Comparing the Population Growth of India and the United States

Introduction The rate of population growth is a major issue not only because of its effects on the general growth of the economy but also on its impacts on environment and general well-being of the individuals. In fact, the effects of high population growth are felt in all sectors of the economy. Most of the studies indicate that the rate of population growth is high in developing countries (Porter 55).Advertising We will write a custom research paper sample on Comparing the Population Growth of India and the United States specifically for you for only $16.05 $11/page Learn More Researchers have produced numerous factors that have contributed to the discrepancy in the growth rate between the developing and the developed countries ranging from high rate of fertility to increased rate of poverty levels. In this particular case, the rate of population growth is compared between India and the United States. In essence, the paper seeks to find out the effects of population growth in relation to human health through the comparison of population growth between the two countries. The population growth rates of India and United States The study indicates that the population of India in 1950 was 357 million while that of the United States was 157 million. In 1975, the population of India has grown to 600 million people, an increase of 69%. Over the same period, the population of the US has grown only to 213 million representing the growth rate of 36%. As can be observed, the rate of population growth in India is twice that of US in the same period. Between 1975 and 1998, the population of India was projected to be around 975 million while that of US was around 273 million. The approximate population growth rates of these two countries were 63% for India and 28% for US. Even though the decreasing rates of growth in population between the two periods can be observed, India still maintains its high growth rate. Moreover, the rate of decrease in India’s population is low compared to that of the US. Reasons for high population growth rate in India Like any developing country, India’s population is characterized by high birth rates, increased rate of infant mortalities and low life expectancy (Hannan 36). In addition, the population consists of the younger generation and majority live in the rural areas. However, these characteristics do not contribute directly to the increased rate of population. In fact, the high increase in the rate of population growth is majorly blamed on the high rate of poverty levels. Studies indicate a direct correlation between the rate of poverty level and the increased population growth rate (Hannan 77).  According to the India’s bureau of statistics, approximately one third of the total population still live below poverty line and in the rural areas. In addition, this population has no access to education and reproductive health facilities such as family planning that coul d have contributed immensely towards the population reduction (Hannan 77). Besides, high birth rates contribute to the increased population growth rate.Advertising Looking for research paper on environmental studies? Let's see if we can help you! Get your first paper with 15% OFF Learn More In the contrary, the American population is majorly urbanized, have access to social amenities including reproductive health facilities and high literate levels, which contributes to the reduced growth rates (Porter 55). Moreover, the birth rate in America is almost at the same level with the death rates. Conclusion As indicated, many factors contribute to the high rate of population growth in the developing countries ranging from high literacy levels to inaccessibility to social amenities including reproductive health facilities such as family planning. However, the high rate of population growth has been blamed on the increased rate of poverty levels. The high rate in population g rowth has negative impact on the general well-being of the population as well as the whole sectors of the economy. Therefore, appropriate policies and programs should be adopted to ensure increased living standards of the majority population in developing countries. Works Cited Hannan, Abram. Distribution and Growth of Population in India since Independence.  New York: LAP Lambert Academic Publishing, 2013. Print. Porter, Douglas. Managing Growth in America’s Communities. Washington: Island  Press, 2007. Print. This research paper on Comparing the Population Growth of India and the United States was written and submitted by user Brooklynn K. to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Free Essays on Gang Life

gang life Gang Life In life, teenagers and adult’s join gangs for difficulties in their life. They feel that they need a group of people to understand and support them through the rough stage of their life. In the novel, The Outsiders, by S. E. Hinton Ponyboy is a fourteen-year-old boy who is a part of the gang called the greasers. His whole remaining family are greasers. Gang life can lead to death and trouble. In The Outsiders, Ponyboy is in a gang with all of the people he grew up with in the neighborhood, including his two brothers, Sodapop and Darry. In a fight against the socials, the enemy of the greasers, Ponyboy and another member of the greasers named Johnny were outnumbered five-two. In order to save Ponyboy’s life, Johnny killed a member of the socials named Bob. This proves that gang life can lead to death. After Johnny killed Bob, they went to their friend Dally to help them get out of their situation. Dally told them to go to an old abandoned church on the top of J ay Mountain. Dally told them to stay there until he got there. On the fifth day Dally got there and took them to get something to eat. When they got back to the church, the church was on fire. As a crowd gathered around, Ponyboy and Johnny realized that there were children trapped inside. They both went in to rescue them. As they made their way out, a piece of timber caught him across the back and he was burned very badly. Ponyboy didn’t get burned but got knocked out by Dally when he tried to go back into the fire to save Johnny. A couple of day’s later Johnny died. If Johnny weren’t part of a gang, he would have never killed Bob and he wouldn’t have been at the church running away from the police. As soon as Ponyboy got back from the hospital, a rumble between the greasers and the socials was about to take place. Ponyboy fought despite being hurt and sick. After the greasers beat the socials, Dally and Ponyboy went to the hospital to tell Joh... Free Essays on Gang Life Free Essays on Gang Life gang life Gang Life In life, teenagers and adult’s join gangs for difficulties in their life. They feel that they need a group of people to understand and support them through the rough stage of their life. In the novel, The Outsiders, by S. E. Hinton Ponyboy is a fourteen-year-old boy who is a part of the gang called the greasers. His whole remaining family are greasers. Gang life can lead to death and trouble. In The Outsiders, Ponyboy is in a gang with all of the people he grew up with in the neighborhood, including his two brothers, Sodapop and Darry. In a fight against the socials, the enemy of the greasers, Ponyboy and another member of the greasers named Johnny were outnumbered five-two. In order to save Ponyboy’s life, Johnny killed a member of the socials named Bob. This proves that gang life can lead to death. After Johnny killed Bob, they went to their friend Dally to help them get out of their situation. Dally told them to go to an old abandoned church on the top of J ay Mountain. Dally told them to stay there until he got there. On the fifth day Dally got there and took them to get something to eat. When they got back to the church, the church was on fire. As a crowd gathered around, Ponyboy and Johnny realized that there were children trapped inside. They both went in to rescue them. As they made their way out, a piece of timber caught him across the back and he was burned very badly. Ponyboy didn’t get burned but got knocked out by Dally when he tried to go back into the fire to save Johnny. A couple of day’s later Johnny died. If Johnny weren’t part of a gang, he would have never killed Bob and he wouldn’t have been at the church running away from the police. As soon as Ponyboy got back from the hospital, a rumble between the greasers and the socials was about to take place. Ponyboy fought despite being hurt and sick. After the greasers beat the socials, Dally and Ponyboy went to the hospital to tell Joh...

Employee resourcing for factory relocation.HRM Essay

Employee resourcing for factory relocation.HRM - Essay Example As the company face threats by some other upcountry companies which manufactured the same products with low cost, the Hertfordshire Shelving Systems Private limited was in self defense to keep up its market share and to retain its regular customers as well as to keep up the confidence and to consolidate the business. As the low cost furniture and shelves manufactures entered the market of Watford, a town on the outskirts of London and they dented the market of Hertfordshire Shelving Systems, the management has been forced to protect its existence in maintaining the market stature. In this process the company had to follow some methods and it totally had to change the work culture and working atmospheres. The work place also had to be changed totally into a new look and the management planned to improve the performance of the company by implementing cost cutting methods and to maintain constant profits as the new products hit the market with low price. While the company is facing such problems it has to reorganize and has to change the lay out of the production policy. Two production plants one in Watford which is around one 110 thousand square feet and the second one is in Devon with 20 thousand square feet need relocation or changes. Here there is a problem regarding the areas of the production plants. ... 1 Being Gracious The first thing in relocating is to vacate the unit from the present site. While vacating the site of the old unit, the existing land owner may not be friendly to the management. So the management of the organization should remember that they have to maintain good relation with the previous land lord /owner as well as with the new land lord. Good human relations help the management to be a good entrepreneur and improve business activities of the company. However, as the present sites of the units of the company are owned by the company, the fact is to find a new location that minimizes the transportation cost as well as employee resourcing. The next step is to understand the business partners to dominate the competitors. In understanding the business partners, the management has to be independent first and that independence regarding production and marketing can decide the relations with stakeholders as well as business partners. The responsibilities in the relocation should be share d between them to avoid deviations between them and the above aspects can be fulfilled when the management is independent in production and marketing activities. If there is dependence, there is a need of collaboration agreement that shares profits to the business partners as well as losses if any. The next step in relocation is about landed cost calculations. Shifting of the company results in expenditure to the management and correct planning about the relocation can minimize the expenses like the costs regarding water, power, transport, labor and taxes. As the all the above expenditures influence the company and its profits,

Pfizer Essay Example | Topics and Well Written Essays - 1000 words - 1

Pfizer - Essay Example The company is in a continuous process of investing in the area of healthcare in order to advance the health and wellbeing of the members of the society. In order to meet its mission of advancing health and wellbeing, during the period of 2000 the company opened one of the largest structures throughout the globe and this structure is devoted towards making discovery of new and improved drugs that will be assistive in advancing the health and wellbeing of both animals as well as human beings. This structure is located in the region of Groton, Connecticut where the organization is already operating a highly efficient research comp. With the introduction of this building the company has become one of the first drug development companies to invest more than $4 billion and aims and continuing to increase its investments to develop better products (Pfizer.com(a), 2014). Pfizer’s main aim and objective throughout the course of its existence has been to be involved in the process of continuous improvement in order to develop various therapies that can be helpful in improving the health of patients throughout the world. The company believes that it can only achieve its objectives if it is continuously involved in the process of research and development. They believe that with the help of research and development, the company can identify and then transform up-to-date technological and scientific advancements into remedies that can be of immense importance to patients suffering throughout the world. The president of the company, Mikael Dolsten, who is the president of the company’s Worldwide Research and Development area, believes that the company has experienced a novel situation in the area of innovating biomedicine (Dolsten, 2014). It has been almost over a period of ten years since the human genome experimentation and decoding started taking place and now the

ODCE model tax tready Essay Example | Topics and Well Written Essays - 1000 words

ODCE model tax tready - Essay Example In this regard, GoodFood Inc. has been identified to be conducting operations in different States owing to which the company is taxable under the OECD model2. The term Permanent Establishment (PE) in Article 5 is used for tax treaty purposes. PE is a concept of tax that indicates the business level in the Source State. It also involves in various other treaty provisions. Alternative provision found in paragraph 42.43 of Article 5 of the OECD model implies that foreign enterprises should be present more than 183 days, but it is not necessary to have a specific place of business. The alternative provision does not require specific time, but it is necessary to fix the place of business. In this respect, according to the provision, GoodFood Inc. is not taxable, as the date of business commencement is not mentioned3;4. The UN model is used as a tool in international tax treaty negotiations in developing and developed countries for managing tax issues. The role of this model is to allocate taxing right between the residence jurisdictions and source jurisdictions. This model allows larger source taxation. It is also referred to as ‘double taxation convention’. The OECD model allows more exchange of information and this mode involves in the every kind of taxes and description while the UN model only involves taxes in the model. However, the provision of exchange information is similar to both models. Thus, based on the UN model, GoodFood Inc. is taxable5;6. The services PE provision in Article 5 of OECD model is used for tax treaty purposes. The services PE provision requires foreign enterprises to be operating more than 183 days in a twelve month, but not necessary to have a fixed place of business. The main commitments of PE provision are to provide a taxation right to the Source State. This provision is essential for several articles, but is important for article 7, which is included in industry profits. In this respect, it can be stated that

Soft Versus Hard HRM

Soft Versus Hard HRM Established in 1964 under STO group, with its subsidiaries, JVs and associates, is a national leader in business. It has significant and focused interests in petroleum, cooking gas, construction materials (including cement and roofing material), medical supplies and pharmaceuticals, home appliances, electronic items, supermarket products and insurance. The company is geographically diverse with operations and developments throughout Maldives and operations in Singapore. The employees of the company should focus on the following aspects of the company; The company treats employees as valued assets and a source of competitive advantage through their commitment, adaptability, high quality skill and performance. If an employee gets late for the work, the employee will get a warning of not to repeat that, if the employee still does so, the company takes an action upon that employee, such as reducing salary or termination. The company has combination of both autocratic and democratic leadership styles. The company has a competitive pay structure, with appropriate performance related reward such as profit share. The company focuses on identifying the training and other employee development needs through appraisal systems. Practical application on Guests model of hard-Soft, Loose-Tight dimensions of HRM Soft versus hard HRM Storey (1989) labeled two approaches of hard HRM and soft HRM. The hard approach, rooted in manpower planning is concerned with aligning human resource strategy with business strategy, while the soft approach is rooted in the human relations school, has concern for workers outcomes and encourages commitment to the organisation by focusing on workers concerns. Soft HRM HRM and personnel/IR Practices with compares to 27 dimensions of Storys definitions Distinguishing between HRM and Personnel Management Personnel management is viewed as workforce centred and more operational in focus. Personnel managers recruit, select and carry out administrative procedures in accordance with managements requirements. They act as a bridge between the employer and the employee. As a result, personnel managers were seen as functional specialists rather than strategic managers and often had little power or status in the organisation. The personnel manager needed to understand the needs of the manager and the employee, and articulate those needs to both sides. HRM approach is in the management of people which can be seen as a radical new approach linked to strategy and viewing people as assets who need to be actively managed as part of the long-term interests of the organisation. HRM can be viewed as a radical integrated approach to the management of people in an organization and, as such, can be seen as a general management function. Where personnel managers can be viewed as specialists, HRM can be seen as the responsibility of all managers, particularly senior managers, and as such is proactive rather than reactive. Guest (1987) identifies the differences in his model The differences between personnel and human resource management Source: Guest (1987). Guest (1987) shows a model of HRM that is commitment based, which is distinct from compliance-based personnel management. According to Guest, HRM is: Linked to the strategic management of an organisation Seeks commitment to organisational goals Focuses on the individual needs rather than the collective workforce Enables organisations to devolve power and become more flexible Emphasizes people as an asset to be positively utilised by the organisation. Dimension Personnel and IR HRM Beliefs and assumptions 1 Contract Careful delineation of written contracts Aim to go beyond contract 2 Rules Importance of devising clear rules/ mutuality Can- do outlook; impatience with rule 3 Guide to management Action Procedures Business need 4 Behavior referent Norms/ custom and practice Values/mission 5 Managerial Task vis-à  -vis labor Monitoring Nurturing 6 Nature of relations Pluralist Unitarist 7 Conflict Institutionalized De-emphasized Strategic aspects 8 Key relations Labor management Customer 9 Initiatives Piecemeal Integrated 10 Corporate plan Marginal to Central to 11 Speed of decision Slow Fast Line Management 12 Management role Transactional Transformational leader 13 Key managers Personnel/ IR specialists General/business/line managers 14 Communication Indirect Direct 15 Standardization High (e.g. parity an issue) Low (e.g. parity not seen as relevant 16 Prized management skill Negotiation Facilitation Key levers 17 Selection Separate, marginal task Integrated, key-task 18 Pay Job evaluation (fixed grades) Performance-related 19 Conditions Separately negotiated Harmonization 20 Labor management Collective bargaining contracts Towards individual contracts Thrust of relations with stewards Regularized through facilities and training Marginalized (exception of some bargaining for change models) 22 Job categories and grade Many Few 23 Communication Restricted flow Increased flow 24 Job design Division of labor Teamwork 25 Conflict handling Reach temporary truces Manage climate and culture 26 Training development Controlled access to courses Learning companies Foci of attention for interventions Personnel procedures Wide ranging cultural structural and personnel strategies STO follows HRM process for their employees. The differences are as follows; The jobs were design according to the team work instead of Division of labour. Communication among employees was increased flow instead of restricted flow. Management role was transformational instead of transactional. So the decisions come from the top management. The speed of decision is fast because the decisions are done from the top management. Communications among line managers are direct, because of transformational hierarchy and the departments were connected through top management. Corporate plan of STO was centralize instead of Marginal. Training and development essential for the company, so it was based on learning companies. Role of Line Managers As a diversified company STO structure was made on 13 departmental managers. The main role of the departmental manager is to achieve companies goals. They should maintain all of things on behalf of an organisation. A line manager has become even a leader at their day to day behavior. Ensuring higher performance by the employees and finding ways to motivate the employees and make them efficient is also is a line managers duty now. Because of this the traditional tasks of line manages has been changed and now they have more important tasks on their hand such as, Create a friendly environment for the employees Advise the employees when needed Understanding the needs of employees Improving performance of employees and organization There are some roles of HR manager by which they run an organisation. Planning, resourcing and retention: A line manager should know the number of staffs is working in the department and who are busier, and which department need more people. For example pharmacists are very busy at Saturday and Sunday on the STO pharmacy. So managers of pharmacy need more staff for these weekend day. He will take decision for taking or recruiting people. This is the planning and resourcing role for line manager. Retention is a vital role for line manager. If there was a new recruited staff, the line manager have to monitor and know are they happy for their time being. Recruitment and selection: Recruiting a right people to the right place is a major duty of the line manager, especially the HR manager. He should follow the rules and policy of recruiting qualified people by checking their productivity and enthusiastic and good behaviour for achieving the companies goals. Training and development: In order to get the best from employees they need to be trained. Training is done to fill gap between the skills and knowledge they have at present and the skills and knowledge the organization wants them to have in order to fulfill set goals. Recruiting the right people for the STO, line manager should monitor the employees and have to check the performance in the department. According to the performance HR manager develop training programmes for the inefficient employees for achieving their goals. Reward remuneration: Employees work their organisation for mainly surviving their lives and interest. Manager has to pay adequate and equitable. Manger also has to manage reward system like pensions, healthcare, other financially. By introducing rewarding employee motivate and get more satisfaction to work. If employees are happier and motivated they will work hard for the company. The human resource functions of HRM Read more: http://www.ukessays.com/essays/business/hrms-connection-to-strategic-management-of-an-organisation-business-essay.php#ixzz2BLkiMuxt Task1 (Section B) As a HR manager of State Trading Organization (STO) I would like to say that this statement was absolutely true. Performance Management is a key building block of the human resources reform programme. It is based upon International Civil Service Commission (ICSC) performance management principles for the Civil service commission of Maldives common system, namely work planning, agreed upon objectives, ongoing feedback, a mid-point review, and an end-of-cycle appraisal. It is linked to other human resources systems and processes including staff and career development, mobility, and recruitment. Effective performance management improves overall organizational performance by encouraging a high level of involvement and motivation, and increased staff participation in the planning and delivery of work by: Potential benefits by using a proper performance management system (see Appendix 1) STO was a huge public diversified company including many departments, as a HR manager I have to manage and apply different human resource practices in the workplace environment. STO have foreign staffs especially for the technical staffs, so the role of human resource manager also changes according to the technologies and growth in the global market consequently. There are some practices that can help managers changing and evolving in the workplace. STO follows the following practices to manage their workplace environment. The impact globalization and information technology have had on each other has made work more mobile, capable of being performed in different parts of the world without the need to actually set up physical facilities in other countries. Globalization plays an important role in human resource planning. Foe an example by recruiting and selection of employees in the organization with the latest technologies we can recruit people from other countries, so it reduces the cost and more effective and efficient. With the impact of globalization big firms apply online recruiting, online interviewing, online application for the vacant jobs and new posts. When looking for a Maldives the government provides a website called Gazzette.gov.mv which is based on all the government job vacancies, so everyone knows the vacant jobs within as second. Another website called Iulaan .mv provides advertisements and job vacancies in the private sector, it helps the organizations and individuals to access easy and know the vacancies in the country. Globalization has its positive side as well as its negative side. For online recruiting and selection organization recruits employees based on professional qualifications, because of that sometimes the company select the unsuitable employee for the selected jobs. Other changes in the nature of work and workers are being brought about partly by globalization, but not entirely because of it. For instance, it is arguable whether globalization is solely responsible for the growing service sector, and it does not account for the rapid influx of women into the workforce. Diversity is not a liberal ideological movement, to be supported or resisted. Rather, it is a reality in todays business environment. Managed well, diversity provides benefits that increase success. STO always keep an eye on these issues, because the employees from different countries. For an organization to get its arms around the complexity of diversity culture change, HR manager needs to focus on three areas: (1) Individual attitudes and behaviors, The individual attitudes and behaviors component asks employees to do some intrapersonal work that involves identifying their attitudes and beliefs on a wide range of topics such as how they feel about multiple languages spoken in the workplace; attitudes toward whether coworkers can be openly gay in the workplace; conflicting union and management positions on any number of policies. (2) Managerial skills and practices, and The essence of this change is the recognition that one style of management does not fit all. Managerial practices must be tailored to suit a wide range of employees. Depending on ones culture, for example, feedback about performance may be delivered very directly, or it may also be given in a much more indirect and subtle way, sometimes with the help of an intermediary or cultural interpreter. (3) Organizational values and policies. This area is the most complex in which to make progress, and we have seen the least success here. Adjusting the promotional system, for example, or how people are hired and recruited to create a broader talent pool and a more equitable organization, requires complex work that has many steps. For example, how do you begin the process of selecting recruiters who themselves are diverse? And if they are diverse by the internal dimensions, that does not necessarily mean they are open to differences and are themselves objective about others. Workplace example of Religious and Spiritual Diversity in the Workplace The Event Areas to Reconcile à ¢Ã¢â€š ¬Ã‚ ¢ A newly hired Muslim receptionist in a Christian-sponsored healthcare facility was fired for refusing to remove her headscarf and sues her former employer for unlawful dismissal. (Civil Rights Act of 1964, Pub. L. No, 88-352 (Title VII). à ¢Ã¢â€š ¬Ã‚ ¢ Dress and grooming accommodation à ¢Ã¢â€š ¬Ã‚ ¢ Corporate culture tolerance for diverse values and beliefs à ¢Ã¢â€š ¬Ã‚ ¢ Hiring protocols à ¢Ã¢â€š ¬Ã‚ ¢ A Catholic worker in a retail store sues after being refused time off to go on a pilgrimage to Yugoslavia during the Christmas shopping season. (Office of High Commissioner of Human Rights. (1981). Declaration of the elimination of all forms of Intolerance and of discrimination based on religion or belief. (Resolution 36/55 of 25). à ¢Ã¢â€š ¬Ã‚ ¢ Range of tolerance for exceptions based on personal religious practice à ¢Ã¢â€š ¬Ã‚ ¢ Cultural literacy for distinguishing core religious requirements from personal expression à ¢Ã¢â€š ¬Ã‚ ¢ Flexible leave policy à ¢Ã¢â€š ¬Ã‚ ¢ A Christian in a large communications firm, who wore an anti-abortion button to work, sued her company when dismissed since coworkers threaten to walk off due to the visual trauma of the pins graphic. (EEOC v. Presbyterian Ministries, Inc., 788 F. Supp. 1154 (W.D. Wash. 1992). Dress, grooming, and religious discrimination and accommodation à ¢Ã¢â€š ¬Ã‚ ¢ Religious expression standards à ¢Ã¢â€š ¬Ã‚ ¢ Unreasonable and hostile imposition of religious belief à ¢Ã¢â€š ¬Ã‚ ¢ After multiple requests for accommodation were refused, a Jewish professor sues her institutions dean and department head since they consistently rearranged departmental meetings and functions on days that conflicted with her Sabbath preparation. (Arthur, J. S. (1998, June 5). Religious rights not violated, court says. Human Resource Executive, 22. à ¢Ã¢â€š ¬Ã‚ ¢ Parameters for reasonable accommodation à ¢Ã¢â€š ¬Ã‚ ¢ Equitable work assignment processes à ¢Ã¢â€š ¬Ã‚ ¢ Warning and dismissal policy and Procedures à ¢Ã¢â€š ¬Ã‚ ¢ A manager in a municipal office frequently calls a subordinate a sinner, demanding that the person repent and attend prayer sessions in order not to go to hell. (Wilson v. U.S. West Communications, Inc., 860 F Supp. 665 (D. Neb. 1994), affd, 58F.3d 1337 (8th Cir. 1995). à ¢Ã¢â€š ¬Ã‚ ¢ Prescribed management strategies for escalating hostile work environment à ¢Ã¢â€š ¬Ã‚ ¢ Religious expression norms à ¢Ã¢â€š ¬Ã‚ ¢ Unreasonable and hostile imposition of religious belief à ¢Ã¢â€š ¬Ã‚ ¢ Parameters of freedom of speech and hate language à ¢Ã¢â€š ¬Ã‚ ¢ Warning and dismissal policy and procedures Task 2 Section A (Case study) Audit firms model of flexibility The Audit Commission is an independent body that is accountable to the office of the deputy Prime Minister (ODPM). The work of the Audit Commission is varied. An audit has two main elements. It involves: A formal examination of a set of accounts to see if they are true and fair A checking of quality and efficiency The Audit Commission is often faced with changing employment needs. Different types of contracts help the Audit Commission to deal with all of its varying needs and help it to be flexible. The Audit firms having three major types of flexibility Numerical flexibility In Numerical flexibility, fluctuations in demand for staff members (seasonal, cyclical, task- related and so on). It may vary according to the cases handling, so the workload will be less during off peak hours. It used for non- permanent, non- career labor: temporary staff, part time staff, short- contract staff, consultants and sub- contractors. Functional flexibility In functional flexibility, fluctuations in demand for particular skills- not necessarily related to staff numbers (since one person can be multi skilled). Functional flexibility reflects an organizations ability to adapt to changing conditions and requirements, and is affected by issues such as training, management, and outsourcing. This flexibility helps to developing their employees skills to deal with the different types of works. Place -of -work flexibility This Often called as Locational flexibility, opportunities presented by information and communication technology (ICT) to reduce office costs and create virtual employees (dispersed but interconnected). Its used in home working, Tele- working; use of ICT to facilitate mobile working. Ex: for sales and service staff. The Audit Commission is challenged with changing employment needs. They have developed a number of different patterns for employment needs to meet these requirements. These include: Full time employees Part time employees Job sharing arrangements Permanent and fixed term posts The use of temps or contractors from agencies These different requirements help the Audit commission to deal with all of its changing needs. With the types of flexibilities like; numerical, functional and place- of- work flexibility helps the Audit Commission to be flexible. According to the given case study the firm is implementing the correct types of flexibility to their employees. The firms believes that its ability to deal effectively with the need for flexibility strengthens its position as an employer of choice and enables the group to deliver levels of service that differentiate from its competitors. The advantages and disadvantages of flexible working practices for the employer Advantages Disadvantages Speed of work and more effective Theres no peer influence on the employee. Building Good relationship with the employees employees may lose the office culture in the office environment Recurrent expense will be less Health and safety risks (on the work ) Efficiency rate will be high Dealing with confidential files at home. Frees up desk space and accommodation can be used more efficiency Power failure or any problems with the computers will affect the work and there is a possibility of doing double work Less absence and staff turnover in the firm Dependence on the technology the relationships of employer and the employee become impersonal. More effective in time management Communication Cost will increase for communicating with others. The advantages and disadvantages of flexible working practices for the employees Advantages Disadvantages Save time instead of travelling two hours each way on the train Concentration of the work is less if they follow homework flexibility They can improve their work-life balance Professionalism is less in homeworking They can express their ideas on the work Risk of work finishing on time Less stress from work while their children are young Health and safety while they were on other places (while investigating the firms) More effective in time management Job sharing arrangements with others Can do part time jobs in other places Meet New contacts and good experience Section B (Essay) Equal opportunities within the workplace Today, equal opportunities management and reporting has real significance in corporate social responsibility (CSR) and socially responsible investment criteria. Internationally, business, government and non-governmental organisations acknowledge that effective monitoring of equal opportunities and diversity in the workplace is an important part of improved human capital management and equality practice. The drive for transparency and accountability for such issues including equal opportunities for women has perhaps never been stronger. At the beginning I would like to highlight different forms of discrimination in employment regarding the equal opportunities within the workplace in the United Kingdom. Workplace relations legislation has seen significant changes, and the Fair Work Act 2009 has introduced further significant reforms, including to the institutional arrangements for oversight of workplace relations. The new Fair Work Act 2009 commenced on 1 July 2009 and provides a range of support and protections for women in the workplace. The Fair Work Act expands protections against workplace discrimination which were available under the Workplace Relations Act 1996. Protections against discrimination contained in the Workplace Relations Act applied only to existing employees and were limited to termination from employment for a prohibited reason (for example, on grounds such as sex, race or family responsibilities). The Fair Work Act provides enhanced prohibitions against discrimination by providing that an employer must not take adverse action against an employee or a prospective employee for a range of reasons including the persons sex, marital status, family or cares responsibilities, or pregnancy. The Fair Work Act also includes caring responsibilities as a new ground for unlawful termination claims. While the expanded anti-discrimination protections in the Fair Work Act are intended to provide comprehensive protection from discrimination in the workplace, they also preserve the operation of Commonwealth, state and territory anti-discrimination laws. The main types of discrimination legislation are as direct, indirect discriminations and the regulations regarding the discriminations are highlighted as bellows. Firstly Direct discrimination (Regulation 3) Where an employer treats an employee less favourably than other persons on the basis of his/her age or his/her apparent age, unless that treatment can be objectively justified. ( CMS Cameron McKenna LLP (03/06). Indirect discrimination (Regulation 3) Where an employer applies a provision, criterion or practice, which the employer applies equally to other persons and that provision, criterion or practice puts an employees age group (or apparent age group) at a particular disadvantage and that employee suffers that disadvantage, unless the employer can objectively justify the use of that provision, criterion or practice. ( CMS Cameron McKenna LLP (03/06). Victimisation (Regulation 4) An employer treats an employee less favourably than it treats or would treat other persons by virtue of something done by that employee Instructions to discriminate (Regulation 5) If an employer treats an employee less favourably than he treats or would treat other persons in the same circumstances. Harassment (Regulation 6) Having regard to the circumstances (including the employees perception), an employer engages in unwanted conduct which has the purpose or effect of violating the employees dignity or creating an intimidating, hostile, degrading, humiliating or offensive environment for the employee. Vicarious liability, Other than direct acts by the employer, an employer can also be responsible for acts of its employees which contravene the Regulations unless the employer can demonstrate that the employer took such steps as were reasonably practicable to prevent the employee from doing the discriminatory act, or from doing in the course of his/her employment acts of that description. Equal opportunities policies are often used within workplaces to guard against discriminatory practices and formalise what is acceptable in terms of the treatment of members of minority groups, or other groups which have been historically associated with discriminatory practice. The named classes may reflect current equal opportunities legislation covering sex, race and disability, or move beyond this to include additional categories. Two-thirds (67 per cent) of all workplaces in Great Britain with 10 or more employees had some form of equal opportunities (EO) policy in 1998. In some organizations, policies are also passed down the organizational hierarchy. The overall incidence of EO policies among workplaces that form part of multi-site organizations is 86 per cent. EO policies are almost universal among the 75 percent of these workplaces which say that they must follow EO policies/procedures that are set at a higher level in the organisation (92 per cent have an EO policy). But among the 25 per cent that dont have to follow higher-level policies or procedures, the incidence is appreciably lower at 68 per cent. The factors considered when making a recruitment decision can be numerous and may be of varying importance. Employers may also be interested in age if it is believed to have some bearing, rightly or wrongly, on the ability of an individual to do a job. For many vacancies, placing importance on the age of an applicant can be unfairly discriminatory. One may expect that workplaces which show an awareness of equal opportunities and discrimination to be less likely to view age as a recruitment factor. Workforce concentration which includes ethnic minority concentration and concentration of younger workers are important factors in equal opportunities practices in the workplace. Concentrations of ethnic minority workers were much more common in larger than in smaller workplaces. In 12 per cent of the largest workplaces (500 or more employees) at least a fifth of employees were from ethnic minorities. There were no clear differences between private and public sector. Individual industries, however, did show clear differences. High concentrations of ethnic minority employees were particularly common in other business services and health, while they were notably absent in construction, in electricity, gas and water and in other community services. There was no association between ethnic minority concentration and the presence of recognised trade unions. Workplace well-being reflects the level of contentment of the workforce. The treatment of employees at work is a contributory factor and can affect employees desire to remain in their job, their workplace behaviours and their health. Consequently the relative levels of absenteeism, injury and illness and numbers of dismissals, resignations and employment tribunal cases may be used to examine workplace well-being. Reference http://workplace.ezinemark.com/best-practices-in-global-human-resource-management-7d2e759f61fc.html Prof R S S Mani (2006) impact of globalization allexperts [online] retrieved from http://en.allexperts.com/q/Human-Resources-2866/IMPACT-GLOBALISATION-HR.htm [accessed on 20-10-2012] State trading organization( 2012) about us Stomaldives [online] retrieved from http://www.stomaldives.com/about/overview.php [ accessed on 20-10-2012] All Answers Ltd ( 2012) management degree essays [online] retrieved from http://essaybank.degree-essays.com/management/equal-opportunities-and-diversity approaches.php [ accessed on 25-10-2012] http://ucsfhr.ucsf.edu/index.php/pubs/hrguidearticle/chapter-12-managing-diversity-in-the-workplace/ Appendix 1

Physical Education In Secondary Schools :: essays research papers

Physical Education In Secondary Schools My philosophy of physical education in the secondary setting deals with students becoming physically fit. Also that students learn how to communicate with others, especially in a team setting. My philosophy also holds in it different teaching methods. Methods that physical education teachers can use to get the most out of their students. With this philosophy of physical education I plan to use it toward becoming a good teacher. The major reason for having physical education in secondary schools is to lead the students toward a better lifestyles and to be physically fit. There was an article published In 1992 by, The National Association for Sport and Physical Education (NASPE), stating what "The Physically Fit Person" should consist of. This article states five factors of a physical fit person. One factor is that a physically fit person "has learned skills necessary to perform a variety of physical activities". The second factor, "is the person physically fit". The third factor is "does this person participate regularly in physical activity". The fourth is a physically fit person "knows the implications of and the benefits from involvement in physical activity". The last factor is that a physically fit person "values physical activity and its contributions to a healthful lifestyle". The plan as physical educators is to have each child be a physically fit person, by their exit of high school. This will take some work but I believe it could be done. Another very important issue to be learned in secondary physical education is teamwork. This is a very important aspect in everyday life. This helps people think of others as much, or more, than themselves. Today some work places are going to the team oriented style of work. The worker needs to be able to express ideas amongst his/her teammates and come with solutions together. A good activity that could be introduced in secondary physical education programs is a ropes course. Rope courses are great for students to get into the teamwork mentality. This could help students be dependable on each other and trust each other. Education is not only a necessity, but a major part of life. Some children perceive school as a punishment. Including myself, that was the way I felt as a child. But as I grew older I found out that learning can be fun. Some children seem to take education for granted. When I was a school boy, I never realized how much I was learning. The only thing that got me through school was the two days of physical education that I had per week.

Mary Shelley Essay

Do you agree? Frankenstein is one of the great novels of English literature, written in 1816 by a young Mary Shelley. The name Frankenstein is generally associated with the terrifying monster created in the many film adaptations of the book. But did Mary Shelley write only to frighten the reader? Or did she write in order to explore deeper issues of the evolving times she was living in? The basic plot of the novel is typical of a blood-curdling horror story: a mad scientist creates an inhuman monster, which subsequently goes on a murderous rampage, not resting until it has avenged itself. But Shelley’s novel uses various other themes throughout the book, asks questions and expresses strong views on the changing balance between science and religion of the early 19th century. Through her monster she explores the themes of isolation, the relationship between God and man, the importance of respecting nature and the dangers of obsession. Shelley’s novel has been extremely influential on horror stories since as it is one of the most famous gothic horror novels of all time. It is also the first to use the idea of ‘fear of the unknown’ in the context of scientific research. It is one of the forerunners of later 20th century novels such as Brave New World, which warn of the dire consequences of unchecked scientific progress. The novel was written as part of a game or competition between herself, her husband, the poet Byron and his friend Polidori. They were spending time in Geneva when Byron suggested they should each write a ghost story and see who could write the best. That night Shelly had a terrifying nightmare in which she saw the story of Frankenstein. Shelley’s parents appear to have been hugely influential on the novel. Her father was the writer and political journalist William Godwin, who became famous with his work An Enquiry Concerning Political Justice. Godwin had revolutionary attitudes to most social institutions, and as result she had been exposed to many modern radical ideas and had been to public shows where they stimulated the muscles of dead animals or humans to produce twitching. Perhaps it was this which gave birth in her mind to the famous creation scene of Frankenstein? Her mother had died in childbirth and she herself had lost children, which features heavily in the book. The novel is told through letters from Captain Walton to his sister Margaret in what is known as a Chinese box style. Walton talks about his own story and we get to know him, then we are introduced to another character, Victor, who Walton meets in the desolate landscape of the North Pole. Victor tells his story to Walton who relates it to his sister. Victor then tells us, through Walton, of how he met his creation, the ‘monster’, and tells Walton all that the creature told him which is then written down in the letters. In this way we get a first hand account from several different characters and we get a feeling of the depth of the story as we delve deeper in to the plot and see each side of the story. Chapter 5 is the beginning of any real horror in the novel. Of course, there have been some mysterious circumstances and the bleak and desolate setting of the North Pole, but nothing to really scare the reader. But the creation of the creature is Shelley unearthing her fears about the progression of modern science. To begin with Shelley creates tension, setting the scene, saying : ‘it was on a dreary night of November’ and ‘the rain pattered dismally’ both of these creating a sense of unease and darkness. Furthermore, she tells us how ‘the candle was nearly burnt out†¦ by the glimmer of the half extinguished light, I saw the dull yellow eye of the creature open’, which again forms an image of a dark laboratory with flickering candle light, and creates tension, which have all become classic horror settings ever since.

Operations Management at Parisons Group Essay Example

Operations Management at Parisons Group Essay Example Operations Management at Parisons Group Paper Operations Management at Parisons Group Paper During the term project for Operations Management (OM-I), we had a great opportunity to learn and apply the various concepts and principles that we have learnt in the course. For a successful and enriching learning experience, we’d like to acknowledge, with utmost sincerity, the efforts of all those who have made the successful completion of our project possible. We are thankful to Prof. Sanjay Jarkharia (Instructor for OM-I course), for his constant guidance and support throughout the period of project. Also, our honest regards for all the staff at Agrotech Pvt Ltd. who made this project experience all the more enriching and enjoying, our fellow classmates who were always at help regarding anything concerned with the project and the wonderful people of Kerala who were always helping and considerate during our field trips. LIST OF DIAGRAMS Title of Diagram| Organizational Structure of Agrotech Private Limited (Refining unit)| Block Diagram of Plant| Process Flow Diagram|TABLE OF CONTENTS S. NO| Contents| Page No| 1. | Introduction| | | 1. 1 Oil Manufacturing in India| | | 1. 2 Domestic production and consumption| | 1. 3 Classification of consumers geographically| | | | | 2. | The Agrotech Private Limited| | | 2. 1 Mission| | | 2. 2 Vision| | | 2. 3 Human Resource Management| | | 2. 4 Organizational Structure| | | 2. 5 Suppliers of raw material| | | 2. 6 Customers and market in India| | | | | 3. | Manufacturing of Vanaspati Ghee| | | 3. 1 Block Diagram| | | 3. 2 Process Flow Diagram| | | 3. 3 Description of Process| | | 3. 4 Add-on processes | | | | | 4. | Analysis and Discussion| | | | | 5. | Job Design| | 1. Introduction 1.Oil manufacturing in India India is one of the world’s largest edible oil economies with 15,000 oil mills, 689 solvent extraction units, 251 Vanaspati plants and over 1,000 refineries employing more than one million people. The total market size is at Rs. 600,000 mn. And import export trade is worth Rs. 130, 000 mn. India havin g less production as compared to its high domestic demand in edible oils has to import 57% of its consumption requirements. India is also a leading producer of oilseeds, contributing 8-10% of world oilseed production nd around 6% of the world’s production of edible oils. India is the fifth largest producer of oilseeds in the world, behind US, China, Brazil, and Argentina. Groundnut, Soybean and Mustard/rapeseed, these three oilseeds, together account for 80 % of aggregate cultivated oilseeds output.Mustard seed alone contributes Rs. 120, 000 mn turnover out of Rs. 600, 000 mn of oilseed sector domestic turnover. Cottonseed, Copra and other oil-bearing material also contribute to the domestic vegetable oil pool. Currently, India accounts for 7. 0% of world oilseeds output; 7. % of world oil meal production; 6. 0% of world oil meal export; 6. 0% of world veg. oil production; 14% of world veg. oil import; and 10 % of the world edible oil consumption. With steady growth in popula tion and personal income, Indian per capita consumption of edible oil has been growing steadily. However, oilseeds output and in turn, vegetable oil production have been lagging behind consumption growth, making it necessary to import to meet supply shortfall.Major Oilseeds| 2-Jan| 3-Feb| 4-Mar| 5-Apr| 6-May| 06-07*| Groundnut| 7| 4. | 8. 1| 6. 8| 8| 4. 4| Rape/Mustard| 5. 1| 3. 9| 6. 3| 7. 6| 8. 1| 7. 6| Soybean| 6| 4. 7| 7. 8| 6. 9| 8. 3| 8. 7| Other Six| 2. 6| 2. 1| 3| 3. 1| 3. 6| 2. 9| Sub-Total| 20. 7| 14. 8| 25. 2| 24. 4| 28| 23. 6| Oilseeds production (Quantity in mn tonnes) Edible oil or fat products can be classified into four categories, vegetable refined oil, hydrogenated oil (vanaspati), bakery fats/margarine, and de-oiled cakes. The industry mainly includes Ghanis, small scale expellers, solvent extractors, oil refiners and vanaspati manufacturers. 0% of oil produced is sold in the open market and remaining 30% is refined and sold as branded oil. After the extraction of oil, residual seeds are processed further by solvent extractors, to make solvent-extracted oil, most of which is used to make ‘vanaspati. The Indian edible oil industry is highly fragmented with a large number of small scale producers which includes ghanis that are mainly found in rural areas. Small scale expellers, much like the ghanis, use metal screws to press or expel oil from seeds.However, they are larger than the ghanis, oil expelling capacity being in the range of 5-10 tonnes per day, compared to around 50-60 kilos a day for ghanis. Solvent extractors belong to the organized segment and are also 2nd largest after SSI segment, in the domestic edible oil industry. They use modern technology to process low oil ;amp; high meal seeds like Soya bean, cottonseed into edible oil and de-oiled cake. Oil refining is also a part of the organized sector and has shown rapid growth in recent years. Refiners generally refine both expeller oils and solvent extracted oils.Vanaspati is made by hydrogenation of refined oil to vegetable shortening or spread and is similar to the milk product ghee and absorbs around 10% of the total edible oil supply in India. As a result of increased consumer preference for non-traditional oils such as soya bean and sunflower oil, the organized sector has emerged as one of the fastest growing sectors. Branded products make small portion of the total edible oils market yet they have been one of the main drivers of rapid growth. 1. 2 Domestic production and consumption of Edible oil in India Imports:Due to the strong demand from domestic consumers, Indian production has been unable to keep pace with consumption, and as a result, Indias edible oil import has reached record level in 2012. From November 2011 to September 2012, within these 11 months the import of edible oils has reached 8. 96 million metric tonnes, which is the highest ever. Imports are expected to go even further since there is likely to be a negligible growth in domest ic oil supply. For the marketing year ending in October, 2012, imports were expected be around 9 million metric tonnes.RBD Palmolein, Sunflower Oil and Soybean Oil were the major drivers of growth in imports. In 2011-12, India imported up to 57 per cent of edible oil demand, up from 49 per cent in 2008-09, higher than the average of 55 per cent during the last decade according to the data compile by Solvent Extractor Association of India. Regarding Parisons Agrotech Pvt. Ltd. , the company majorly imports crude palm oil from Malaysia, Indonesia. The data (2004) for the same is as follows: Import of Palm oil by the firm An example of import receipt Exports:Export of edible oils was permitted only in branded consumer packs of up to 5 Kgs, within a ceiling of 10,000 tonnes, for the period November 1, 2011 to October 31, 2012. However in August, 2012, government has put ban on export of edible oils even in branded consumer pack of up to five kilos due to the concern that productivity of some oilseeds may come down because of 20 per cent deficit rains so far. Export division of the Parisons group was set up with headquarters in Calicut; it is responsible for trade of edible oils after packaging.Cochin office was also established to speed operations of the group. The exports division caters to needs and demand of all overseas buyers. Due to its continuously growing production, Parisons group is one of the most competitive exporters in India. 1. 3 Classification of consumers on the basis of geography In India, chief consumers of edible oil are household and industrial buyers including food processors, restaurants and hotels. It is sold mostly as loose oil or vanaspati (partially hydrogenated vegetable oil). Only a small percentage of edible oils are sold in branded form at the retail level.In India, consumer oil preferences change with the region; it mainly depends upon local cultivations. Region| Oil Preference| North| Mustard/ rapeseed| East| Mustard/ rapeseed| Wes t| Groundnut| South| Groundnut, coconut| Consumer market of different types of edible oil in India In India, a wide variety of the oil-seed crops are grown in different agro-climatic zones. Groundnut, mustard/rapeseed, sesame, sunflower, linseed, Niger seed/castor are the major traditionally cultivated oilseeds. Soya bean oil consumption has also increased in recent years. Coconut oil is the most important in this category.Rice bran oil and cottonseed oil have become important among non-conventional oils. Demand for the edible oils Edible oil consumption in the country is continuously rising, was roughly 11. 2 kg/head/year which is lower world average consumption level of 17. 8 in 2008. Consumer classes (annual income in Rs)| 1996| 2001| 2007| The rich (Rs 215,000 or more)| 1. 2| 2. 0| 6. 2| The consuming class (Rs 45,000 Rs 215,000)| 32. 5| 54. 6| 90. 9| The climbers (Rs 22,000 Rs 45,000)| 54. 1 | 71. 6| 74. 1| The aspirants (Rs 16,000 Rs 22,000)| 44. 0 | 28. 1| 15. 3| The desti tute (less than Rs 16,000)| 33. | 23. 4| 12. 8| Total| 164. 8 | 179. 7| 199. 3| Structure of the Indian edible oil market India’s overall consumption is most likely to increase with growing population and economic development but it highly relies on the imports. The Agrotech Limited: It is one of the 16 units of Parisons group of companies, located in Calicut. The Parisons group is into manufacturing of wheat flour and edible oil. Corporate office of company is located in West Hills, Chungam, Kozhikode. The manufacturing unit of Vanaspati ghee is nearly 2 kms away from corporate office.Parisons Group, a legacy of trust was envisioned by late Mr  A. V. Kunhipari  in the 1950s. From its humble beginnings in a small hamlet to a leading corporate entity in south India, the group recorded a phenomenal growth over the years. Location of Agrotech Pvt. Limited 2. The Agrotech Private Limited 2. 1 Mission: The company having a strong foothold in the oil industry segment strives to maintain it and has its defined mission objectives * Parisons group complies to total quality management system in raw material sourcing as well as in product manufacturing. Parisons  group has attained a cutting edge in raw material sourcing   * Parisons group supply chain system is firmly matured through years of experience. * Parisons group also lays importance to green field marketing. * Parisons today manufactures and markets total 12 product lines and commands  market leadership in wheat products and edible oil segment. * Being one of the pioneers in agribusiness, Parisons group is competent to handle the market needs both in India  and  Middle East  countries professionally and successfully. 2. 2 Vision:The group has in store its vision which it constantly strives for * To be market leader in Agro-Business both in India and Middle East countries, through holistic marketing * To develop market opportunities by scaling through innovation * To employ innovative and world class production technology in all its ventures * Exploit its capabilities and resources efficiently to venture out into diverse new areas * To encourage R;amp;D in food processing for product and process development * To enchant policy support, promotional initiative and physical infrastructure to promote value added exports * To chart out new job opportunities especially in rural areas 2. 3 Human resource management Mr. Habeebu is the Human Resource manager at Agrotech Private Limited. HR manager has been appointed nearly a year ago, since people did not feel the need for HR manager before that time.The organization exhibits a clan control, workers are made responsible for their work. Mutual trust exists among employees of the firm, as well as between managers and the workers. The system looks more of a self managed system. Appraisals are given on the basis of seniority rather than performance. On one hand the system keeps clan control managed, but the flip side is that it l eads to lower performance. Organization is moving towards scientific management, hence they want to hold someone responsible for managing issues related to human resources. 2. 4 Organization Structure The organization structure of the organizations is drawn in the figure given below RU General ManagerProduction Manager HR manager Workman1 Workman2 Workman3 Oil chemist Lab Assistant Prod. Supervisor3 Production supervisor2 Production supervisor1 Record Keeper2 Record keeper1 Production Manager Every oil refinery unit is managed by one production manager in that unit. The production manager acts as liaison between production, marketing, purchases and HR manager. He is responsible for scheduling all production related activities including materials procurement for the unit, transportation of finished product out of the unit, managing shifts of various specialists, estimating performances, measuring workmen requirements, product quality tests and packing etc.Every production unit manage r acts as a HR Manager for its unit and is in touch with HR manager for all workers related activities. Parisons Group holds a fleet of trucks for materials movement but it requires hiring transportation services from outside then such requirements are estimated and managed by the production manager. The activities being managed in production unit are Neutralization, Bleaching, Hydrogenation, Hydrogen Gas Generation, Post Treatment, Deodorization, and Blending ;amp; Packing. This department ensures all the machinery works, technology for product quality and necessary maintenance of working tools is done appropriately. SpecialistThe specialist in the department makes sure the process is continuous for 24*7. The specialists who are typically 3-4 in a particular production unit work in rotating shifts. Under the guidance of specialists there are 3-4 workmen working. Workmen They are responsible for material flow into machines, steaming and power generation within the plant machinery, a nd storing the finished product. The main challenge for any production unit manager is to maintain steady flow of materials into the unit while minimizing incoming and outgoing inventory both. 2. 5 Suppliers The suppliers of sunflower seed oil are from Ukraine and the suppliers of palm oil are from Indonesia, Malaysia etc.The imported materials are received either at Cochin Port or at Mangalore Port and then the materials are transported to required production units across Kerala. In order to take advantage of economies purchases mostly are bulk. 2. 6 Customers ;amp; Market in India: Edible Oils: Parisons group entered the retail market through Parisons liberty gold  palmolein brand. It is a premium brand in the market. Palmolein is the common people’s cooking medium, and is mainly used for cooking purposes at homes, bakeries and hotels. Parisons also manufacture palm oil in the brand name,  Kerala palm oil  which is also used for cooking purposes. Vanaspathi and specia lty fats: Parisons is the only manufacturer of vanaspathi in Kerala.It has set up a state of the art hydrogen plant with Belgian technology for the first time in India. Vanaspathi is mainly used in homes, hotels and other catering industries for cooking purpose. Parisons Agrotech manufactures two brands of vanaspathi. Parisons liberty is already one of the leading brands in north Kerala. It has now opened a new depot at Ernakulum to enter the southern markets more effectively, where it has limited presence. The group has got sales points at Kakkanchery, Kuttippuram ;amp; Angamali , recently Trivandrum will also become a sales point. Parisons chakra, dream ;amp; premier no. 1 bakery shortenings are used for preparation of ordinary bakery items like breads, cakes, cookies, biscuits etc.Golden puff is especially used in making quality puffs. Margarine, for pastries ;amp; cakes will soon be introduced in the market. Parisons group is the first and only manufacturer of specialty fats or bakery shortening in Kerala. They are used in the catering, confectionery ;amp; bakery industry. Within a short period of introduction with quality and Parisons groups goodwill support, it has captured a major share of north Kerala market. Now it hopes to capture a good part of south Kerala market as well and become a market leader in this segment. There are 4 brands of specialty fats manufactured by Parisons. 3. Manufacturing of Vanaspati Ghee 3. 1 Block Diagram Removal of fatty acids BleacherRemoval of impurities Neutralizer Storage Tank Boiler Furnance Distillation Hydrogenation Condensation Tank Removing odor Autoclave For cooling Deoderizer Ghee well (Storage of finished product) Figure 3. 1:Block Diagram showing various states of Vanaspati Ghee Furnace Firewood 3. 2 Process Flow Diagram Neutralization By-products Fatty Acids Phosphoric acid + caustic soda Raw palm oil Bleaching earth Bleaching Heating at high temperature From Boiler Distillation Nickel Catalyst Hydrogenation P ost treatment Deodorization Add Vitamin A,D Packaging Blending Process Diagram of Vanaspati Manufacturing 3. 3 Description of process: 3. 3. 1 Neutralization:The edible oils permitted for manufacturing Vanaspati contain certain percentage of free fatty acids (FFA), gums and other impurities with FFA, varying between 0. 5% to 5%. To remove the FFA and other impurities, the oil is first treated with Phosphoric Acid to remove Phosphatides and then with caustic soda solution to neutralise the free fatty acids into a soap stock. The soap stock so formed is removed by allowing it to settle in a batch process. To remove all the soapy matters hot water wash is further given to the oil under constant agitation in the vessel. The washed Water being heavier settles down and is removed from the bottom in batch process and by centrifuge in continuous process. An image showing various tanks in a refining unit 3. 3. 2 BleachingOil so obtained after neutralising and washing is taken in a bleaching vessel where the oil is first dried by heating under vacuum at temperature of 100 degree centigrade and then bleached by adding earth and activated carbon to remove its colour. At the end of bleaching process the oil is filtered in filter press to remove the spent bleaching earth and carbon. The cleaned oil so received after bleaching is taken into autoclave for hydrogenation. An image showing Bleaching tank 3. 3. 3 Distillation Oil is heated with the help of steam at a high temperature (200-250 C). Vapors so formed are condensed in a condensation tank (shown in figure). 3. 3. 4 Hydrogenation The oil is first heated with the help of steam in coils and then spent nickel catalyst is fed into the process.Since, most of the oils used for Vanaspati manufacture are unsaturated, they consume hydrogen gas which is passed through the oil at that temperature in the presence of nickel catalyst and thus the melting point of the oil rises. Fresh quantity of nickel catalyst is added into the proc ess, the quantity depends upon the type of oil. When desired melting point of oil is obtained, the supply of hydrogen gas to the process is stopped. Then the hydrogenated nickel catalyst mixed oil is first cooled from 200oC and then it is filtered through a filter press. Some time for easy filtration filter aid is also added. An Image showing Autoclave 3. 3. 5 Post Treatment There are two processes carried out in post-treatment : Nickel Removal As nickel is an important caustic agent which is used during Hydrogenation process, it becomes necessary to remove this agent.Even a miniscule portion left will be hazardous so there is the need to clean it out. The process mainly removes nickel catalyst. For this the solution is left with either much diluted caustic soda solution or with hot water as found suitable at that time. The extremely hot water will help out in nickel vaporize and this is collected in another suitable container. The neutralizing, washing and bleaching process will be repeated in the same manner as were carried out for soft oil. FFA Removal After hydrogenation, there appears a slight increase in the FFA (free fatty acid) content of the oil, which is removed again by the neutralization and bleaching process.However, the caustic employed is less and more diluted and the bleaching earth usage is lower. After this, the oil is filtered again for removing the bleaching earth. 3. 3. 6 Deodorisation Another oil refining step in the manufacturing process is Deodorization carried by the process unit Deodorizer. It is the high temperature process in which any kind of undesirable trace contents which give undesirable flavours and odours are removed from oil. The process essentially involves the removal of these volatile components by steam at about 240-260 °C under a vacuum of 2-5 mbars. Thus the removal and recovery of residual free fatty acids and other volatile impurities via vacuum steam distillation is the main part.The heat treatment also produces a bleaching effect. The process is defined in steps as follows Deodorization process conducted in a closed vertical steel tube provided the heated oil from the previous step into the Deodorization vessel. Oil is then heated at a temperature of 210 °C at atmospheric pressure and then at low pressure (below 1 kPa). The steam is flown into the system for 1-2 hours to transport a compound that can evaporate. The pressure must be consistent and high. Any drop during the deodorization process will reduce the amount of steam that will be used. The adverse impact of is that it prevents hydrolysis of oil by water vapor.In general situations, The Deodorization tank (D-240) works at a temperature of 210  ° C and pressure of 0. 03 atm to meet the desirable standards of ghee manufacturing process. Following diagram shows a closer look at the Deodorization process. Depending upon the sophistication of the technology being used, some of the steps may be removed or some steps may be redundant. B ut an ideal deodorization looks as below diagram. 3. 3. 7 Blending ;amp; Packing Blending Keeping in view the nutritional quality required to bring in the vanaspati ghee according to ISO standards, in the fully processed oil that is obtained after deodorization, the specified quantity of vitamin A ;amp; D are added into a churn having cooling and agitating arrangement. PackingAfter the blending with required nutrients is complete, the oil so produced is complete with all qualities of a typical Vanaspati ghee and according to Parisons product availability requirements, the Vanaspati so processed is filled into containers to make package of 15 liters, 5 liters, 1 liters,1/2 liters. Two forms are possible either into tins, big plastic jars or in poly packs. The containers are then taken to a cold room in which the temperature is maintained for having good environment settings for the product. After putting the product in cold rooms for about 24 hours, it is removed to the storage godow n where the Parisons brand labels are pasted with batch number, date of manufacturing, best before etc. as per standard rules. After this the product is ready for dispatch. Vanaspati is produced either with a granulated texture resembling ghee or as a smooth grain less product. 3. 4 Add-on processes: 3. 4. 1 By-productsFatty acids removed during the process of neutralization are sold to the local soap manufacturers. 3. 4. 2 Use of near to expiry date product Parisons Manufacturing process takes back the products which have crossed the expiry date or are near to expiry. This keeps the buyers of products ensured that any left out stock at their end won’t cause losses. Once these products are brought back into factory they are again fed to the manufacturing process as an intermediate material. The vanaspati ghee in these packets or tins is collected into a big well. This well becomes a source of material to hydrogenation process. And thus finally after all the process it becomes part of the finished product. 4. Analysis and DiscussionBased on the data collected from employees of the organization, Throughput rates of equipment at different manufacturing stages are calculated as follows Throughput Rate=Average Production /hour Manufacturing Stage| Throughput Rate| Neutralizer| 1. 5 tons/hour| Bleacher| 1. 5 tons/hour| Condensation tank| 2. 5 tons/hour| Autoclave| 1. 25 tons/hour| Deodorizer| 2. 0833 tons/hour| Packaging| 1 ton/hour| Table No 4. 1: Throughput rates of various manufacturing stages of Vanaspati production The Flow Time (MLT) for the processes are also calculated and the data is put below. Manufacturing Stage| Flow Time/ton in minutes| Neutralizer| 40| Bleacher| 40| Condensation tank| 24| Autoclave| 48| Deodorizer| 28. 81| Packaging| 60| |   | Total Flow Time in hours| 4. 013 hours|Table No 4. 2: Flow Time calculation of various manufacturing blocks and the complete process Thus the Cycle time is observed to be 48 Minutes which is the time tak en by Autoclave to finish the process. Thus Autoclave is the bottleneck in the manufacturing process. Also, we observed that after Deodorizer, vanaspati is collected in a temporary storage tank of capacity 3 tons. The Packaging unit collects vanaspati for packing from this tank. Also currently the Packaging unit completely relies on manual labor for Packing and storing the end product (Vanaspati). The process is relatively simple and we estimated a 70% learning curve for the process.The data supporting our learning curve analysis is given below. | Time for Packing for a New Employee (In minutes)| Iteration No| Collecting Vanaspati(i. e. using collecting tools)| Cutting and Collecting Packaging accessories| Packing + Folding + Cleaning| Total| Learning rate| 1| 10| 10| 20| 40| | 2| 9| 10| 19| 38| 95| 3| 6| 8| 14| 28| | 4| 4| 7| 12| 23| 60. 52631579| 5| 4| 6| 12| 22| | 6| 4| 5| 10| 19| | 7| 3| 5| 9| 17| | 8| 2| 3| 7| 12| | 9| 2| 3| 7| 12| 52. 17391304| 10| 2| 3| 7| 12| | | | | | appro ximately 70% learning curve| 69. 23340961| Table No4. 3: Learning curve estimation of Packaging unit We calculated the total efficiency i. e. the material Utilization rate to be 98% with 2% of input material being wasted at various stages of manufacturing processes. The typical wastages are given below. Manufacturing Stage| Wastage Percentage as a percentage of total input| Storage tank| 0. 3| Neutralizer| 0. 1| Bleacher| 1. 02| Condensation tank| 0. 01| Autoclave| 0. 2| Deodorizer| 0. 2| Packaging| 0. 16| Total wastage| 1. 99| Table No 4. 4: Learning curve estimation of Packaging unit 5. Job Design Employee Job Performance ;amp; Motivation There are no strict ways of monitoring performance, there is no firing of employees, workers are given salary hike yearly, and promotions are based on seniority in the organization.Hence there is no external force to push them to work. It is their willingness. Moreover, workers share responsibility of work among themselves. There is no explicit t ime for lunch, dinner, or breaks. They take on breaks according to their capacity and willingness. Thus it is more of a self-controlled system. Why we are considering workers as important is because it is a manufacturing unit and the ultimate outcome depends on workers’ efficiency to large extent. Giving them responsibility is working very well in the organization. As the HR manager, Mr. Habeebu Rahman says-â€Å"You treat workers like animals and they will behave as animals, you treat them as humans, and they will behave as humans†.As reported by him, there have been no incidences of workers cheating the organization. They are given responsibility right from collecting the raw materials consignment to delivering the finished goods to the shops. They count/weigh the items, record it in proper registers, and deliver them at their correct destinies. There have been no incidences of theft of material, or money; although the Parisons group is in manufacturing for past 20 y ears. Workers consider completion of tasks as their responsibility. They compete among themselves for who does the task in a better way. New workers are taught by the older ones about the techniques to be adopted.Thus if we look at Maslow’s Hierarchy of Needs framework, it turns out that Parisons group is satisfying workers’ social needs. Modifying Jobs to Provide Broader Range of Needs Satisfaction Cross Training Workers are trained to perform multiple jobs- a direct result of which is that there is low dependency on individual workers. Even if a worker falls ill or couldn’t come to work, others can substitute him. Job Enlargement To make the job more interesting, there is a horizontal job expansion i. e. employees are given a variety of tasks to perform. Job Enrichment There is no job enrichment in Parisons group. Workers are not given any kind of managerial powers and authority. Team Production Workers are generally organized into teams.For instance there are teams for packaging, maintenance etc. Sociotechnical Systems Task Variety Employees are given a variety of tasks to perform which makes their work somewhat interesting and allows the employee to rest from a high level of attention or effort while working on another task. Skill Variety Employees are also trained on multiple skills which enhances their satisfaction. Feedback Each worker is supervised by a supervisor who quickly points out any error which the employee has committed. This greatly accelerates learning process for new employees. Task identity Employees have responsibility for a set of tasks that is clearly defined, visible and meaningful.In this way, work is seen as important by the employees undertaking it and others understand and respect its significance. Task autonomy There is little or no autonomy i. e. employees can’t exercise much control over their work. Not much decision making power is available to them. Plant Layout Design Product (Line) Layout * Specia l purpose expensive equipment are used * Changeover is expensive and lengthy * Material flow approaches continuous * Material handling equipment is fixed * Operators need not be skilled 6. Operations Strategy Strategy for Competitive Advantage Cost Leadership The Parisons group follows mostly a low-cost leadership strategy.They produce majority of the products in bulk so that the costs are reduced. The selling price of their products is much lower than the competitors. They offer a variety of products at low cost to the consumers. Order Qualifiers ;amp; Winners Qualifiers Parrisons group leveraged the reputation of its ‘Liberty’ brand to gain entry into edible oil market. When they decided to launch their edible oil, ‘Liberty wheat flour’ was already a market leader in Kerala, well known for its high quality. Hence they used the same brand name ‘Liberty’ for this oil. Winners Low selling price is the order winning characteristic which won order s for them in the marketplace.But it doesn’t mean that they compromised on quality. They achieved low cost by using efficient production techniques and by producing items in bulk. Variety of Products Process Design Product focused Continuous Volume Moderate Moderate High High Low Low Parrison group produces high volumes of same product i. e. edible oil. Hence, they use Product focussed continuous process design. Positioning Strategy in Manufacturing Type of Product| Type of production process| Finished Goods Inventory Policy| Standard| Product focussed| Produce-to-stock| Product life Cycle Growth rate Current Phase 1992 Time Parisons group established their first manufacturing unit in 1992.Now the group has a total processing capacity of 380MT for edible oil refining per day and they are growing continuously. In fact, an Edible Oil refinery with a capacity of 1 lakh metric tonnes/annum is to be commissioned by end of 2012 at Cochin. Capacity Strategy Parrisons group believes in adding capacity before it is needed. They maintain excess capacity to satisfy surges in demand. For instance, they built a number storage tanks in mangalore for their own usage but now they are using the excess capacity for leasing purposes. 7. Recommendations 1) After neutralization process, the soap stock so formed is removed by allowing it to settle down (batch process). This takes lot of time, while the plant remains operational and hence results in wastage.To fasten the process, centrifugal process can be adapted which will remove the impurities in one go, and with greater efficiency. 2) Autoclave is the bottleneck, so a parallel autoclave can be put in the process. This will increase the capacity of plant from 30 tons to 36 tons. If demand is not there, the plant can be shut down for some time, and hence can result in saving of energy. 3) Manual labourer is there to put firewood into furnace, one by one. This requires 5 workers per day, as the task is quite laborious. Inste ad of this, movement can be done with the help of conveyor belts. This will reduce the man power cost. Also, an automatic indicator can be installed, which can help to shut down the supply of wood whenever there are ample.

Hitler - Weimar and Rise to Power essays

Hitler - Weimar and Rise to Power essays Discuss the reasons, which led to the failure of parliamentary democracy in Germany and Hitlers rise to power (1920 1934) German history is seen as a painful issue for thousands of Germans and other Europeans . However it has interested many historians over the years into inquiring how and why Hitler came to power and how much of this was to do with the failure of parliamentary democracy in Germany. To fully ascertain to what extent these events have in common and what reasons led to the fall of democracy and rise of the Nazis, each have to be looked at individually. Also it seems beneficial, to be able evaluate these in the relevant context, to look at the situation in Germany was in prior to 1920. In 1919, the treaty of Versailles was signed marking the end of World War One. Soon after, the Weimar republic was established. It was hoped that this democratic constitution would mark a turning point for Germany. Turning the people of Germany away from the authoritarian style of government they were used to, towards a more stable democracy. Since the German nation was used to being ruled, rather than ruling itself, it was a hard transition to accomplish. Democracy was a new concept within Germany and many people were willing to look to the left and right wings for political leadership. Also World War One had created an unsettling influence on the people of Germany and the establishment of Weimar, with its wish for freedom and democracy hoped to settle this. In essence Weimar faced many problems from the outset; it had to cope with not only political challenges, but economic problems, structural weaknesses and the legacy of World War One. Weimar had also inherited the ruins o f a conquered autocracy, a ruined economy and two ruthlessly anti-democratic political extremes The Weimar Republic did not start on a good footing, since the first president was not democratically elected; instead Friedrich ...

Talent Management Strategy Essay Example | Topics and Well Written Essays - 1750 words

Talent Management Strategy - Essay Example Israelite (2010) defines talent management strategy as the process which ensures that an organization has the right and competent people for particular jobs at the right time in order to achieve organizational goals and objectives. This strategy includes the processes of induction, performance management, career planning, compensation management, succession planning processes, assessment, goal-setting, and recruitment. These processes are aimed at retaining employees and fostering their continuing development of competencies and skills to achieve the short term organizational goals and long-term strategic objectives (Armstrong, 2007). This paper has envisioned a nonprofit organization with two hundred people, in which twenty are identified leaders. Based on this, the paper will devise a talent management strategy concentrating on the entire talent needs of the organization. The paper will also define the principal components of talent management and examine how the process of talent management provides a competitive advantage for an organization. Finally, it will assess the need for a talent management strategy to change with the anticipation of the organization doubling in five to six years. ... Also, this step of formulating talent management strategy will seek to answer questions regarding the organization’s current and desired states, as well as the organization’s culture. In answer these questions, an understanding shall be sought regarding its mission statement, vision, organization statement, strategy, corporate values, and balanced scorecard as well as how these goals and statements cascade through the organization’s units, departments, and divisions. It will also be critical to understand which roles and skills are required to support improved organization’s performance and encourage creativity and which criteria the organization can employ to identify both underachievers and high performers and to measure performance (Israelite, 2010). Based on the information obtained by analyzing these aspects, a decision should then be made on how the organization should look like in terms of capabilities, structure and leadership in order to achieve i ts objectives and goals. In other words, desired state of performance and improved position should be defined. The next key step in the formulation of talent management strategy should involve examining any talent management components that are already in place within the organization and analyzing how each of these components is working. The organization’s talent management priorities should then be documented based on the talent requirements and goals of the organization, as well as based on the analysis of existing talent management systems and processes (Armstrong, 2007). More importantly at this stage of formulation of strategy it will be critical to define the competencies that the organization needs. The

The war between Samsung and Apple Essay Example | Topics and Well Written Essays - 1500 words

The war between Samsung and Apple - Essay Example instance, California there was a ruling by the jury stipulating that Samsung is to compensate Apple damages amounting to 1.05 billion for infringement, whereby dismissing allegations made by Samsung (Helena,1). There are intentions by Samsung to seek an appeal for the ruling, though it would result to reduced choices, less innovation and increase in prices. In terms of the company’s marketing strategies, they select a range of products through which a marketing strategy can be implemented focusing on supply and demand and an aim of raising the attractiveness of the products, which results to increased sales turn over (Botha, Strydom and Brink, 29). Apple has made the necessary effort of adapting the strategy of releasing its products such as iPhone 5, which has been an effective strategy of marketing. Customers of Apple products are always waiting to acquire the latest products from Apple Company. Moreover, they have a strategy of regulating volumes of iPhone 5 that are suppli ed to the market, in order to ensure that it is below the demand. On the other hand, Apple needs a reform of their marketing strategy, by ensuring that they are entering the market using attractive features on their products, which are no present in their competitors. Marketing theory of 4ps is necessary in comparing products from Samsung and Apple; whereby there are some advantages of Apple’s iPhone 5 over Samsung Galaxy S3, which entail the size of the screen, resolution, life of the battery. However, Samsung has exploited the hype of iPhone 5 launching, by using the chance to inform their customers about the features of Galaxy S3 using the media and the channels offered by the social media. Samsung had ensured that are stores in main cities at the time when iPhone 5 is being launched,... In terms of the company’s marketing strategies, they select a range of products through which a marketing strategy can be implemented focusing on supply and demand and an aim of raising the attractiveness of the products, which results in increased sales turnover (Botha, Strydom and Brink, 29). Apple has made the necessary effort of adopting the strategy of releasing its products such as iPhone 5, which has been an effective strategy for marketing. Customers of Apple products are always waiting to acquire the latest products from Apple Company. Moreover, they have a strategy of regulating volumes of iPhone 5 that are supplied to the market, in order to ensure that it is below the demand. On the other hand, Apple needs a reform of their marketing strategy, by ensuring that they are entering the market using attractive features on their products, which are no present in their competitors.Marketing theory of 4ps is necessary for comparing products from Samsung and Apple; whereby there are some advantages of Apple’s iPhone 5 over Samsung Galaxy S3, which entail the size of the screen, resolution, life of the battery. However, Samsung has exploited the hype of iPhone 5 launching, by using the chance to inform their customers about the features of Galaxy S3 using the media and the channels offered by the social media. Samsung had ensured that are stored in main cities at the time when iPhone 5 is being launched, whereby they used a clear message for their customers.