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). 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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

Skills and Characteristics of Human Services Workers free essay sample

Knowledge and expertise are two of the most important skills for a human service worker to have. When clients come in for help, they want a worker with knowledge who will be able to help them. The client needs to feel comfortable that the human service worker he or she is seeing has knowledge and expertise on the client’s issues, especially. For the worker, knowledge and expertise benefit him or her as well. If the worker has a client coming in with an issue the worker has never dealt with before, then it would be smart for the worker to do some research on that subject in preparation. If the proper knowledge cannot be gained in the time before the appointment, it probably would be wiser for another worker who already has the knowledge to help that client. The human service worker always needs to remember that it is the client’s needs that come first, no matter whether it hurts the workers pride or not. We will write a custom essay sample on Skills and Characteristics of Human Services Workers or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Another important characteristic a human service worker needs to have is passion for the subject matter. If a human service worker is not passionate about what he or she is doing then it will show to his or her clients. This lack of passion negatively could impact the client as well as the human service worker. People do not do their best work if there is no passion, and when dealing with people’s lives those people expect their worker to be doing his or her best work. Cultural competence is also extremely important in human services. A worker needs to be competent with all the different cultures that he or she will be working with. Each culture is different in many ways. Some things which may be normal in one culture could be very offensive to another. Without cultural competence a worker could inadvertently offend clients; scaring them away or angering them without realizing it. Clients need to feel comfortable with their worker and something like that could ruin the relationship that had been built between the client and his or her worker. Another skill a human service worker must possess is observance. The worker needs to notice the body language, the look on the client’s face, the intonations as the client is talking, and so on. A client could be saying one thing, but his or her body language could be saying something completely different. If the human service worker is not observant, he or she would miss things like that. This writer, especially always has been a people watcher. As a child this writer was very shy, so instead of jumping up and joining in all the time, she would just sit and observe. This taught this writer a large amount about the people she watched before she even met them. To this day, everywhere this writer goes she watches all the people around her soaking up all the uniqueness of man and womankind. Empathy is another skill a human service worker must have. The worker does not always have to agree with the client, or even like the client, but he or she needs to empathize with the client. Sometimes this might be tough, but most will discover that there is usually something that he or she can empathize with. For instance, during a television show this writer was watching a client came in to see his therapist. The client’s presenting problem was that he hated fat people. He was disgusted and revolted by them, and believed it was his right to tell the people that they were fat and needed to lose weight. The therapist had a hard time connecting or empathizing with the client, as the therapist was overweight himself at one time, and had been bullied by his father while he was growing up. The client did not see that what he was doing to these overweight people was bullying. He actually thought that by telling them those things he was helping them to lose weight. Finally the client and therapist had a breakthrough when trying to figure out where this hatred of the overweight had come from. The client had been bullied by an overweight child while in elementary school. This only happened for a short time, and the client was quite young at the time (only about seven or eight), but the bullying never left his mind. He realized he was taking out his anger on overweight people all because of a young boy who bullied him in his hildhood. This breakthrough worked to find a way that the therapist could empathize with the client. Although the therapist still thought that the client was wrong on many levels, he could empathize with the little child who was bullied, because he had been bullied himself. That is a moment that sticks out in this writers mind and will stay there for th e rest of this writer’s life. So, when dealing with a client this writer does not particularly like, this writer will remember to keep an open mind and know that there is probably a part of that client that this writer can empathize with. It just may take a little bit of time to find that part. Two more skills are understanding group diversity and people skills. A human service worker must have good people skills. Clients need to connect to their worker in order to open up and be honest with him or her. If the worker has bad people skills, the worker will lose clients and eventually not have any, or get fired. Clients do not want to pay money to get advice from a person they do not like. Understanding group diversity is also a needed skill. Especially for the worker who works in a group or with a large amount of people. This knowledge is also important when running group sessions with clients. Every person is different and has different skills. It is important to figure out which skills each person excels at and those that he or she does not. Once that is figured out, people could be given activities that match up with his or her skills, and can learn from others the skills he or she may not be so good at. This writer has learned a lot about group diversity while in school. University of Phoenix is big on teaching people to work in teams. Each class has team assignments that have to be done, and done as a team. Through going to school there this writer has gained important knowledge about working in teams. Learning how each person works, who has what skills, figuring out this writer’s own skills, and which skills to improve upon. Writing skills are also important in human services. The human service worker has to take quick notes after seeing each client, and take longer notes with more information after. These notes are important and are added to the client’s chart. These notes could be used later in court or for other reasons, so it is important that they are thorough, understandable, and well assembled. Many human service workers work with other human service agencies as well. There is correspondence between all the different agencies about their shared clients. Correspondences that are not grammatically correct or with spelling errors do not look professional, and can make the worker look bad. This leads to computer skills. Computer skills are very important in human services. Computers are used to track clients, write notes, and so on. Technology has grown so much, and has been implemented everywhere. Many agencies are now giving their human service workers laptops to take with them when visiting client homes. All of the client’s information goes on the computers. Having all the information on a computer makes things much easier. If the supervisor needs to see something about a client, he or she can now simply look that information up on his or her computer, or have the worker email the information. If another therapist, or doctor, or lawyer, or policeman, or whoever, needs the information it is now easier to access. No more combing through filing cabinets and files, now all the information can be looked up at a touch of a button. A human service worker needs to be a good mediator. Many times the client issues do not only involve the client. Sometimes the presenting problems involve family, friends, and loved ones as well. In this case, the worker could ask to see the client as well as the family member or friend with him or her. The point of being a good mediator is to make sure not to choose a side. A mediator needs to stay equal in the eyes of the clients, not choosing one person’s side over another’s. If a client believes the mediator is choosing someone else’s side over his or her side, the client can just shut down or stop mediation, claiming unfairness. The mediator should help the clients to help themselves, being there to mediate, but not tell them what to do. The client should be able to figure out how to fix their own problem or problems. This knowledge helps them in many areas of their lives. Teaches them to be an independent thinker, instead of just doing what the therapist advises them to do. This kind of knowledge is priceless for a client, and is exactly the goal of the therapist. A human service worker needs to be non-judgmental and an encourager for his or her clients. In the world of human services being non-judgmental is a must. A client needs to feel comfortable enough to come to meeting with his or her worker and express his or her feelings. When being faced with someone who is judgmental a client will shut down and no longer want to say anything. Why should he or she continue on and continue to be judged. A client comes in knowing he or she has a problem. He or she wants help with this problem, not to be judged by it. In that case, he or she can just stay home and be judged by the people in his or her life. Clients need to feel encouraged by their worker. It is always easier for a person to make changes in his or her life if he or she is encouraged every step of the way. When people are not encouraged they see no reason to continue on with the hard work that change takes. They figure why go the hard route with no encouragement, when it is so much easier to continue on making the same mistakes. Just like how a small child is encouraged in every small step he or she takes, an adult trying to make positive changes in his or her life needs that same kind of encouragement. That little boost can mean the difference between continuing on with the changes or stopping altogether. Along with being non-judgmental and an encourager, a human service worker needs to be a leader and confronting at times. A human service worker needs to be a leader and show those leadership skills when working with clients. Clients are not going to want to take advice from a wallflower or pushover. The client needs to see someone who is strong and shows true leadership skills. Part of being a leader is being confronting at times. Confronting clients when they are wrong and do not see it. Confronting the clients who have always been given what they want and told they were right when they were not. Sometimes people do not realize they are doing or saying something wrong until they are confronted about the situation. The man or woman who thinks he or she is a jokester sometimes does not realize that to other people he or she is coming off as arrogant or offensive. This client needs to be confronted with this fact until he or she can see him or herself through other’s eyes. This leads to interpersonal skills. The human service worker needs to be able to teach interpersonal skills to clients as well as having interpersonal skills him or herself. Some people were never taught interpersonal skills and do not know how to properly interact with other people. This writer was very shy growing up so can understand about this. This writer did not have many interpersonal skills growing up because of the shyness and lack of interaction with many people. This writer did watch people a lot which helped later on to develop friendships and build on those interpersonal skills, but for others it is not so easy. Some people are like hermits; they do not want to interact with others, so their interpersonal skills are seriously lacking. The problem with these clients is that they do not care to interact with people and do not see a need to have interpersonal skills. Basically, the client could care less whether people like him or her or not. In fact, it is sometimes better when people do not like him or her so that he or she does not have to deal with them. The job of the human service worker is to show these clients that whether they like it or not, they have to be around people and deal with people on almost a daily basis. Interpersonal skills are very important skills to learn. A client does not necessarily have to like being around people, but in his or her life, he or she is going to have to deal with people every day. Having interpersonal skills makes this much easier. Communication is another important skill human service workers must possess. In fact, every individual needs to communicate effectively in his or her person life and at work. Communication is a major part of the relationship between a human service worker and his or her client. The client comes to the worker to present a problem and the human service worker needs to be able to understand the problem. The client should believe he or she can speak honestly and openly to the worker, and the worker should repeat back some of what the client says in order to confirm the worker understands correctly what the client is saying. People communicate in a variety of ways; verbally, through actions, and through body language. Understanding these types of communication is an important skill for a human service worker to possess and to be able to teach to clients. Many arguments in people’s lives are due to miscommunication. Teaching clients communication skills helps them tremendously in their personal and work lives. Human service workers need many characteristics and skills to effectively work with clients. Some of the most important characteristics and skills have been discussed above, but there are still many more. The skills discussed above are not only important for every human service worker to possess, but more importantly, to teach to clients to use in their own lives.