ranked in order of importance (Swamidass, 2002)[2]. It will then be possible to look at the types of evaluation tools that are available to Toyota and which ones would be the most successful in ensuring that these performance criteria are met. In the appendix, there is an evaluation matrix which shows the various different evaluation tools available and considers which ones would be the most appropriate, given the criteria laid out by Toyota. Background to Toyota Toyota Motor Corporation is now the worlds largest automobile maker. Its headquarters are located in Japan, although it is now a multinational company with approximately 316,000 employees, across the world. Its rise to this global level happened relatively rapidly. The inception can be dated back to 1934 although, in reality, Toyota Motor Corporation was still a depa rtment of Toyota Industries at this point. However, during this year it designed and created its first type A engine. It took a further two years for it to develop its first passenger car which was known as the Toyota AA. Recognising the potential in this market, Kiichiro Toyoda established Toyota Motor Corporation, in 1937. It was still inherently linked and was seen as a spin-off company of Toyota Industries, during the early days. The establishment of Toyota Motor Corporation neatly coincided with the beginning of World War II and during this time Toyota became heavily involved in producing military trucks that were both efficient but also highly economical. After the end of World War II, Toyota was quick to capitalise on the knowledge it had gained and produced passenger cars on a commercial basis from 1947 onwards, beginning with the SA model (Boyson et al., 1999)[3]. Recognising the importance of the sales team in securing the future health of the company, a separate sal es company called the Toyota Motor Sales Company was established (Vaghefi Huellmantel, 1998)[4]. By ensuring that the sales function was conducted by a specific company, it was possible to ensure that the correct expertise was located in the correct area of the business and that the manufacturing arm was able to focus purely on manufacturing, while the sales arm focused exclusively on sales. Following similar strategies, a dealer chain was established which allowed the Toyota Crown to be the first car ever to be exported from Japan, in 1957. Further expansions took place in the 1960s, focusing on the key areas that would give Toyota competitive advantage in its sector including the establishment of a research and development facility. This allowed yet further expansion into other markets and, during the 1960s, the companyà ¢Ã¢â€š ¬Ã¢â€ž ¢s 10 millionth vehicle was produced. The company also entered into partnership with other large manufacturers such as Daihatsu, at this point, to expand its reach further (Grantham Carr, 2002)[5]. Worldwide dominance began, in 1963, with the first car made for the domestic market outside of Japan being built. It took less than 10 years from this point for Toyota to gain a worldwide presence. Complementary areas of business have been developed such as Toyota Financial Services, which has allowed the company to offer consumers financing for their products. It has been its ability to recognise the key factors which consumers want from a motor company that has allowed it to grow to be the largest company of its type in the world (Badri, et al., 1995)[6]. Drivers for Toyotaà ¢Ã¢â€š ¬Ã¢â€ž ¢s Success Toyotaà ¢Ã¢â€š ¬Ã¢â€ž ¢s success can be attributed to several different factors, each of which when brought together has ensured that Toyota has become the world leader that it is today. Firstly, even back in 1954, Toyota recognised that the way in which their production and delivery was going to happen could be the differ ence between success and failure (Easton Jarrell, 1998)[7]. They established the à ¢Ã¢â€š ¬Ã‹Å"kanbanà ¢Ã¢â€š ¬Ã¢â€ž ¢ delivery system also referred to as synchronised delivery, which is broadly based on the supermarket system. Under this system, those working in the production stages took the products they needed from the actual shelves and those earlier on in the production line, the storekeepers, would replenish stock so that it was up to employees in the early stages of the production process to ensure that there were suitable resources available for the future stages. This remains central to Toyota production system to the present day. There are now multiple manufacturing plants across the world, each serving its own geographical area. By adopting this method, not only does Toyota gain presence in more countries which will assist with sale levels, but it also reduces the time it takes to deliver the vehicles. Costs are also reduced in this way, meaning that whenever Toyota m oves into another country, it takes with it its entire manufacturing and research facility (Child Faulkner, 1998)[8]. As well as working closely on the production control systems, Toyota also realised as early as the 1950s that the automobile market was likely to become flooded and that it was going to have to develop vehicles that allowed it to maintain a competitive advantage. In order to do this, Toyota put considerable investment into ensuring that it had the best equipment possible and that research and development was placed at the forefront of Toyotas strategy (Zhang, 2000)[9]. The combination of the production process and extensive research and development allowed Toyota to expand its passenger car offerings rapidly including the Crown model, the Corona and the Toyo-Ace. Toyota has always been very innovative in its approach. For example, Toyota Motor Sales capitalised for  ¥1 billion,  ¥400 million of this was used to create an automobile driving sch ool. As new drivers entered the market having learnt on Toyota vehicles, sales of Toyota vehicles naturally increased. This innovative approach was one of the main key drivers of success in the early days for the Toyota Motor Company (Dale McQuater, 1998)[10]. Criteria Indicating Performance Before considering the most appropriate evaluation tools for Toyota, it is necessary to determine how Toyota defines success. Naturally, the ultimate goal is to sell more vehicles than its competitors. Therefore, the number of sales relative to its competitors in each geographical location is one of the primary goals and one of the key ways of indicating whether the company has been successful or not. However, by simply measuring the number of sales that Toyota is making, several of the other underlying success drivers would be ignored. One of the main reasons why Toyota was successful was that it invested early and suitably in research and development. Based on this factor, another ke y performance indicator must naturally be the research and development success. This can be measured through the number of new vehicles produced or the number of new design elements for existing vehicles (Flynn, et al., 1994)[11]. Another area which has allowed Toyota to gain such extensive success has been its ability to cut costs, yet still be able to produce high-quality vehicles. A huge focus has been placed on reducing costs and this is clearly one of the closely managed criteria. Breaking this down even further, costs are saved predominantly during the manufacturing and delivery process (McQuater, et al., 1995)[12]. Therefore, in order to establish how successful cost saving has been, one of the performance indicators will be the speed at which a car goes from completion to sale. This is a combination of the delivery mechanism and sales ability and requires an analysis of the overall processes involved, crossing several different functions. This cross-functional performance analysis is particularly difficult to undertake with performance evaluation tools, as each function will naturally be protective about its own performance. Toyota has a superb reputation for build quality and innovative design. This reputation is vitally important to Toyotas overall success and, whilst it has manifested its success in the number of sales, it is also important that it should be evaluated as a standalone issue. Quality management is absolutely critical to a car manufacturer (Tsutsui, 1998)[13]. Purchasers of cars demand reliability and good build quality. Reliability can be evaluated in terms of both customer perception and by using more quantitative methods such as the number of cars failing during the initial manufacturerà ¢Ã¢â€š ¬Ã¢â€ž ¢s warranty process. By measuring all of these factors together, Toyota is able to ensure that each aspect of its success is maintained to a high level, thus ensuring ongoing success. Priority of Performance Indicators When evaluating Toyotas performance, it is important to recognise that not all of the performance indicators above rank equally. Whilst many feed into each other, some areas will naturally be seen as more important than others (Doyle, 2000)[14]. It is undeniable that the key performance indicator will be the number of cars sold. This will be measured across the various different car sectors, e.g. family cars or larger multi-people vehicles and also across geographical locations. Second to this and critical to the profitability of Toyota is its ability to cut costs at every stage of production and delivery. Based on this, costs associated with production and how these are reduced should also be given considerable importance weighting. The speed at which delivery of the vehicles occurs is also linked to the costs and should be given equal importance to cost reductions in production (Ahire, et al., 1996)[15]. Toyotas reputation feeds directly into the number of sales and therefor e should be measured, accordingly. However, reputation is a subjective factor and whilst it is important that it is measured, it should be used as a supplementary measurement against the number of set goals and the costs being saved (Paley, 2006)[16]. Finally, underlying the success of Toyota is its research and development capability. Therefore, this aspect of the company should also be measured carefully, although it would not be considered a priority alongside sales of cars and cost reduction. Evaluation Tools There are of course multiple different evaluation tools which can be put in place to determine how well a company such as Toyota is performing in each of its given performance areas. Previously, we have established the important criteria for Toyota and it is recognised that these are actually very different in both nature and effect. Therefore, it is expected that different evaluation tools will be appropriate for different performance measures (Ghosh Ariff, 2004) [17]. Given the competitive nature of the automobile industry, benchmarking is likely to be one of the most popular evaluation tools. This enables the company to align itself with its competitors, to make sure that is doing better and to identify the areas of weakness with reference to others in the market (Goetsch Davis, 1997)[18]. From a less competitive point of view, in order to deal primarily with the internal issues, auditing can be employed. Auditing can take many forms but, in the case of manufacturing companies, it will commonly be quantitative in nature, for example, the amount of stock being held on a regular basis might be considered. Auditing is particularly appropriate for financial data such as costs and sale prices. To manufacturing companies such as Toyota, the production system is central and the quality of the system will be equally important. Based on this, strategic quality management evaluation will undoubtedly be an important part of Toyotas evaluati on. This will consider the amount of waste during production as well as any quality issues experienced by customers. The former quality issue will have a direct impact on costs and wastage, whereas the latter would have a direct impact on reputation and the number of sales that occur (Rogers, 2001)[19]. Self-assessment will also be particularly important, given the size of the organisation. Controlling evaluation is likely to rest in different locations for different areas of the business; therefore, a degree of self-assessment will be necessary on the part of each unit manager. The assessment would include a performance evaluation of the employees within the department as well as performance issues involved across departments (Marks, 2002)[20]. Appropriate Evaluation Tools for Toyota By considering the various evaluation tools available to Toyota (as contained in the appendix), it is clear to see that due to the variety of different needs and requirements, different evalua tion tools may be appropriate for different functions within Toyota as a large organisation and, as such, a degree of uniformity in relation to evaluation must be established. This is particularly true because of the international nature of Toyota, where production takes place on a global scale; each of these units must be working to the same rubric to be successful. The analysis in the appendix reveals that auditing would be the most appropriate evaluation tool for Toyota. This is closely followed by benchmarking and, ideally, Toyota should undertake both auditing and benchmarking to obtain a more rounded view of the position across all sectors. As Toyota undertakes considerable research and development as well as production, auditing offers the opportunity to evaluate both subjective and objective factors. For example, the number of cars produced can be measured through auditing as well as the quality of the research and development. Whilst quality management and self-assessmen t scored relatively lowly, in comparison to benchmarking, it is likely that they will also form part of the ongoing evaluation within Toyota, despite not being the main focus of the management teams (Kelley, et al., 2004)[21]. Summary Toyota is the largest and arguably the most successful motor company in the world. Moreover, this has occurred due to a range of innovative and successful strategies including research and quality management. However, in recent years, the automobile market has become increasingly competitive and globalised; therefore, Toyota has come under considerable pressure to maintain its position (Selnow Crano, 1987)[22]. Constant evaluation is needed to ensure that Toyota remains at the forefront of the market. Due to the diverse nature of Toyotas business with expertise in financing, production and research, it is likely the evaluation will take place within each of these departments as well as evaluation on a wider scale. From a broader point of view , however, it has been established that benchmarking and auditing will be the most appropriate valuation tools. Auditing was found to be the singular most useful evaluation tool for Toyota, with benchmarking following closely behind. Auditing allows those in charge of evaluation to draw together both the quantitative data in terms of sales and wastage and the more qualitative data such as reputation and the value of research developments (London, 1999)[23]. Toyotaà ¢Ã¢â€š ¬Ã¢â€ž ¢s ability to evaluate and improve on processes, continuously, has ensured that the company remains the largest car manufacturer company in the world. It is undoubted that constant evaluation of this company has been critical to the overall success both in the past and moving forward into the future. Bibliography Ahire, S.L., Golhar, D.Y. Waller, M.A., 1996. Development and validation of TQM implementation constructs. Decision Sciences, 27 (1). Badri, M.A., Davis, D. Davis, D., 1995. A study o f measuring the critical factors of quality management. International Journal of Quality Reliability Management, 12 (2). Box, T.M., White, M.A. Barr, S.H., 1993. A Contingency Model of New Manufacturing Firm Performance. Entrepreneurship: Theory and Practice, 18. Boyson, S., et al., 1999. Logistics and the Extended Enterprise: Benchmarks and Best Practices for the Manufacturing Professional. John Wiley Sons. Bunney, H.S. Dale, B.G., 1997. The implementation of quality management tools and techniques: a study. The TQM Magazine, 9 (3), pp.183-189. Child, J. Faulkner, D., 1998. Strategies of Cooperation: Managing Alliances, Networks, and Joint Ventures. Oxford University Press. Dale, B. McQuater, R., 1998. Managing Business Improvement and Quality: Implementing Key Tools and Techniques. Oxford: Blackwell Business. Delbridge, R., 1998. Life on the Line in Contemporary Manufacturing: The Workplace Experience of Lean Production and the Japanese Model. Oxford Univer sity Press. Doyle, P., 2000. Value-Based Marketing: Marketing Strategies for Corporate Growth and Shareholder Value. John Wiley Sons. DSouza, D.E., 2006. Performance Payoffs from Manufacturing Flexibility: The Impact of Market-Driven Mobility. Journal of Managerial Issues, 18. Easton, G.S. Jarrell, S.L., 1998. The effects of total quality management on corporate performance, an empirical investigation. Journal of Business, 71 (2). Feigenbaum, A.V., 1991. Total Quality Control. New York, NY: McGraw-Hill. Flynn, B.B., Schroeder, R.G. Sakakibara, S., 1994. A framework for quality management research and associated measurement instrument. Journal of Operations Management, 11 (4). Garrick, J. Rhodes, C., 2000. Research and Knowledge at Work: Perspectives, Case-Studies and Innovative Strategies. Routledge. Goetsch, D.L. Davis, S.B., 1997. Introduction to Total Quality, Quality Management for Production, Processing, and Services. Englewood Cliffs, NJ: Prentice Hal l. Ghosh, D.K. Ariff, M., 2004. Global Financial Markets: Issues and Strategies. Praeger. Grantham, C. Carr, J., 2002. Consumer Evolution: Nine Effective Strategies for Driving Business Growth. John Wiley Sons. Jackson, K.T., 2004. Building Reputational Capital: Strategies for Integrity and Fair Play That Improve the Bottom Line. Oxford University Press. Kelley, C., et al., 2004. High-Technology Manufacturing and U.S. Competitiveness. Rand. Lam, S.S.K., 1995. Quality Management and job satisfaction: an empirical study. International Journal of Quality Reliability Management, 42 (4). London, M., 1999. Principled Leadership and Business Diplomacy: Values-Based Strategies for Management Development. Quorum Books. Maani, K.E., Putterill, M.S. Sluti, D.G., 1994. Empirical analysis of quality improvement in manufacturing, Asia Pacific Journal of Quality Management, 3 (1). Marks, E.A., 2002. Business Darwinism: Evolve or Dissolve: Adaptive Strategies for the In formation Age. John Wiley Sons. McConnell, J., 1989. The Seven Tools of TQC. 3rd ed. Manly Vale: The Delaware Group. McQuater, R.E., Scurr, C.H., Dale, B.G. Hillman, P.G., 1995. Using quality tools and techniques successfully. The TQM Magazine, 7 (6). Paley, N., 2006. The Managers Guide to Competitive Marketing Strategies. Thorogood. Powell, T.C., 1995. Total quality management as competitive advantage, a review and empirical study. Strategic Management Journal, 16 (1). Rogers, S.C., 2001. Marketing Strategies, Tactics, and Techniques: A Handbook for Practitioners. Quorum Books. Selnow, G.W. Crano, W.D., 1987. Planning, Implementing, and Evaluating Targeted Communication Programs: A Manual for Business Communicators. Quorum Books. Shenhav, Y., 1999. Manufacturing Rationality: The Engineering Foundations of the Managerial Revolution. Oxford University Press. Swamidass, P.M., 2002. Innovations in Competitive Manufacturing. AMACOM. Tracy, L., 1994. Leading the Living Organization: Growth Strategies for Management. Quorum Books. Tsutsui, W.M., 1998. Manufacturing Ideology: Scientific Management in Twentieth-Century Japan. Princeton University Press. Vaghefi, M.R. Huellmantel, A.B., 1998. Strategic Management for the XXIst Century. CRC Press. Van der Wiele, A., et al., 1996. Quality management self-assessment: an examination in European business, Journal of General Management, 22 (1). Zhang, Z., 2000. Developing a model of quality management methods and evidence their effects on business performance. Total Quality Management, 11 (1). Appendix The following matrix looks at six performance criteria for Toyota and ranks the various evaluation tools that may be available for each of the performance factors. By ranking these as high, medium or low and counting out the score, it is possible finally to determine which evaluation tool would be the most appropriate for each performance indicator. It will also reveal which too l, if only one evaluation tool can be selected, would be the most appropriate. Criteria Benchmarking Auditing Quality Management Self Evaluation Number car sales H M M M Production costs L H M M Production time frame H M L M Wastage in production L H H M Customer reputation H H M L New developments from research and development M M L M Total Score 13 15 11 11 High ranking = 3 Mid ranking = 2 Low ranking = 1 Footnotes [1] Feigenbaum, A.V., 1991. Total Quality Control. New York, NY: McGraw-Hill. [2] Swamidass, P.M., 2002. Innovations in Competitive Manufacturing. AMACOM. [3] Boyson, S., et al., 1999. Logistics and the Extended Enterprise: Benchmarks and Best Practices for the Manufacturing Professional. John Wiley Sons. [4] Vaghefi, M.R. Huellmantel, A.B., 1998. Strategic Management for the XXIst Century. CRC Press. [5] Grantham, C. Carr, J., 2002. Consumer Evolution: Nine Effective Strategies for Driving Business Growth. John Wiley Sons. [6] Badri, M.A., Davis, D. Davis, D., 1995. A study of measuring the critical factors of quality management. International Journal of Quality Reliability Management, 12 (2). [7] Easton, G.S. Jarrell, S.L., 1998. The effects of total quality management on corporate performance, an empirical investigation. Journal of Business, 71 (2). [8] Child, J. Faulkner, D., 1998. Strategies of Cooperation: Managing Alliances, Networks, and Joint V entures. Oxford University Press. [9] Zhang, Z., 2000. Developing a model of quality management methods and evidence their effects on business performance. Total Quality Management, 11 (1). [10] Dale, B. McQuater, R., 1998. Managing Business Improvement and Quality: Implementing Key Tools and Techniques. Oxford: Blackwell Business. [11] Flynn, B.B., Schroeder, R.G. Sakakibara, S., 1994. A framework for quality management research and associated measurement instrument. Journal of Operations Management, 11 (4). [12] McQuater, R.E., Scurr, C.H., Dale, B.G. Hillman, P.G., 1995. Using quality tools and techniques successfully. The TQM Magazine, 7 (6). [13] Tsutsui, W.M., 1998. Manufacturing Ideology: Scientific Management in Twentieth-Century Japan. Princeton University Press. [14] Doyle, P., 2000. Value-Based Marketing: Marketing Strategies for Corporate Growth and Shareholder Value. John Wiley Sons. [15] Ahire, S.L., Golhar, D.Y. Waller, M.A., 1996. Developmen t and validation of TQM implementation constructs. Decision Sciences, 27 (1). [16] Paley, N., 2006. The Managers Guide to Competitive Marketing Strategies. Thorogood. [17] Ghosh, D.K. Ariff, M., 2004. Global Financial Markets: Issues and Strategies. Praeger. [18] Goetsch, D.L. Davis, S.B., 1997. Introduction to Total Quality, Quality Management for Production, Processing, and Services. Englewood Cliffs, NJ: Prentice Hall. [19] Rogers, S.C., 2001. Marketing Strategies, Tactics, and Techniques: A Handbook for Practitioners. Quorum Books. [20] Marks, E.A., 2002. Business Darwinism: Evolve or Dissolve: Adaptive Strategies for the Information Age. John Wiley Sons. [21] Kelley, C., et al., 2004. High-Technology Manufacturing and U.S. Competitiveness. Rand. [22] Selnow, G.W. Crano, W.D., 1987. Planning, Implementing, and Evaluating Targeted Communication Programs: A Manual for Business Communicators. Quorum Books. [23] London, M., 1999. Principled Leadership and Business Diplomacy: Values-Based Strategies for Management Development. Quorum Books.

Public Administration Free Essays

MPA – 014 : HUMAN RESOURCE MANAGEMENT 1. Discuss the scope and implications of SHRM. The model just described represents an expansion on the more typical model that has been implied in the SHRM literature, in which HR practices are presumed to be associated with performance through their influence on employee skills, attitudes, and motivation IMPLICATIONS: SHRM Implies accepting the HR function as an integral part to the formulation of the companies strategies and Implementation of the same through specific HRM practices like recruiting, selecting, training and rewarding personnel ? SHRM encourages managers to be proactive which means to think ahead. We will write a custom essay sample on Public Administration or any similar topic only for you Order Now ? Attainment of organization objectives through human capital. ? It enhances individual performance by development of commitment at all levels. It enables development of need based personnel policy/HR policy as a prerequisite for optimum use of human resources. ? Integration of HRM policy with business goals or objectives. ? Developing supportive work culture in order to encourage creativity, team work, TQM as well as innovation and a sense of belonging. ? Creation of flexible environment because in flexible environment employees can easily adapt to changing competitive environment. ? Creation of flexible working hours/ function. ? Integration of people related issues with business issues. SHRM Implies a logically connected approach to the design and management of personnel systems based on employment policy and manpower strategy underpinned by Philosophy * SHRM implies the use of Planning to maximise the advantage from HRM * Implies that HRM activities and polices are aspects of ex plicitly formulated business strategy * It Recognises HR’s partnership role in the strategising process * Incorporates Ethical and legal considerations, which in turn have complex implications for the achievement of a wide range of business objectives like Equity; Consideration ; Commitment and Working Conditions . Discuss the Advantages and Shortcomings of HR Planing. Human resource planning can be defined as the process of identifying the number of people required by an organization in terms of quantity and quality. All human resource management activities start with human resource planning. HR Planning is the formal process of linking organisational strategy with Human resource Practices. HR Planning is also known as Manpower Planning. It is a technique of correcting imbalances between manpower demand and supply in an organisation at a micro level and in the economy at the macro level. The two aspects of manpower planning are Quantitative and Qualitative. HR Planning Occurs at several levels: Aggregated Workforce planning at the strategic level†¦ it is needed to counteract pulls and pressures of Globalisation Career Planning of Homogenous group of employees at the Tactical Level†¦ addresses the career planning and development needs of personnel in the organisation Posting and deployment planning of individuals at the operational level†¦ assists the HR managers to formulate optimal personnel posting and deployment plan for the employees ADVANTAGES: Human resources planning anticipate not only the required kind and number of employees but also determine the action plan for all functions of personnel management. a)  Human resource planning is   necessary   of   all organization . The cooperate pal of the organization   regarding expansion, diversification, technological change, should be backed up by the availability of human resources. It suggests modification in the plan when the expected manpower is not available. b)  Ã‚  Ã‚  Ã‚  Ã‚   It offsets uncertainty and change. Sometime the organization   may have machines and money but not men and consequently the production cannot be started. It offsets such uncertainly and changes to the maximum possible and enables the society to have right men at right time and in the right place. c)  Ã‚  Ã‚  Ã‚  Ã‚   It provides scope for advancement and development of employees through training, development etc. d)  Ã‚  Ã‚  Ã‚  Ã‚   It helps to satisfy the individual needs of the employees for the promotions transfers, salary enhancement, better benefits etc. e)  Ã‚  Ã‚  Ã‚  Ã‚   It helps in anticipating the cost of salary, benefits and all the cost of human resources facilitating the formulation of budgets in a society. )  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   It helps to foresee the need for redundancy and plans to check of human resources and to change the techniques of management. g)  Ã‚  Ã‚  Ã‚  Ã‚   It helps in planning for physical facilities, working conditions, the volume of fringe benefits like canteen, schools, hospitals, conveyance, child care centers, quarters, company stores etc. h)  Ã‚  Ã‚  Ã‚  Ã‚   It causes the develo pment of various sources of human resources to meet the organizational needs. i)  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   It helps to take steps to improve human resource contributions in the form of increased productivity, sales, turnover etc. )  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   It facilitates the control of all functions, operations, contribution and cost of human resources SHORTCOMINGS: 1. The future is uncertain :- The future in any country is uncertain i. e. there are political, cultural, technological changes taking place every day. This effects   the employment situation. Accordingly the company may have to appoint or remove people. Therefore HRP can only be a guiding   factor. We cannot rely too much on it and do every action according to it. 2. Conservative attitude of top management :- Much top management adopts a conservative attitude and is not ready to make changes. The process of HRP. 3. Problem of surplus staff :- HRP gives a clear out solution for excess staff i. e. Termination, layoff, VRS,. However when certain employees are removed from company it mostly affects the psyche of the existing employee, and they start feeling insecure, stressed out and do not believe in the company. This is a limitation of HRP i. e. it does not provide alternative solution like re-training so that employee need not be removed from the company. 4. Time consuming activity :- HRP collects information from all departments, regarding demand and supply of personnel. This information is collected in detail and each and every job is considered. Therefore the activity takes up a lot of time. 5. Expensive process :- The solution provided by process of HRP incurs expense. E. g. VRS, overtime, etc. company has to spend a lot of money in    carrying out the activity. Hence we can say the process is expensive. 6. Define TQM and differentiate it from the Traditional management Total quality management  or  TQM  is an integrative philosophy of  management  for continuously improving the  quality  of products and processes. 1] TQM can be applied to any type of organization; it originated in the manufacturing sector and has since been adapted for use in almost every type of organization Total Quality Management (TQM) is a comprehensive and structured approach to organizational management that seeks to improve the quality of products and services through ongoing refinements in response to continuous feedback TQM is based on the premise that t he quality of products and processes is the responsibility of everyone involved with the creation or consumption of the products or services offered by an organization, requiring the involvement of management, workforce, suppliers, and customers, to meet or exceed customer expectations. Nine common TQM practices:[2] 1. cross-functional product design 2. process management 3. supplier quality management 4. customer involvement 5. information and  feedback 6. committed  leadership 7. strategic planning 8. cross-functional training 9. employee involvement TQM processes are divided into four sequential categories: plan, do, check, and act (thePDCA cycle). In the  planning  phase, people define the problem to be addressed, collect relevant data, and ascertain the problem’s root cause; in the  doing  phase, people develop and implement a solution, and decide upon a measurement to gauge its effectiveness; in the  checking  phase, people confirm the results through before-and-after data comparison; in the  acting  phase, people document their results, inform others about process changes, and make recommendations for the problem to be addressed in the next PDCA cycle. Total quality management vs traditional management style Total quality management has changed the traditional management style forever. It was a very radical movement those days. Some of these changes are radical even today. Few of these changes are discussed below. Traditional way of management focused on internal activities. Quality had a meaning which was totally internally defined. Products or services provided by organization were assumed to be good in quality, if this organization has done its best in producing that product or service. But in total quality management, focus is the customer. So that ultimate decider of the quality is the customer. Fitting to the customer requirement was the least requirement while delighting them is the ultimate goal. Traditionally people thought bad quality products are due to the workers who do not perform their job correctly. One of the major differences between total quality management and traditional management style is the assignment of the responsibility of the quality to the management. Especially responsibility of the quality goes into the middle level management in the operational level. Total quality management is an organization wide movement. All the organization has to be in unity to apply TQM principles. Total quality management, unlike traditional management calls for high amount of team working. Team building, specially cross functional teams are feature of TQM. These teams will provide the necessary momentum to the implementation process and will propel the system forward, with very less resistance. TQM believes in quality assurance rather than checking. Quality is inbuilt to the system, so that products are assured to be in good quality. Some decision like narrowing down the supplier base is total quality management concepts used for this purpose, which is revolutionary still today. Unlike in traditional management style, total quality management makes decisions on facts and figures. Therefore problems are identified correctly. Therefore solutions are well planned. TQM depends on cyclic thinking. Also it is continuous. Therefore improvements are small, stable and continuous in nature. This is also known as Kaizen. These events are used in teambuilding, brain storming and decision making. There are many other differences between the old or the traditional way of management to the total quality management. In the bigger picture, TQM has basically changed the culture and the thinking patterns of the organization. TQM challenges Traditional Management * TQM is a direct challenge to traditional management. Because it is so different, it simply cannot be an â€Å"add-on† to traditional management. Nor can it be combined with traditional management structures when a corporation is restructuring. Trying to combine techniques will result in failure. Decision-Making Differences * In the traditional management model, decisions are centralized or made from the top down. This means a manager makes the decisions, and the lower levels are supposed to follow. It is very much like the military. In TQM, the lower levels have a hand in making decisions. For example, a machine operator notices his machine is making bad parts. In a traditional model, he calls the supervisor over, who makes the decision to call the maintenance department. In TQM, the employee makes the decision to call the maintenance department. Responsibility for Quality * In the traditional model, a quality control department or person assumes responsibility for the quality of the product. In the TQM model, the individual machine operator assumes responsibility for quality. In the traditional model, the quality control department spots bad products. It investigates and discovers a machine is worn out. In TQM, the machine operator herself inspects every part coming out of the machine. If all the operators inspect the product as it is being built, the entire crew becomes the quality control department. Focus * In traditional management, the focus is internalized, whereas in TQM the focus is external. This means in traditional management, the focus is on a â€Å"doing the best we can† philosophy. In TQM, the focus is on the customer, who may demand more than what the company expects of itself. In TQM, the customer is the final quality control inspector. Fault Finding * In traditional management, when something goes wrong with quality, the fault is usually directed at the employee. In TQM, the fault is placed on management, who did not perform their duties correctly. 4. Write a note on MBO Management by objectives (MBO) is a systematic and organized approach that allows management to focus on achievable goals and to attain the best possible results from available resources It refers to the process of setting goals for the employees so that they know what they are supposed to do at the workplace. Management by Objectives defines roles and responsibilities for the employees and help them chalk out their future course of action in the organization. Management by objectives guides the employees to deliver their level best and achieve the targets within the stipulated time frame. Some of the important features and advantages of MBO are: 1. Motivation – Involving employees in the whole process of goal setting and increasing employee empowerment. This increases employee job satisfaction and commitment. 2. Better communication and coordination – Frequent reviews and interactions between superiors and subordinates helps to maintain harmonious relationships within the organization and also to solve many problems. 3. Clarity of goals 4. Subordinates tend to have a higher commitment to objectives they set for themselves than those imposed on them by another person. 5. Managers can ensure that objectives of the subordinates are linked to the organization’s objectives. Need for Management by Objectives (MBO) The Management by Objectives process helps the employees to understand their duties at the workplace. * KRAs are designed for each employee as per their interest, specialization and educational qualification. * The employees are clear as to what is expected out of them. * Management by Objectives proces s leads to satisfied employees. It avoids job mismatch and unnecessary confusions later on. * Employees in their own way contribute to the achievement of the goals and objectives of the organization. Every employee has his own role at the workplace. Each one feels indispensable for the organization and eventually develops a feeling of loyalty towards the organization. They tend to stick to the organization for a longer span of time and contribute effectively. They enjoy at the workplace and do not treat work as a burden. * Management by Objectives ensures effective communication amongst the employees. It leads to a positive ambience at the workplace. * Management by Objectives leads to well defined hierarchies at the workplace. It ensures transparency at all levels. A supervisor of any organization would never directly interact with the Managing Director in case of queries. He would first meet his reporting boss who would then pass on the message to his senior and so on. Every one is clear about his position in the organization. * The MBO Process leads to highly motivated and committed employees. The MBO Process sets a benchmark for every employee. The superiors set targets for each of the team members. Each employee is given a list of specific tasks. Limitations of Management by objectives Process * It sometimes ignores the prevailing culture and working conditions of the organization. * More emphasis is being laid on targets and objectives. It just expects the employees to achieve their targets and meet the objectives of the organization without bothering much about the existing circumstances at the workplace. Employees are just expected to perform and meet the deadlines. The MBO Process sometimes do treat individuals as mere machines. The MBO process increases comparisons between individuals at the workplace. Employees tend to depend on nasty politics and other unproductive tasks to outshine their fellow workers. Employees do only what their superiors ask them to do. Their work lacks innovation, creativity and sometimes also becomes monotonous. 4. Write a note on Judicial Approach to Discipline Judicial Approaches To Discipline: In our last lecture we have discussed Grievance and Redress Mechanism. In our lecture of date we will discuss the Judicial Approaches to Discipline. You are aware that DISCIPLINE is must for the p rogress of any organisation and failure to maintain discipline created a number of problems. By having discipline in any organisation there shall be optimum utilization of the sources, which are available in the hands of entrepreneur. Beside what is stated above, effective  discipline  is  a  sign  of  sound  human  and  industrial  relations  and Organisational health. Need for Disciplinary Measure Rules and regulations are necessary to  maintain peace,  prevent anarchy, and  regulate conduct and behaviour of the people. The rules are made for those people who are not interested to maintain the basic principles of discipline. By enactment of the code of  conduct of discipline, the behaviour of the people is regulated Meaning of Discipline Orderliness Training corrects, moulds and strengthens discipline Punishment enforces the discipline Aspects of Discipline Positive Aspect – Employees believes in discipline and maintain their conduct as per code of as prescribed for maintaining discipline Negative Aspect – The employees some time do not adhere to the rules and regulations for maintaining discipline where they work. The failure to maintain the prescribed rules and regulations may invite disciplinary actions against the delinquent employees Objectives of Discipline 1. Willing acceptance of  rules and  regulations; 2. To impart elements of certainty 3. To develop spirit of tolerance and desire for adjustment; 4. Give  and seek direction  and  responsibility; 5. Create an atmosphere of respect for human relations6. To increase working efficiency and morale Constructive Programme of Discipline – It has been observed that some of the employees deviate from the expected standard of  behaviour. To have control over the behaviour of such persons, it has become essentialto have constructive programme of disciple to deal with such people who violates theseprinciples of discipline. This Programme can be based on the following principles: – 1. Formulation of a set of clear and  reasonable rules 2. Impartial enforcement of these  rules 3. Uniformed supervisory skills on  disciplinary matters  And  its strict adherence 4. Impartial and uniform system  of investigation INDISCIPLINE Disorderliness Insubordination and not to follow the code of conduct. Causes of Indiscipline i) Non- placement  of  right  persons  on  the right  job  according  to  qualification and experience ii) Undesirable  behaviour  of  senior  officials iii) Faulty evaluation  of  persons iv) Lack  of  communication v) Lack  of  communication v) Weak  leadership vi) Defective supervision and  absence  of  good  supervisors Viii) Lack of properly drawn rules  and regulations ix) Illiteracy and  low intellectual level of  knowledge. x)Workers  reaction  to  rigidity  and  multiplicity  of  rules xi)Workers personal problems like fear, lack of confidence xii)Bad  working  conditions xiii)Absence of enlighten, sympathetic and scientific  approach of  management xiv)Errors of judgements .xv)Discrimination xvi)Undesirable management practices xvii)Improper  coordination, delegation  of powers/authority xviii)Psychological  reasons ix)Misunderstanding Approaches to Discipline 1. Human relations  approach 2. Human resources  approach 3. Group discipline  approach4. The Leadership  approach 5. The Judicial Approach The principles  indicated  by  the  Supreme  Court  for proceedings  against  thedelinquent  employee  are  known  as  Ã¢â‚¬Å"Principles  of  a  Natural  Justice†Ã‚  these include: 1. The  delinquent  employee  must  be  indicated  in  unambiguous  terms about charge levelled against him; 2. The delinquent employee must be given an opportunity for conducting his defence, I. e. by cross examination of the witness. 3. The enquiry  should be fair and enquiry officer should be impartial 4. The evidence should be put forward in the presence of the employed charged; 5. Punishment  should be  proportionate to misconduct  committed Industrial Employment (Standing Orders) Act, 1946 We have, while having discussions of the above act, described the act of omission and commissions, which are alleged to have been committed by the delinquent employees. However, to revise the same, the same are given as under : i. Wilful insubordination or disobedience (whether alone or in combination with others) of any lawful and reasonable orders, rules or regulation; ii. Refusal to work  on  a job or  machine which has  been  assigned to him; iii. Refusal to accept or reply charge sheet within the prescribed period of time ; iv. Theft, fraud or dishonesty in connection with the property of  the company; v. Theft of  another employee’s property inside  the industrial area or company premises vi. Causing wilful  damage  to or loss of  , the employer’s goods or property; vii. Causing damage to product in process or property; viii. Sabotage  of,  or interference with safety devices ix. Disregard  of any  operational or  maintenance instructions or carelessness  in  the  performance  of  operational  and maintenance job; x. Non-observance  of  safety  precautions and  rules; xi. Taking  or  giving  bribe or any  illegal gratification. xii. Acceptance  of  gifts  from  subordinates xiii. Habitual late  coming; xiv. Absence  from  duty  without  leave; xv. Overstay when on leave  without  prior  authorized permission; xvi. Absence  from  work  without  permission  for  more  than consecutive days xvii. Leaving  the  work premises  with  authorized  permission; xviii. Entering or leaving, or attempting to enter or leave, the work  premises except through authorized entrance; xix. Assaulting or abusing or in any way insulting an officer of the company inside or outside the premises of the organisation; xx. Drunkenness, or coming to work  under  the influence  of  drink; xxi. Gambling on  company property and company premises; xxii. Fighting  or  indulging  in  riotous,  disorderly  or  indecentbehaviour in the company premises or indulging in any act which subversive of discipline; xxiii. Smoking  in  prohibited  area xxiv. Gross negligence of duty; xxv. Sleeping  while on duty; xxvi. Threatening or intimating  any employee inside or  outside the company premises; xxvii. Unlawful interference  in the  work  of other employees; xxviii. Tardiness, slow tactics or neglecting to perform properly xxix. Striking or inciting other to go on strike; xxx. Collecting  any  money  or canvassing  the  collection of  money inside the premises; xxxi. Holding  of unauthorized meeting in the premises. xxxii. Distribution  or  exhibition  with  the  premises  of  the establishment of any news paper, notice, pamphlets or poster without prior permission; xxxiii. Unauthorized use of company quarters or land for any purposeother than lawful purpose; xxxiv. Conduct in private life which is prejudicial to the reputation of  the company; xxxv. Conviction in any court of  law of any criminal  offence or an offence involving moral turpitude; xxxvi. Approaching the higher authority through outside agency orpersons for promotion, transfer etc. ; xxxvii. Unauthorized communication of  official documents xxxviii. Giving false  information about his name father’s name age, qualification, pervious experience. , at the time of appointment; xxxix. Writing of anonymous letters or letters written under differentnames criticizing management xl. Spreading false  rum  ours or giving  false  information or making defamatory statements (written or oral) xli. Failure on the part of the employee to inform medical officer regarding infectious disease of his family members xlii. Carrying on money  of  other business xliii. Speculation of any commodity; xliv. Insolvency; xlv. Abetment or attempt any attempt to commit act of misconduct; xlvi. Breach of any rules of the company xlvii. Preaching or inciting  people to violence; xlviii. Illegal  strike xlix. Failure or refusal to wear any protective equipment given by the company . How to cite Public Administration, Essay examples Public Administration Free Essays MPA – 014 : HUMAN RESOURCE MANAGEMENT 1. Discuss the scope and implications of SHRM. The model just described represents an expansion on the more typical model that has been implied in the SHRM literature, in which HR practices are presumed to be associated with performance through their influence on employee skills, attitudes, and motivation IMPLICATIONS: SHRM Implies accepting the HR function as an integral part to the formulation of the companies strategies and Implementation of the same through specific HRM practices like recruiting, selecting, training and rewarding personnel ? SHRM encourages managers to be proactive which means to think ahead. We will write a custom essay sample on Public Administration or any similar topic only for you Order Now ? Attainment of organization objectives through human capital. ? It enhances individual performance by development of commitment at all levels. It enables development of need based personnel policy/HR policy as a prerequisite for optimum use of human resources. ? Integration of HRM policy with business goals or objectives. ? Developing supportive work culture in order to encourage creativity, team work, TQM as well as innovation and a sense of belonging. ? Creation of flexible environment because in flexible environment employees can easily adapt to changing competitive environment. ? Creation of flexible working hours/ function. ? Integration of people related issues with business issues. SHRM Implies a logically connected approach to the design and management of personnel systems based on employment policy and manpower strategy underpinned by Philosophy * SHRM implies the use of Planning to maximise the advantage from HRM * Implies that HRM activities and polices are aspects of ex plicitly formulated business strategy * It Recognises HR’s partnership role in the strategising process * Incorporates Ethical and legal considerations, which in turn have complex implications for the achievement of a wide range of business objectives like Equity; Consideration ; Commitment and Working Conditions . Discuss the Advantages and Shortcomings of HR Planing. Human resource planning can be defined as the process of identifying the number of people required by an organization in terms of quantity and quality. All human resource management activities start with human resource planning. HR Planning is the formal process of linking organisational strategy with Human resource Practices. HR Planning is also known as Manpower Planning. It is a technique of correcting imbalances between manpower demand and supply in an organisation at a micro level and in the economy at the macro level. The two aspects of manpower planning are Quantitative and Qualitative. HR Planning Occurs at several levels: Aggregated Workforce planning at the strategic level†¦ it is needed to counteract pulls and pressures of Globalisation Career Planning of Homogenous group of employees at the Tactical Level†¦ addresses the career planning and development needs of personnel in the organisation Posting and deployment planning of individuals at the operational level†¦ assists the HR managers to formulate optimal personnel posting and deployment plan for the employees ADVANTAGES: Human resources planning anticipate not only the required kind and number of employees but also determine the action plan for all functions of personnel management. a)  Human resource planning is   necessary   of   all organization . The cooperate pal of the organization   regarding expansion, diversification, technological change, should be backed up by the availability of human resources. It suggests modification in the plan when the expected manpower is not available. b)  Ã‚  Ã‚  Ã‚  Ã‚   It offsets uncertainty and change. Sometime the organization   may have machines and money but not men and consequently the production cannot be started. It offsets such uncertainly and changes to the maximum possible and enables the society to have right men at right time and in the right place. c)  Ã‚  Ã‚  Ã‚  Ã‚   It provides scope for advancement and development of employees through training, development etc. d)  Ã‚  Ã‚  Ã‚  Ã‚   It helps to satisfy the individual needs of the employees for the promotions transfers, salary enhancement, better benefits etc. e)  Ã‚  Ã‚  Ã‚  Ã‚   It helps in anticipating the cost of salary, benefits and all the cost of human resources facilitating the formulation of budgets in a society. )  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   It helps to foresee the need for redundancy and plans to check of human resources and to change the techniques of management. g)  Ã‚  Ã‚  Ã‚  Ã‚   It helps in planning for physical facilities, working conditions, the volume of fringe benefits like canteen, schools, hospitals, conveyance, child care centers, quarters, company stores etc. h)  Ã‚  Ã‚  Ã‚  Ã‚   It causes the develo pment of various sources of human resources to meet the organizational needs. i)  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   It helps to take steps to improve human resource contributions in the form of increased productivity, sales, turnover etc. )  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   It facilitates the control of all functions, operations, contribution and cost of human resources SHORTCOMINGS: 1. The future is uncertain :- The future in any country is uncertain i. e. there are political, cultural, technological changes taking place every day. This effects   the employment situation. Accordingly the company may have to appoint or remove people. Therefore HRP can only be a guiding   factor. We cannot rely too much on it and do every action according to it. 2. Conservative attitude of top management :- Much top management adopts a conservative attitude and is not ready to make changes. The process of HRP. 3. Problem of surplus staff :- HRP gives a clear out solution for excess staff i. e. Termination, layoff, VRS,. However when certain employees are removed from company it mostly affects the psyche of the existing employee, and they start feeling insecure, stressed out and do not believe in the company. This is a limitation of HRP i. e. it does not provide alternative solution like re-training so that employee need not be removed from the company. 4. Time consuming activity :- HRP collects information from all departments, regarding demand and supply of personnel. This information is collected in detail and each and every job is considered. Therefore the activity takes up a lot of time. 5. Expensive process :- The solution provided by process of HRP incurs expense. E. g. VRS, overtime, etc. company has to spend a lot of money in    carrying out the activity. Hence we can say the process is expensive. 6. Define TQM and differentiate it from the Traditional management Total quality management  or  TQM  is an integrative philosophy of  management  for continuously improving the  quality  of products and processes. 1] TQM can be applied to any type of organization; it originated in the manufacturing sector and has since been adapted for use in almost every type of organization Total Quality Management (TQM) is a comprehensive and structured approach to organizational management that seeks to improve the quality of products and services through ongoing refinements in response to continuous feedback TQM is based on the premise that t he quality of products and processes is the responsibility of everyone involved with the creation or consumption of the products or services offered by an organization, requiring the involvement of management, workforce, suppliers, and customers, to meet or exceed customer expectations. Nine common TQM practices:[2] 1. cross-functional product design 2. process management 3. supplier quality management 4. customer involvement 5. information and  feedback 6. committed  leadership 7. strategic planning 8. cross-functional training 9. employee involvement TQM processes are divided into four sequential categories: plan, do, check, and act (thePDCA cycle). In the  planning  phase, people define the problem to be addressed, collect relevant data, and ascertain the problem’s root cause; in the  doing  phase, people develop and implement a solution, and decide upon a measurement to gauge its effectiveness; in the  checking  phase, people confirm the results through before-and-after data comparison; in the  acting  phase, people document their results, inform others about process changes, and make recommendations for the problem to be addressed in the next PDCA cycle. Total quality management vs traditional management style Total quality management has changed the traditional management style forever. It was a very radical movement those days. Some of these changes are radical even today. Few of these changes are discussed below. Traditional way of management focused on internal activities. Quality had a meaning which was totally internally defined. Products or services provided by organization were assumed to be good in quality, if this organization has done its best in producing that product or service. But in total quality management, focus is the customer. So that ultimate decider of the quality is the customer. Fitting to the customer requirement was the least requirement while delighting them is the ultimate goal. Traditionally people thought bad quality products are due to the workers who do not perform their job correctly. One of the major differences between total quality management and traditional management style is the assignment of the responsibility of the quality to the management. Especially responsibility of the quality goes into the middle level management in the operational level. Total quality management is an organization wide movement. All the organization has to be in unity to apply TQM principles. Total quality management, unlike traditional management calls for high amount of team working. Team building, specially cross functional teams are feature of TQM. These teams will provide the necessary momentum to the implementation process and will propel the system forward, with very less resistance. TQM believes in quality assurance rather than checking. Quality is inbuilt to the system, so that products are assured to be in good quality. Some decision like narrowing down the supplier base is total quality management concepts used for this purpose, which is revolutionary still today. Unlike in traditional management style, total quality management makes decisions on facts and figures. Therefore problems are identified correctly. Therefore solutions are well planned. TQM depends on cyclic thinking. Also it is continuous. Therefore improvements are small, stable and continuous in nature. This is also known as Kaizen. These events are used in teambuilding, brain storming and decision making. There are many other differences between the old or the traditional way of management to the total quality management. In the bigger picture, TQM has basically changed the culture and the thinking patterns of the organization. TQM challenges Traditional Management * TQM is a direct challenge to traditional management. Because it is so different, it simply cannot be an â€Å"add-on† to traditional management. Nor can it be combined with traditional management structures when a corporation is restructuring. Trying to combine techniques will result in failure. Decision-Making Differences * In the traditional management model, decisions are centralized or made from the top down. This means a manager makes the decisions, and the lower levels are supposed to follow. It is very much like the military. In TQM, the lower levels have a hand in making decisions. For example, a machine operator notices his machine is making bad parts. In a traditional model, he calls the supervisor over, who makes the decision to call the maintenance department. In TQM, the employee makes the decision to call the maintenance department. Responsibility for Quality * In the traditional model, a quality control department or person assumes responsibility for the quality of the product. In the TQM model, the individual machine operator assumes responsibility for quality. In the traditional model, the quality control department spots bad products. It investigates and discovers a machine is worn out. In TQM, the machine operator herself inspects every part coming out of the machine. If all the operators inspect the product as it is being built, the entire crew becomes the quality control department. Focus * In traditional management, the focus is internalized, whereas in TQM the focus is external. This means in traditional management, the focus is on a â€Å"doing the best we can† philosophy. In TQM, the focus is on the customer, who may demand more than what the company expects of itself. In TQM, the customer is the final quality control inspector. Fault Finding * In traditional management, when something goes wrong with quality, the fault is usually directed at the employee. In TQM, the fault is placed on management, who did not perform their duties correctly. 4. Write a note on MBO Management by objectives (MBO) is a systematic and organized approach that allows management to focus on achievable goals and to attain the best possible results from available resources It refers to the process of setting goals for the employees so that they know what they are supposed to do at the workplace. Management by Objectives defines roles and responsibilities for the employees and help them chalk out their future course of action in the organization. Management by objectives guides the employees to deliver their level best and achieve the targets within the stipulated time frame. Some of the important features and advantages of MBO are: 1. Motivation – Involving employees in the whole process of goal setting and increasing employee empowerment. This increases employee job satisfaction and commitment. 2. Better communication and coordination – Frequent reviews and interactions between superiors and subordinates helps to maintain harmonious relationships within the organization and also to solve many problems. 3. Clarity of goals 4. Subordinates tend to have a higher commitment to objectives they set for themselves than those imposed on them by another person. 5. Managers can ensure that objectives of the subordinates are linked to the organization’s objectives. Need for Management by Objectives (MBO) The Management by Objectives process helps the employees to understand their duties at the workplace. * KRAs are designed for each employee as per their interest, specialization and educational qualification. * The employees are clear as to what is expected out of them. * Management by Objectives proces s leads to satisfied employees. It avoids job mismatch and unnecessary confusions later on. * Employees in their own way contribute to the achievement of the goals and objectives of the organization. Every employee has his own role at the workplace. Each one feels indispensable for the organization and eventually develops a feeling of loyalty towards the organization. They tend to stick to the organization for a longer span of time and contribute effectively. They enjoy at the workplace and do not treat work as a burden. * Management by Objectives ensures effective communication amongst the employees. It leads to a positive ambience at the workplace. * Management by Objectives leads to well defined hierarchies at the workplace. It ensures transparency at all levels. A supervisor of any organization would never directly interact with the Managing Director in case of queries. He would first meet his reporting boss who would then pass on the message to his senior and so on. Every one is clear about his position in the organization. * The MBO Process leads to highly motivated and committed employees. The MBO Process sets a benchmark for every employee. The superiors set targets for each of the team members. Each employee is given a list of specific tasks. Limitations of Management by objectives Process * It sometimes ignores the prevailing culture and working conditions of the organization. * More emphasis is being laid on targets and objectives. It just expects the employees to achieve their targets and meet the objectives of the organization without bothering much about the existing circumstances at the workplace. Employees are just expected to perform and meet the deadlines. The MBO Process sometimes do treat individuals as mere machines. The MBO process increases comparisons between individuals at the workplace. Employees tend to depend on nasty politics and other unproductive tasks to outshine their fellow workers. Employees do only what their superiors ask them to do. Their work lacks innovation, creativity and sometimes also becomes monotonous. 4. Write a note on Judicial Approach to Discipline Judicial Approaches To Discipline: In our last lecture we have discussed Grievance and Redress Mechanism. In our lecture of date we will discuss the Judicial Approaches to Discipline. You are aware that DISCIPLINE is must for the p rogress of any organisation and failure to maintain discipline created a number of problems. By having discipline in any organisation there shall be optimum utilization of the sources, which are available in the hands of entrepreneur. Beside what is stated above, effective  discipline  is  a  sign  of  sound  human  and  industrial  relations  and Organisational health. Need for Disciplinary Measure Rules and regulations are necessary to  maintain peace,  prevent anarchy, and  regulate conduct and behaviour of the people. The rules are made for those people who are not interested to maintain the basic principles of discipline. By enactment of the code of  conduct of discipline, the behaviour of the people is regulated Meaning of Discipline Orderliness Training corrects, moulds and strengthens discipline Punishment enforces the discipline Aspects of Discipline Positive Aspect – Employees believes in discipline and maintain their conduct as per code of as prescribed for maintaining discipline Negative Aspect – The employees some time do not adhere to the rules and regulations for maintaining discipline where they work. The failure to maintain the prescribed rules and regulations may invite disciplinary actions against the delinquent employees Objectives of Discipline 1. Willing acceptance of  rules and  regulations; 2. To impart elements of certainty 3. To develop spirit of tolerance and desire for adjustment; 4. Give  and seek direction  and  responsibility; 5. Create an atmosphere of respect for human relations6. To increase working efficiency and morale Constructive Programme of Discipline – It has been observed that some of the employees deviate from the expected standard of  behaviour. To have control over the behaviour of such persons, it has become essentialto have constructive programme of disciple to deal with such people who violates theseprinciples of discipline. This Programme can be based on the following principles: – 1. Formulation of a set of clear and  reasonable rules 2. Impartial enforcement of these  rules 3. Uniformed supervisory skills on  disciplinary matters  And  its strict adherence 4. Impartial and uniform system  of investigation INDISCIPLINE Disorderliness Insubordination and not to follow the code of conduct. Causes of Indiscipline i) Non- placement  of  right  persons  on  the right  job  according  to  qualification and experience ii) Undesirable  behaviour  of  senior  officials iii) Faulty evaluation  of  persons iv) Lack  of  communication v) Lack  of  communication v) Weak  leadership vi) Defective supervision and  absence  of  good  supervisors Viii) Lack of properly drawn rules  and regulations ix) Illiteracy and  low intellectual level of  knowledge. x)Workers  reaction  to  rigidity  and  multiplicity  of  rules xi)Workers personal problems like fear, lack of confidence xii)Bad  working  conditions xiii)Absence of enlighten, sympathetic and scientific  approach of  management xiv)Errors of judgements .xv)Discrimination xvi)Undesirable management practices xvii)Improper  coordination, delegation  of powers/authority xviii)Psychological  reasons ix)Misunderstanding Approaches to Discipline 1. Human relations  approach 2. Human resources  approach 3. Group discipline  approach4. The Leadership  approach 5. The Judicial Approach The principles  indicated  by  the  Supreme  Court  for proceedings  against  thedelinquent  employee  are  known  as  Ã¢â‚¬Å"Principles  of  a  Natural  Justice†Ã‚  these include: 1. The  delinquent  employee  must  be  indicated  in  unambiguous  terms about charge levelled against him; 2. The delinquent employee must be given an opportunity for conducting his defence, I. e. by cross examination of the witness. 3. The enquiry  should be fair and enquiry officer should be impartial 4. The evidence should be put forward in the presence of the employed charged; 5. Punishment  should be  proportionate to misconduct  committed Industrial Employment (Standing Orders) Act, 1946 We have, while having discussions of the above act, described the act of omission and commissions, which are alleged to have been committed by the delinquent employees. However, to revise the same, the same are given as under : i. Wilful insubordination or disobedience (whether alone or in combination with others) of any lawful and reasonable orders, rules or regulation; ii. Refusal to work  on  a job or  machine which has  been  assigned to him; iii. Refusal to accept or reply charge sheet within the prescribed period of time ; iv. Theft, fraud or dishonesty in connection with the property of  the company; v. Theft of  another employee’s property inside  the industrial area or company premises vi. Causing wilful  damage  to or loss of  , the employer’s goods or property; vii. Causing damage to product in process or property; viii. Sabotage  of,  or interference with safety devices ix. Disregard  of any  operational or  maintenance instructions or carelessness  in  the  performance  of  operational  and maintenance job; x. Non-observance  of  safety  precautions and  rules; xi. Taking  or  giving  bribe or any  illegal gratification. xii. Acceptance  of  gifts  from  subordinates xiii. Habitual late  coming; xiv. Absence  from  duty  without  leave; xv. Overstay when on leave  without  prior  authorized permission; xvi. Absence  from  work  without  permission  for  more  than consecutive days xvii. Leaving  the  work premises  with  authorized  permission; xviii. Entering or leaving, or attempting to enter or leave, the work  premises except through authorized entrance; xix. Assaulting or abusing or in any way insulting an officer of the company inside or outside the premises of the organisation; xx. Drunkenness, or coming to work  under  the influence  of  drink; xxi. Gambling on  company property and company premises; xxii. Fighting  or  indulging  in  riotous,  disorderly  or  indecentbehaviour in the company premises or indulging in any act which subversive of discipline; xxiii. Smoking  in  prohibited  area xxiv. Gross negligence of duty; xxv. Sleeping  while on duty; xxvi. Threatening or intimating  any employee inside or  outside the company premises; xxvii. Unlawful interference  in the  work  of other employees; xxviii. Tardiness, slow tactics or neglecting to perform properly xxix. Striking or inciting other to go on strike; xxx. Collecting  any  money  or canvassing  the  collection of  money inside the premises; xxxi. Holding  of unauthorized meeting in the premises. xxxii. Distribution  or  exhibition  with  the  premises  of  the establishment of any news paper, notice, pamphlets or poster without prior permission; xxxiii. Unauthorized use of company quarters or land for any purposeother than lawful purpose; xxxiv. Conduct in private life which is prejudicial to the reputation of  the company; xxxv. Conviction in any court of  law of any criminal  offence or an offence involving moral turpitude; xxxvi. Approaching the higher authority through outside agency orpersons for promotion, transfer etc. ; xxxvii. Unauthorized communication of  official documents xxxviii. Giving false  information about his name father’s name age, qualification, pervious experience. , at the time of appointment; xxxix. Writing of anonymous letters or letters written under differentnames criticizing management xl. Spreading false  rum  ours or giving  false  information or making defamatory statements (written or oral) xli. Failure on the part of the employee to inform medical officer regarding infectious disease of his family members xlii. Carrying on money  of  other business xliii. Speculation of any commodity; xliv. Insolvency; xlv. Abetment or attempt any attempt to commit act of misconduct; xlvi. Breach of any rules of the company xlvii. Preaching or inciting  people to violence; xlviii. Illegal  strike xlix. Failure or refusal to wear any protective equipment given by the company . How to cite Public Administration, Papers