Representing the Profession in the Community Assignment

Representing the Profession in the Community - Assignment Example One may visit a doctor but never have sufficient time off the busy doctor’s schedule to get some crucial information. It is here that these nurses come in to save the day by offering information at no charge. These patients tend to want more time in explanation as some of their understanding may reduce and requires a lot of explaining. In this role, they act as teachers who nurse stress-preventive care to encourage patients to pursue healthier lifestyles. The real impact in this comes where the life expectancy goes higher (Salkind, 2006). Families will have each other longer in their lives with their loved ones. Nurses have the role of ensuring what the government promised is actualized, health care for all. It is their ethical accountability to make sure that everyone is taken care of where remunerations may available (Delehanty & Ginzler, 2006). Therefore, support of the introduction of a legislative agenda that would ease this situation would create more jobs. The agenda could probably see a certain nurse assigned to several patients above the age of 50. They would probably be located in a certain health facility and could visit their patients in their homes and only bring them to the health facility only when utterly important. This would assist in quick patient record retrieval given that the nursing individual would be privy to all the ailments encountered under their service. The legislative agenda would be required to see through more funding to reduce the involved constraints. This could also eventually be replicated to the entire family. Continuity in care would be easy to impleme nt. Under the role of improving healthcare in America, the nursing culture not only address the psychological needs but also the physical needs, spiritual needs where necessary are also bestowed on these nurses to offer hope, it’s a role in its making. They are included in the larger context which is important

Technology and its advantages Essay Example for Free

Technology and its advantages Essay Since the Industrial Revolution, technology has served as a tool to improve the standard of living in most countries. We receive a lot of benefits from modern technology in everyday life. The benefit can be so great that you notice it, or something small you can take for granted. Modern technology has solved many problems that people face and play an important role in the development of many countries. Modern technologies create many kinds of products and also a heated controversy. Computers, cloning technology, and video games are some of these technologies. Joshua Quittner writes about the benefits and problems of computer technology in his essay Invasion of Privacy (353). He demonstrates how useful computers are and also how to eliminate problems related to computer use. He insists that the benefits of electronic technologies are worth to the risk of being deprived of his privacy (Quittner 356). In fact, electronic technologies seem almost inevitable in todays society. Other technologies have also contributed to solve other problems as well. For instance, Lee M. Silver states that cloning is a proper operation under the right procedure (364). Although he points out that it will be disastrous if cloning operations are used abusively, he stresses in his essay Jennifer and Rachel that cloning is beneficial for a person who wants to have a child but has problems conceiving one (Silver 363). In When life imitates video, John Leo maintains that violent games reflect recent cruel crimes (360). Because of this, some people are very cautious about the use of those advanced technologies and stressing the drawbacks of them. Most of the drawbacks are preventable with the right education and legal restrictions. Moreover, modern technology becomes not just beneficial but almost essential in recent society because of its great advantages. Providing our society with convenience, safety, and making many things possible are three examples of advantages that modern technology brings us. One of the advantages of modern technology is its convenience. Quittner  writes how people receive benefits from the electric technology in their daily life (354). He gives examples such as ATM, E-Z pass, and online service and shopping (Quittner 354). The benefits are common and we take this convenience for granted as a part of everyday life. However, this was not natural fifty years ago. Before, people needed to wait in a long line at the counter of a teller before withdrawing money. Today, in busy days during Christmas season, people can order a present on line from a computer. They can see a big smile of their family member by giving the present on time. Besides, one can compare cheaper and better goods on line instead of going several shopping malls. This is impossible without modern technology. Of course, there are drawbacks of electric technology such as a matter of privacy. However, they are preventable. Quittner suggests paying cash instead of using credit cards, or refusing to divulge Social Security number as some examples on how to prevent leaks of private information (356). He also mentions that protecting the privacy of E-mail by encrypting it with secret codes so powerful that even the National Security Agencys supercomputers would have a hard time cracking it. (Quittner 357). According to Quittner, this kind of code is legal within the U.S.(357). So if the law for protecting from leaking privacy by electric technology is made universally, the problem of leaking privacy will lessen considerably. I agree with Quittner that the issue of privacy relating to electric technology is mostly preventable by self-protection and legal restriction. Another advantage of technology is to provide society with safety. John Leo warns the potential problem of modern technology such as video game (359). On the contrary, he also partly admits advantages of modern technology if used as a safe tool (Leo 360). For example, he mentions that the army uses shooting games of high quality in their practice (Leo 360). This kind of simulation game is used in aviation practice as well. Repetitious practice of flight games before practical flight will provide the trainees more safety than to beginners with no practice. This will give less injury or accident in flight training. The drawback of this technology warned Leo, is moral deprivation of young children who cannot make a clear distinction between the virtual and real world (Leo 360). As a result, there is the possibility that they might commit a cruel crime like the massacre in the  Littleton without hesitation (Leo 360). However, the connection between the violent game and crime is just a hypothetical possibility. It is natural to think that the cause is relationship between children and grown-ups around them including their parents and their communities. To the certain age when children have a sense of true and false, it is the responsibility of grown-ups to keep them away from violent games. We need to think about relationships with children and their moral education instead of blaming modern technology like video games. The greatest advantage of modern technology is to make impossible things possible. Lee M. Silver writes a story about a single woman called Jennifer who gives birth to her clone called Rachel in his writing Jennifer and Rachel(362). Silver insists the benefit of the technology is to grant a child for infertile people or for someone who wants a child but has no chance to have one. Modern technology contributes to the well being of minorities such as homosexual couples and infertile couples (Silver 364). Silver also mentions the cloned sheep named Dolly. Modern technology including clone technology could give a way to save the world from starvation (365). Cloned cows with traits of cows producing abundant milk will provide stable milk supply to developing countries. Or, other modern technology including genetically modified food also will provide a more stable food supply of plants and vegetables tolerant to cold climate and bugs. People in the developing countries can secure stable food supply and commodity. People insist there might be an ethical issue, however, the fact that technology has brought new options is undoubted. Again, although Silver refers to technology abuse problem relating to modern technology (367), this also can be controlled by emphasizing education and making a new law. Only shifting the society along with the technology changes can solve the problems related to modern technology. It is not the problem of modern technology itself. Modern technologies have settled or lessened many problems and difficulties of the society by its advantages. Making society more convenient and safe and making impossible things possible are similar features of the change which previous people have experienced by social change, like shifting from  a hunting society to an agricultural society and establishing a commercial society due to the invention of new tools. To consider these advantages and change of society, modern technology, which we use today, might be not only a new tool but also the tool, which makes a dramatic change in history. There might be social problems generated by inability to correspond with modern technology use. However, the contribution of modern technology to society should not be eliminated and should be distributed evenly.

Personnel Department Effectiveness and Functions

Personnel Department Effectiveness and Functions 2.1 INTRODUCTION The effectiveness of any organization in general, is a direct function of the quality of the individuals who make up that organization. The knowledge, skills, abilities, and commitment of the members of the organization together constitute the most critical factor in the development and implementation of work plans and the delivery of products and services. Without the full commitment of its employees, an organization cannot accomplish its objectives. Consequently, the attraction, organization, development and motivation of employees which is the personnel function of management are a central responsibility at all levels of management that is from the chief executive to the first line supervisor. 2.2 WHAT IS PERSONNEL MANAGEMENT? There are many definitions of personnel management, but all basically say that it is: attracting and developing competent employees and creating the organizational conditions which result in their full utilization and encourages them to put forth their best efforts.1 In any organization, there has to be someone concerned with the welfare and performance of persons who are a part of the operation. When an individual or a team of individuals takes on this task of seeing to programs and setting policies that impact everyone associated with the company, they are engaged in the process of personnel management, sometimes referred to as human resources management, According to Franklin A., personnel management is based on careful handling of relationships among individuals at work and is the art of forecasting, acquiring, developing and maintaining competent workforce so that the organization derives maximum benefit in terms of performance and efficiency.2 Personnel Management is that part of management which is concerned with, people at work and their relationship within the organization. It can also be defined as that aspect of an organization, which is concerned with obtaining the best possible staff for the origination, looking after them so well that they will like to remain in the organization and give off their best in their jobs. It has to do with how best to use the skills and intelligence of people towards the achievement of organizational objectives.3 From the definitions quoted by various management experts in the past or present, the inference that we derive is that personnel management aims at attaining maximum efficiency and to yield maximum benefits to the organization. Two major points about personnel management are implied in this definition. First, effective personnel management must be future oriented. Support for organizational objectives now and for the foreseeable future must be provided through a steady supply of competent and capable employees. Second, effective personnel management is action oriented. The emphasis must be placed on solution of employment issues and problems to support organizational objectives and facilitate employee development and satisfaction To sum up, Personnel management aims at achieving these major steps: Analyzing the plan for future action and expansion. Estimating the quantitative and qualitative aspects of labour. Assessing the requirement of existing manpower or human resource. Formulating the plan for effective utilization of manpower, reducing under utilization or mis-utilization of manpower which is one of the most important resources. Finalizes the planning for recruitment, selection, promotion, transfer, training and development. Organizational effectivenes Basically Personnel management has certain goals and objectives to fulfill which includes; Creating a congenial and healthy environment for employees or workers to function effectively. To bring about organizational and human resource development through training, development programmes or even managerial succession planning. Selection and placement of right number of people and ensuring proper allocation of duties and responsibilities upon them. Creating better inter-personal relations, developing a sense of responsibility and responsiveness amongst workers and employees. Boosting the morale and sense of initiative amongst employees. Adopting best techniques or conceivable methods to bring best possible development of workers on work. 2.2.1 Functions of the Personnel Department A well-organized personnel department of an organization performs the following functions. Typically personnel work is concerned with: i. Manpower Planning: This is the first function of the personnel department. It has to do with the process by which a firm ensures that the required staff in terms of qualification and number is available at the right time. It involves determining personnel needs in relations to the objectives of the organization. It therefore deals with the qualification or education, skills and the appropriate number of personnel a firm should engage. It is therefore the process of assessing, predicting, or forecasting an organizations manpower needs in a relation to its plans. ii. Employment/Recruitment: After the manpower needs of the organization have been determined, the next stage is the make an attempt to employ the right caliber of personnel into the organization. This involves identifying sources of labour supply, carrying out recruitment, selection and placement into the organization. iii. Education/Training and Development: The personnel department is responsible for the training, education and the development of employees. It is the training needs have been determined, it is the responsibility of the department to design an appropriate programme by determining the method to be used, the course content, the duration and the institution or person to conduct the training. Training enables employees to adjust to new trends, improve their performance on the job and prepare them for promotion. iv. Wage and salary administration: Wage and salary Administration is one of the important functions of the personnel department. It is responsible for designing equitable and attractive wage and salary schemes for employees in an organization. It also determines how overtime payments. Bonuses and other fringe benefits are to be paid. It is also responsible for surveying the labour market and making the necessary changes and adjustments to the wage and salary structures to reflect the wages and salaries policies of the government of the day. v. Health, Safety and Welfare of Employment:- Another important function of the Personnel department is to ensure that there are measures to take care of the health, safety and welfare of its employees. It ensures these by providing first-aid facilities, good ventilation, lighting, drainage and proper working conditions. It also provides protective gadgets for employees to reduce the occurrence of accidents and injuries. Canteen, sports, transport, pension schemes, group insurance schemes and other recreational programmmes are provided for the welfare of its employees. vi. Industrial Relations: The personnel department plays an important role in maintaining a cordial and harmonium working relationship between workers and management. The term industrial relations are used to describe the relationship that exists between employers, employees (trade unions) and the government. Performance appraisal: organizing the appraisal process to identify development needs of employees. Personnel administration: record-keeping and monitoring of legislative requirements related to equal opportunities and possibly pensions and tax. Communication: providing an internal information service, perhaps in the form of staff newspapers or magazines, handouts, booklets, videos. 2.3 EMPLOYMENT PROCESS The employment process which is also referred to as the recruitment process involves a number of activities which are undertaken to engage the right caliber of personnel for an organization. It is therefore concerned with the employment and maintenance of qualified and efficient labour force. Employment therefore involves recruitment, selection and placement. The recruitment and selection process involves recruitment, interrelated activities which include the following. 2.3.1 RECRUITMENT It is the process of acquiring applicants who are available and qualified to fill positions in the organization.1 Recruitment refers to the first step in staffing, which is finding people.2 Sources of recruitment refer to the various avenues from which the personnel manager may recruit or employ labour. Recruits are obtained from a variety of sources. There source are divided into two main categories, namely internal and external sources. Pieter Grobler (page 167) Sources of Recruitment Internal Source Sources of potential candidates are many and varied, but a good starting point is to consider any internal candidates who might be suitable for the post. The exercise whereby the required manpower is obtained within the organization is the internal source. This may take the form of promoting a qualified worker to a higher position as they occur. Advantages of Internal Source There is less risk of error in selection and placement It boosts the morale of employees and encourages them it work hard It is quicker, cheaper and less risky than an outside appointment The recruit fits in with the culture of the organization; he knows â€Å"how we do things here† The individual also knows the people, systems and the business and thus the induction period will be quicker Disadvantages of Internal Source No new ideas, creativity or challenge to the culture and systems It tends to ignore qualified candidates who are not within the system A post will still need filling-the persons old post. That is he will create another vacancy The person may not be the best, qualified or most able candidate External Source Depending on management policy and the type of job involved. Management has a number of options available for obtaining people from outside the organization. These include: Educational Institutions: Organization and companies sometimes recruit fresh graduates from schools, colleges, polytechnics and the universities. Private Employment Agencies: Employers who cannot go through the process of recruitment engage consulting firms to do the recruitment for them. Labour Department: this is a public agency found in almost all regional scapitals where employees in search of employment and employers searching for employees go to register. An arrangement is then made to link the employer with the prospective employee. Advertisements: This is the most common and popular source of external recruitment where companies announce their employment opportunities through the newspapers, magazines, journals, radio and television. Unsolicited Applicant: People who are seeking for jobs sometimes apply to organizations without being aware of vacancies in those organizations. If there are vacancies, the applicant may be asked to go through the screening process. Where vacancies are not immediately available, his name will be placed on the waiting list. Employment Referrals:- Companies sometime announce job vacancies to their staff and ask them to recommend friends, relatives and neighbours who might be in need of employment and possess the required qualification and skill. Advantages of External Source It leads to the employment of people with new knowledge and ideas It leads to the employment of qualified and suitable people to fill vacant posts It promotes good will Its scope of selection is widened Disadvantages of External Sources It is costly and time consuming It may lead to low morale especially where there are qualified people within the organization The risk of making wrong selection is very high 2.3.2 JOB ANALYSIS It is the determination of the essential characteristics of a job. It is therefore a process of determining the nature of the job and the skills, knowledge, experiences and abilities of the person who is supposed to perform the job. It therefore contains information such as task performed, machines and equipment to be used, materials, products or services involved, training skills, knowledge and personal traits required of the worker. Job analysis therefore describes both the worker and the job so that there are no questions about who is doing what within the firm. Franklin A. (page 156) When undertaken carefully, job analysis could be used to; It provides the information necessary for recruitment, selection and placement of employees. It can be used to get an idea of the acceptable level of performance for each job (performance appraisal) It is used to device and implement training and development programmes It provides an opportunity to uncover and identify hazardous conditions Jobs may be analyzed in order to ensure that employees are fairly compensated The components of job analysis include. A. Job Description It specifies the duties and requirements of the job. This is a broad statement describing the purpose, scope, duties and responsibilities of a particular job. It states the title and location of the hob, grade/salary level of the job, limits of authority, number of subordinates, physical working conditions, machines, tools and equipment used, product or service produced etc. it typically portrays job content. In short, it summarizes all the basic tasks that are required to be performed on a job. A job description is what the worker does. Franklin A. (page 167) Importance of Job Description Each employee gets to know what is expected of him. It helps to avoid overlapping. It helps determine the rate of pay which is fair for the job. It helps in appraising and training employees It makes it possible for new employees to be given orientation with regards to their duties and responsibilities. It provides information from which particular hob vacancies can be advertised It guides the personnel manager in the development of job specification SELECTION This is the process by which an organization chooses from a list/pool of applicants the person who best meets the job and organizational requirements. The main objective of the selection process is to sort out those judged qualified for the job. (a) Selection Procedure i. Application Forms Applicants who reply to job advertisements are usually asked to fill in a job application form, or to send a letter giving details about themselves and their previous job experience (Curriculum Vitae or (C.V). An application form is used to find out relevant information about the applicant. It tells the organization whether or not an applicant is worthy of an interview or a test of some kind. Information usually required of candidates include; Personal data, educational background, work experience, date of birth, interests and hobbies. An applicant who is deemed suitable on this evidence becomes a candidate for interview. ii. Application Screening (Short-listing) The screening stage involves the sorting out or elimination of those applicants judged unqualified for the job. The personnel manager receives the filled application forms, and then screens them to determine those who are qualified to be invited for interview. This becomes necessary since all types of applications are received when jobs are advertised. This stage is also referred to as short-listing. It is done by marching all the applications against the employers requirements. iii. Selection Tests Selection tests are used to supplement other techniques. The tests are usually handled by fully qualified industrial psychologists. It is a practical examination to determine whether an applicant is suitable for the job. The assumption behind the administration of the tests is that a candidate who scores well in the test will more likely succeed in the job. Types of test The types of tests commonly used include:- i. Intelligence Tests: Their aim is to measure the applicants general intellectual ability. That is they are designed to measure his thinking abilities. They may test the applicants memory, ability to think quickly and logically, and skill at solving problems. ii. Aptitude Tests: These are designed to predict an individuals potential for performing a job or learning new skills. They are widely used to obtain information about such skills as mechanical ability, clerical and numerical ability. It measures a persons ability to do something given a good training. iii. Psychological tests: Psychological tests may measure a variety of characteristics such as an applicants skill in dealing with other people, ambition and motivation or emotional stability. They usually consist of questionnaires asking respondents to state their interest in or preference for jobs, leisure activities etc. Proficiency Tests: Proficiency tests are the most closely related test to an assessors objectives, because they measure ability to do the work involved iv. Medical Tests: Medical tests are carried out to determine the physical fitness of the applicant and whether he has any hidden diseases. Candidates who might have contagious diseases will be rejected. INTERVIEW Interview is a conversation or verbal interaction between two or more people for a particular purpose. Interviewing is a crucial part of the selection process because it gives the organization an opportunity to assess the applicant directly, and it gives the applicant an opportunity to learn more about the organization and whether he or she wants the job Objectives of Interview It gives the employer an opportunity to obtain information about each applicant and to assess his suitability for the job. It enables the employer to cross-check the applicants original documents or educational certificates. It enables the employer to have a critical view of the physical appearance of the applicant It also gives him an opportunity to determine the applicants level of intelligence. It provides the applicant an opportunity to know more about the organization, the job and the employees of the organization. References (Background Investigations) References provide further confidential information about the prospective employee. Prospective candidates are normally asked to submit references who can be contacted when the need arises. Such references include: schools, colleges, universities, former employers (if any) and relatives. The use of reference compels employees to be honest in supplying information about themselves to an organization. References are brief statements about a candidate made by a third party usually the candidates superior. These statements are used to confirm information supplied by applicants on application forms. Placement This is the stage where the new employee is placed on the job. He is assigned to an officer and a superior if he is a clerical worker. It is the responsibility of the superior to give the new employee in-service training where necessary and to provide a schedule of duties. Induction This may be conducted by the personnel manager and it is the process of orientating the selected applicant into his or her new working environment. It takes the form of introducing new employees to existing staff, visits to the plants and other departments, informing him/her about his duties and responsibilities, as well as the policies and objective of the organization. Induction simply means the introduction of a new employee into his or her job or organization Job Changes The post recruitment functions of the personnel manager includes transfers, promotions, demotions and termination. i. Transfers:- This occurs when employees have been assigned to another branch, department or to another job involving similar responsibilities, skills and remuneration. The transfer could be from one department to another or one station to another. It may be used to correct an error made during the recruitment process. Reasons for transfers The close down of a branch or department may call for a transfer Self request by an employee because of his inability to relate well with co-workers of lack of interest in his job or for purposes of frequent medical check-ups due to sickness. Transfer may be used as a punishment device A person may also be transferred to take up a new appointment A fall in the level of production may also necessitate the re-allocation of employees. ii. Promotion Promotion may be defined as the transfer of an employee from one job to another which involves a greater responsibility and usually a higher reward (pay). In other words, it involves a change in status and usually means appointment to a higher grade with greater and more challenging responsibilities. It is an important aspect of management because it is through promotion that a worker obtains satisfaction and shows his desire to advance and develop. Promotion Policy Many large organizations have a policy of filling senior job positions from within the organization. Others also believe in recruitment from outside the organization. Every organization should however come out with a clear policy on promotion so that employees know in advance the criteria to be used in promotion. Normally promotion is based on the following: Seniority (length of service) Practical ability (skill) General attitude and loyalty Education and qualification Personality or character Advantages of Promotion Promotion improves morale and motivation of employees in the organization. Promotion helps reduce labour-turn over in an organization It is seen as a reward for dedicated service, hard work, loyalty and obedience to rules and regulations of the organization. Fair promotions create a feeling of content among employees and retain their interest in the company. It helps employees to put in extra effort to help attain organizational objectives It improves the earning power and status of the employees Problems of promotion more qualified employees may be ignored or overlooked an employee adjudged competent when promoted may perform below expectation qualified personnel when overlooked in time of promotion may feel dejected and unrecognized. This may affect his morale and for that matter his overall performance. A worker who has a special interest in his/her job e.g. cashier in a financial institution may refuse to accept promotion. iii. Demotion It is the reduction in rank of an employee or the transfer of an employee to jobs with lower ranks backed by a reduction in salary. It therefore refers to a decrease in status as well as remuneration. Reasons For Demotion: Failure on the part of employees to live up to expectation (poor performance) Serious crime against the organization example; pilfering, fraud, leaking, organizational secrets to the advantage of competitors etc. It can also be based on indiscipline or disloyal to rules of the organization Serious or unfavourable business conditions may necessitate lay-offs and termination; some employees may accept demotion as an alternative. Problems of Demotion it leads to reduction employee status and remuneration it also creates morale problems for affected employees. Some affected employees may resign, leading to labour turn over and its associated problems, iv. LABOUR TURN OVER Labour turn over refers to the rate at which employees are leaving the business organization at a particular time and their replacement. It therefore describes the movement of workers into and out of employment of an organization in a in a given period of time It is calculated by: L x 100 A Where: L = Those leaving during the year A = Average number employed during the year or Average number on the companys payroll within that period. A high (index) labour turnover means more people leave the employment because of low morale. It could also mean a high proportion of the employment of women or scholars who have returned to college to pursue academic careers, death, pension etc. Causes of Labour Turn Over There are various causes of labour turn-over. Among them include the following: Discontentment (dissatisfaction) among employees as a result of poor working conditions, Lack of promotional avenues Poor leadership style Very long hours of work with little time for rest Unfairness and improper administration of disciplinary measures Poor wages and salaries Lack of opportunities for self advancement Boredom, wrong job assignment or lack of job satisfaction Lack of opportunity to express opinions to management and to participate in decision making. Problems of Labour Turn Over It brings about extra-expenditure, that is hiring and training of new employees Production rate is decreased and this tend to affect the volume of ales and profit margins It leads to overtime payment for extra man-hours spent on the job The money spent on training developing employees who have left goes down the drain There could be low morale for the remaining employees due to loss of old work mates and friends It takes a lot of time for workers to properly settle or fit into the system Solution To the causes of labour turnover A study or research should be conducted to identify which factors have been the cause of dissatisfaction and that have been responsible for the labour turnover. The following suggested solutions could be applied by individual companies. i. Companies should provide attractive wages and salaries to ensure that employees are above to meet their basic necessities. ii. There should also be improvement in the working conditions of workers. Protective clothes, canteen, transport, housing and medical facilities should be provided to cater for the welfare of workers. iii. There should also be opportunities for growth and development for employees, e.g study leave, provision of library facilities, promotion etc. iv. Joint consultation must be instituted to enable representatives of workers and employers meet to identify common problems and find solutions to them. 2.4 Termination of Employment Every employer has the option to terminate the employment of his employees but only on the grounds that certain conditions are meet e.g. giving of appropriate notice and payment of entitlements. Employees also have an option to resign from their present job and look for another provided they also satisfy certain conditions e.g. appropriate notice and proper handing over. There are ways by which a contract of employment may be terminated and they include: redundancy, dismissals, retirement and resignation. 2.4.1 Redundancy This is a situation where employees are asked to leave their employment because of lack of work. that is, the organization does not need their service any longer. Therefore when there is reduction in production and the workers are greater than what the organization needs, some are asked to leave employment. 2.4.2 Dismissal Dismissal is an act of sending an employee away form his employment because be is not qualified, undisciplined or is dishonest in his work. It is the permanent withdrawal of an employee from the services of a company. 2.4.3 Retirement It is the act of retiring or having stopped working after attaining a certain age. The age may either be contained in the companys policy or decision taken by the individual himself. 2.4.4 Resignation Resignation usually comes from employees. Resignation is the indication by the employee that he has ceased to be in the employment of the employer. 2.4.5 Lay Off This is a temporary withdrawal of employees from work due to shortage of raw materials, low demand for the companies products or services, or financial problems. These employees may be called back when the need arises. When conditions improve and some of the aid-off workers are invited to come back to work, it is known as recall. 2.5 EDUCATION, TRAINING AND DEVELOPMENT 2.5.1 Education This is usually intended to mean basic instructions in knowledge and skills designed to enable people make the most life in general. It is thus a process of training and instructing people in schools, colleges, Polytechnics, universities etc. which is designed to give knowledge and development of skills. At the end of the course, a certificate is given to those who pass their final examination. Education is therefore more personal and broadly based. 2.5.2 Development This suggests a broader view of knowledge and skills acquisition rather than training. It is less job-oriented and career-oriented. It sees employees as adaptable resources and thus concerned with preparing individuals with skills and experience to fill challenging higher level positions in the organization. 2.5.3 Training Training is job oriented rather than personal. Training involves a series of actions aimed at preparing an individual with skills to do a particular job. It may be defined as â€Å"the systematic development of the attitudes, knowledge and skill patterns required by an individual in order to perform adequately a given task or job† Methods of Training The main methods of training include: i. Apprenticeship Training This is a method of training where the apprentice under studies his master for a number of years, learning all the basic skills involved in the profession. This type of training is given to young people who have either completed school or who have not been to school. This type of training is common and popular in professions like tailoring, dressmaking, carpentry, driving and masonry. The apprentice pays a certain amount to his master and he is not paid during the period of his/her training but given allowance as and when necessary by his/her master. ii. Supervisory Training This type of training is give to employees who have been appointed supervisors or foremen. Supervisory training involves the teaching of supervisors or foremen the skill of getting work done through others. It is therefore meant to improve on their leadership skills and qualities. It takes place in an institute in the form of seminars or workshops with discussions on leadership, morale, development, directing, and health and safety measures. iii. Executive Training Personnel in middle management and top management positions are covered under this type Personnel Department Effectiveness and Functions Personnel Department Effectiveness and Functions 2.1 INTRODUCTION The effectiveness of any organization in general, is a direct function of the quality of the individuals who make up that organization. The knowledge, skills, abilities, and commitment of the members of the organization together constitute the most critical factor in the development and implementation of work plans and the delivery of products and services. Without the full commitment of its employees, an organization cannot accomplish its objectives. Consequently, the attraction, organization, development and motivation of employees which is the personnel function of management are a central responsibility at all levels of management that is from the chief executive to the first line supervisor. 2.2 WHAT IS PERSONNEL MANAGEMENT? There are many definitions of personnel management, but all basically say that it is: attracting and developing competent employees and creating the organizational conditions which result in their full utilization and encourages them to put forth their best efforts.1 In any organization, there has to be someone concerned with the welfare and performance of persons who are a part of the operation. When an individual or a team of individuals takes on this task of seeing to programs and setting policies that impact everyone associated with the company, they are engaged in the process of personnel management, sometimes referred to as human resources management, According to Franklin A., personnel management is based on careful handling of relationships among individuals at work and is the art of forecasting, acquiring, developing and maintaining competent workforce so that the organization derives maximum benefit in terms of performance and efficiency.2 Personnel Management is that part of management which is concerned with, people at work and their relationship within the organization. It can also be defined as that aspect of an organization, which is concerned with obtaining the best possible staff for the origination, looking after them so well that they will like to remain in the organization and give off their best in their jobs. It has to do with how best to use the skills and intelligence of people towards the achievement of organizational objectives.3 From the definitions quoted by various management experts in the past or present, the inference that we derive is that personnel management aims at attaining maximum efficiency and to yield maximum benefits to the organization. Two major points about personnel management are implied in this definition. First, effective personnel management must be future oriented. Support for organizational objectives now and for the foreseeable future must be provided through a steady supply of competent and capable employees. Second, effective personnel management is action oriented. The emphasis must be placed on solution of employment issues and problems to support organizational objectives and facilitate employee development and satisfaction To sum up, Personnel management aims at achieving these major steps: Analyzing the plan for future action and expansion. Estimating the quantitative and qualitative aspects of labour. Assessing the requirement of existing manpower or human resource. Formulating the plan for effective utilization of manpower, reducing under utilization or mis-utilization of manpower which is one of the most important resources. Finalizes the planning for recruitment, selection, promotion, transfer, training and development. Organizational effectivenes Basically Personnel management has certain goals and objectives to fulfill which includes; Creating a congenial and healthy environment for employees or workers to function effectively. To bring about organizational and human resource development through training, development programmes or even managerial succession planning. Selection and placement of right number of people and ensuring proper allocation of duties and responsibilities upon them. Creating better inter-personal relations, developing a sense of responsibility and responsiveness amongst workers and employees. Boosting the morale and sense of initiative amongst employees. Adopting best techniques or conceivable methods to bring best possible development of workers on work. 2.2.1 Functions of the Personnel Department A well-organized personnel department of an organization performs the following functions. Typically personnel work is concerned with: i. Manpower Planning: This is the first function of the personnel department. It has to do with the process by which a firm ensures that the required staff in terms of qualification and number is available at the right time. It involves determining personnel needs in relations to the objectives of the organization. It therefore deals with the qualification or education, skills and the appropriate number of personnel a firm should engage. It is therefore the process of assessing, predicting, or forecasting an organizations manpower needs in a relation to its plans. ii. Employment/Recruitment: After the manpower needs of the organization have been determined, the next stage is the make an attempt to employ the right caliber of personnel into the organization. This involves identifying sources of labour supply, carrying out recruitment, selection and placement into the organization. iii. Education/Training and Development: The personnel department is responsible for the training, education and the development of employees. It is the training needs have been determined, it is the responsibility of the department to design an appropriate programme by determining the method to be used, the course content, the duration and the institution or person to conduct the training. Training enables employees to adjust to new trends, improve their performance on the job and prepare them for promotion. iv. Wage and salary administration: Wage and salary Administration is one of the important functions of the personnel department. It is responsible for designing equitable and attractive wage and salary schemes for employees in an organization. It also determines how overtime payments. Bonuses and other fringe benefits are to be paid. It is also responsible for surveying the labour market and making the necessary changes and adjustments to the wage and salary structures to reflect the wages and salaries policies of the government of the day. v. Health, Safety and Welfare of Employment:- Another important function of the Personnel department is to ensure that there are measures to take care of the health, safety and welfare of its employees. It ensures these by providing first-aid facilities, good ventilation, lighting, drainage and proper working conditions. It also provides protective gadgets for employees to reduce the occurrence of accidents and injuries. Canteen, sports, transport, pension schemes, group insurance schemes and other recreational programmmes are provided for the welfare of its employees. vi. Industrial Relations: The personnel department plays an important role in maintaining a cordial and harmonium working relationship between workers and management. The term industrial relations are used to describe the relationship that exists between employers, employees (trade unions) and the government. Performance appraisal: organizing the appraisal process to identify development needs of employees. Personnel administration: record-keeping and monitoring of legislative requirements related to equal opportunities and possibly pensions and tax. Communication: providing an internal information service, perhaps in the form of staff newspapers or magazines, handouts, booklets, videos. 2.3 EMPLOYMENT PROCESS The employment process which is also referred to as the recruitment process involves a number of activities which are undertaken to engage the right caliber of personnel for an organization. It is therefore concerned with the employment and maintenance of qualified and efficient labour force. Employment therefore involves recruitment, selection and placement. The recruitment and selection process involves recruitment, interrelated activities which include the following. 2.3.1 RECRUITMENT It is the process of acquiring applicants who are available and qualified to fill positions in the organization.1 Recruitment refers to the first step in staffing, which is finding people.2 Sources of recruitment refer to the various avenues from which the personnel manager may recruit or employ labour. Recruits are obtained from a variety of sources. There source are divided into two main categories, namely internal and external sources. Pieter Grobler (page 167) Sources of Recruitment Internal Source Sources of potential candidates are many and varied, but a good starting point is to consider any internal candidates who might be suitable for the post. The exercise whereby the required manpower is obtained within the organization is the internal source. This may take the form of promoting a qualified worker to a higher position as they occur. Advantages of Internal Source There is less risk of error in selection and placement It boosts the morale of employees and encourages them it work hard It is quicker, cheaper and less risky than an outside appointment The recruit fits in with the culture of the organization; he knows â€Å"how we do things here† The individual also knows the people, systems and the business and thus the induction period will be quicker Disadvantages of Internal Source No new ideas, creativity or challenge to the culture and systems It tends to ignore qualified candidates who are not within the system A post will still need filling-the persons old post. That is he will create another vacancy The person may not be the best, qualified or most able candidate External Source Depending on management policy and the type of job involved. Management has a number of options available for obtaining people from outside the organization. These include: Educational Institutions: Organization and companies sometimes recruit fresh graduates from schools, colleges, polytechnics and the universities. Private Employment Agencies: Employers who cannot go through the process of recruitment engage consulting firms to do the recruitment for them. Labour Department: this is a public agency found in almost all regional scapitals where employees in search of employment and employers searching for employees go to register. An arrangement is then made to link the employer with the prospective employee. Advertisements: This is the most common and popular source of external recruitment where companies announce their employment opportunities through the newspapers, magazines, journals, radio and television. Unsolicited Applicant: People who are seeking for jobs sometimes apply to organizations without being aware of vacancies in those organizations. If there are vacancies, the applicant may be asked to go through the screening process. Where vacancies are not immediately available, his name will be placed on the waiting list. Employment Referrals:- Companies sometime announce job vacancies to their staff and ask them to recommend friends, relatives and neighbours who might be in need of employment and possess the required qualification and skill. Advantages of External Source It leads to the employment of people with new knowledge and ideas It leads to the employment of qualified and suitable people to fill vacant posts It promotes good will Its scope of selection is widened Disadvantages of External Sources It is costly and time consuming It may lead to low morale especially where there are qualified people within the organization The risk of making wrong selection is very high 2.3.2 JOB ANALYSIS It is the determination of the essential characteristics of a job. It is therefore a process of determining the nature of the job and the skills, knowledge, experiences and abilities of the person who is supposed to perform the job. It therefore contains information such as task performed, machines and equipment to be used, materials, products or services involved, training skills, knowledge and personal traits required of the worker. Job analysis therefore describes both the worker and the job so that there are no questions about who is doing what within the firm. Franklin A. (page 156) When undertaken carefully, job analysis could be used to; It provides the information necessary for recruitment, selection and placement of employees. It can be used to get an idea of the acceptable level of performance for each job (performance appraisal) It is used to device and implement training and development programmes It provides an opportunity to uncover and identify hazardous conditions Jobs may be analyzed in order to ensure that employees are fairly compensated The components of job analysis include. A. Job Description It specifies the duties and requirements of the job. This is a broad statement describing the purpose, scope, duties and responsibilities of a particular job. It states the title and location of the hob, grade/salary level of the job, limits of authority, number of subordinates, physical working conditions, machines, tools and equipment used, product or service produced etc. it typically portrays job content. In short, it summarizes all the basic tasks that are required to be performed on a job. A job description is what the worker does. Franklin A. (page 167) Importance of Job Description Each employee gets to know what is expected of him. It helps to avoid overlapping. It helps determine the rate of pay which is fair for the job. It helps in appraising and training employees It makes it possible for new employees to be given orientation with regards to their duties and responsibilities. It provides information from which particular hob vacancies can be advertised It guides the personnel manager in the development of job specification SELECTION This is the process by which an organization chooses from a list/pool of applicants the person who best meets the job and organizational requirements. The main objective of the selection process is to sort out those judged qualified for the job. (a) Selection Procedure i. Application Forms Applicants who reply to job advertisements are usually asked to fill in a job application form, or to send a letter giving details about themselves and their previous job experience (Curriculum Vitae or (C.V). An application form is used to find out relevant information about the applicant. It tells the organization whether or not an applicant is worthy of an interview or a test of some kind. Information usually required of candidates include; Personal data, educational background, work experience, date of birth, interests and hobbies. An applicant who is deemed suitable on this evidence becomes a candidate for interview. ii. Application Screening (Short-listing) The screening stage involves the sorting out or elimination of those applicants judged unqualified for the job. The personnel manager receives the filled application forms, and then screens them to determine those who are qualified to be invited for interview. This becomes necessary since all types of applications are received when jobs are advertised. This stage is also referred to as short-listing. It is done by marching all the applications against the employers requirements. iii. Selection Tests Selection tests are used to supplement other techniques. The tests are usually handled by fully qualified industrial psychologists. It is a practical examination to determine whether an applicant is suitable for the job. The assumption behind the administration of the tests is that a candidate who scores well in the test will more likely succeed in the job. Types of test The types of tests commonly used include:- i. Intelligence Tests: Their aim is to measure the applicants general intellectual ability. That is they are designed to measure his thinking abilities. They may test the applicants memory, ability to think quickly and logically, and skill at solving problems. ii. Aptitude Tests: These are designed to predict an individuals potential for performing a job or learning new skills. They are widely used to obtain information about such skills as mechanical ability, clerical and numerical ability. It measures a persons ability to do something given a good training. iii. Psychological tests: Psychological tests may measure a variety of characteristics such as an applicants skill in dealing with other people, ambition and motivation or emotional stability. They usually consist of questionnaires asking respondents to state their interest in or preference for jobs, leisure activities etc. Proficiency Tests: Proficiency tests are the most closely related test to an assessors objectives, because they measure ability to do the work involved iv. Medical Tests: Medical tests are carried out to determine the physical fitness of the applicant and whether he has any hidden diseases. Candidates who might have contagious diseases will be rejected. INTERVIEW Interview is a conversation or verbal interaction between two or more people for a particular purpose. Interviewing is a crucial part of the selection process because it gives the organization an opportunity to assess the applicant directly, and it gives the applicant an opportunity to learn more about the organization and whether he or she wants the job Objectives of Interview It gives the employer an opportunity to obtain information about each applicant and to assess his suitability for the job. It enables the employer to cross-check the applicants original documents or educational certificates. It enables the employer to have a critical view of the physical appearance of the applicant It also gives him an opportunity to determine the applicants level of intelligence. It provides the applicant an opportunity to know more about the organization, the job and the employees of the organization. References (Background Investigations) References provide further confidential information about the prospective employee. Prospective candidates are normally asked to submit references who can be contacted when the need arises. Such references include: schools, colleges, universities, former employers (if any) and relatives. The use of reference compels employees to be honest in supplying information about themselves to an organization. References are brief statements about a candidate made by a third party usually the candidates superior. These statements are used to confirm information supplied by applicants on application forms. Placement This is the stage where the new employee is placed on the job. He is assigned to an officer and a superior if he is a clerical worker. It is the responsibility of the superior to give the new employee in-service training where necessary and to provide a schedule of duties. Induction This may be conducted by the personnel manager and it is the process of orientating the selected applicant into his or her new working environment. It takes the form of introducing new employees to existing staff, visits to the plants and other departments, informing him/her about his duties and responsibilities, as well as the policies and objective of the organization. Induction simply means the introduction of a new employee into his or her job or organization Job Changes The post recruitment functions of the personnel manager includes transfers, promotions, demotions and termination. i. Transfers:- This occurs when employees have been assigned to another branch, department or to another job involving similar responsibilities, skills and remuneration. The transfer could be from one department to another or one station to another. It may be used to correct an error made during the recruitment process. Reasons for transfers The close down of a branch or department may call for a transfer Self request by an employee because of his inability to relate well with co-workers of lack of interest in his job or for purposes of frequent medical check-ups due to sickness. Transfer may be used as a punishment device A person may also be transferred to take up a new appointment A fall in the level of production may also necessitate the re-allocation of employees. ii. Promotion Promotion may be defined as the transfer of an employee from one job to another which involves a greater responsibility and usually a higher reward (pay). In other words, it involves a change in status and usually means appointment to a higher grade with greater and more challenging responsibilities. It is an important aspect of management because it is through promotion that a worker obtains satisfaction and shows his desire to advance and develop. Promotion Policy Many large organizations have a policy of filling senior job positions from within the organization. Others also believe in recruitment from outside the organization. Every organization should however come out with a clear policy on promotion so that employees know in advance the criteria to be used in promotion. Normally promotion is based on the following: Seniority (length of service) Practical ability (skill) General attitude and loyalty Education and qualification Personality or character Advantages of Promotion Promotion improves morale and motivation of employees in the organization. Promotion helps reduce labour-turn over in an organization It is seen as a reward for dedicated service, hard work, loyalty and obedience to rules and regulations of the organization. Fair promotions create a feeling of content among employees and retain their interest in the company. It helps employees to put in extra effort to help attain organizational objectives It improves the earning power and status of the employees Problems of promotion more qualified employees may be ignored or overlooked an employee adjudged competent when promoted may perform below expectation qualified personnel when overlooked in time of promotion may feel dejected and unrecognized. This may affect his morale and for that matter his overall performance. A worker who has a special interest in his/her job e.g. cashier in a financial institution may refuse to accept promotion. iii. Demotion It is the reduction in rank of an employee or the transfer of an employee to jobs with lower ranks backed by a reduction in salary. It therefore refers to a decrease in status as well as remuneration. Reasons For Demotion: Failure on the part of employees to live up to expectation (poor performance) Serious crime against the organization example; pilfering, fraud, leaking, organizational secrets to the advantage of competitors etc. It can also be based on indiscipline or disloyal to rules of the organization Serious or unfavourable business conditions may necessitate lay-offs and termination; some employees may accept demotion as an alternative. Problems of Demotion it leads to reduction employee status and remuneration it also creates morale problems for affected employees. Some affected employees may resign, leading to labour turn over and its associated problems, iv. LABOUR TURN OVER Labour turn over refers to the rate at which employees are leaving the business organization at a particular time and their replacement. It therefore describes the movement of workers into and out of employment of an organization in a in a given period of time It is calculated by: L x 100 A Where: L = Those leaving during the year A = Average number employed during the year or Average number on the companys payroll within that period. A high (index) labour turnover means more people leave the employment because of low morale. It could also mean a high proportion of the employment of women or scholars who have returned to college to pursue academic careers, death, pension etc. Causes of Labour Turn Over There are various causes of labour turn-over. Among them include the following: Discontentment (dissatisfaction) among employees as a result of poor working conditions, Lack of promotional avenues Poor leadership style Very long hours of work with little time for rest Unfairness and improper administration of disciplinary measures Poor wages and salaries Lack of opportunities for self advancement Boredom, wrong job assignment or lack of job satisfaction Lack of opportunity to express opinions to management and to participate in decision making. Problems of Labour Turn Over It brings about extra-expenditure, that is hiring and training of new employees Production rate is decreased and this tend to affect the volume of ales and profit margins It leads to overtime payment for extra man-hours spent on the job The money spent on training developing employees who have left goes down the drain There could be low morale for the remaining employees due to loss of old work mates and friends It takes a lot of time for workers to properly settle or fit into the system Solution To the causes of labour turnover A study or research should be conducted to identify which factors have been the cause of dissatisfaction and that have been responsible for the labour turnover. The following suggested solutions could be applied by individual companies. i. Companies should provide attractive wages and salaries to ensure that employees are above to meet their basic necessities. ii. There should also be improvement in the working conditions of workers. Protective clothes, canteen, transport, housing and medical facilities should be provided to cater for the welfare of workers. iii. There should also be opportunities for growth and development for employees, e.g study leave, provision of library facilities, promotion etc. iv. Joint consultation must be instituted to enable representatives of workers and employers meet to identify common problems and find solutions to them. 2.4 Termination of Employment Every employer has the option to terminate the employment of his employees but only on the grounds that certain conditions are meet e.g. giving of appropriate notice and payment of entitlements. Employees also have an option to resign from their present job and look for another provided they also satisfy certain conditions e.g. appropriate notice and proper handing over. There are ways by which a contract of employment may be terminated and they include: redundancy, dismissals, retirement and resignation. 2.4.1 Redundancy This is a situation where employees are asked to leave their employment because of lack of work. that is, the organization does not need their service any longer. Therefore when there is reduction in production and the workers are greater than what the organization needs, some are asked to leave employment. 2.4.2 Dismissal Dismissal is an act of sending an employee away form his employment because be is not qualified, undisciplined or is dishonest in his work. It is the permanent withdrawal of an employee from the services of a company. 2.4.3 Retirement It is the act of retiring or having stopped working after attaining a certain age. The age may either be contained in the companys policy or decision taken by the individual himself. 2.4.4 Resignation Resignation usually comes from employees. Resignation is the indication by the employee that he has ceased to be in the employment of the employer. 2.4.5 Lay Off This is a temporary withdrawal of employees from work due to shortage of raw materials, low demand for the companies products or services, or financial problems. These employees may be called back when the need arises. When conditions improve and some of the aid-off workers are invited to come back to work, it is known as recall. 2.5 EDUCATION, TRAINING AND DEVELOPMENT 2.5.1 Education This is usually intended to mean basic instructions in knowledge and skills designed to enable people make the most life in general. It is thus a process of training and instructing people in schools, colleges, Polytechnics, universities etc. which is designed to give knowledge and development of skills. At the end of the course, a certificate is given to those who pass their final examination. Education is therefore more personal and broadly based. 2.5.2 Development This suggests a broader view of knowledge and skills acquisition rather than training. It is less job-oriented and career-oriented. It sees employees as adaptable resources and thus concerned with preparing individuals with skills and experience to fill challenging higher level positions in the organization. 2.5.3 Training Training is job oriented rather than personal. Training involves a series of actions aimed at preparing an individual with skills to do a particular job. It may be defined as â€Å"the systematic development of the attitudes, knowledge and skill patterns required by an individual in order to perform adequately a given task or job† Methods of Training The main methods of training include: i. Apprenticeship Training This is a method of training where the apprentice under studies his master for a number of years, learning all the basic skills involved in the profession. This type of training is given to young people who have either completed school or who have not been to school. This type of training is common and popular in professions like tailoring, dressmaking, carpentry, driving and masonry. The apprentice pays a certain amount to his master and he is not paid during the period of his/her training but given allowance as and when necessary by his/her master. ii. Supervisory Training This type of training is give to employees who have been appointed supervisors or foremen. Supervisory training involves the teaching of supervisors or foremen the skill of getting work done through others. It is therefore meant to improve on their leadership skills and qualities. It takes place in an institute in the form of seminars or workshops with discussions on leadership, morale, development, directing, and health and safety measures. iii. Executive Training Personnel in middle management and top management positions are covered under this type

Steven Jobs Essays -- APPLE PIXAR NEXT

CEO: Steven Jobs (APPLE, PIXAR, NEXT) Steven Jobs is not your "run of the mill" CEO. This statement sounds clichà © and it should because every CEO in some way is different. Steven Jobs with considerable confidence can be called one of the most ingenious, unconventional CEO's in the world. First off, it is important to look at his upbringing because it proves his approach to management is pure personality. Job's runs his company with an innovative edge that is far from collaborative. Steve Jobs' management techniques are a direct reflection of his upbringing. As a child, Jobs pursued his tasks and goals with a passion and aggression for success. Steven Paul Jobs was an orphan adopted by Paul and Clara Jobs of Mountain View, California in February 1955. So instead of attending either Berkeley or Stanford, he decided on the very liberal Reed University in Oregon. This is where Jobs was introduced to philosophies and ideas that would shape how he would treat the business world. At this time school was not important and he withdrew after the first semester of college. When he returned home, he was thin and disheveled. He embraced a new goal of traveling to India in pursuit of what a friend termed "the electric atmosphere of love." Jobs work with Apple is where he exploits the best examples of his good and bad management styles. When Jobs started with Apple he had no specific function. He kept himself busy initially by successfully supervising the designs for the company logo and for the hard plastic shell that encased the Apple II. The fact is Jobs was talented at most everything or at least seeming like he was. "'If you have a hardware man there, Steve can't talk hardware. If you have a software man, Steve can't talk software. He can help design computer cases"' (qtd. in Butcher 103). Job's was not satisfied with this role and Markkula, who maneuvered himself into a position of great power at Apple.? (Butcher 90-105). Job's was smart in that he positioned himself for success. He knew how to be at the right place at the right time. The downside to this was he always wanted more. The He had a hard time putting his vision down in a practical manner. He saw a computer with an elegant exterior but the problem with his vision was that the way he had to have it would make production nearly impossible. ?These unreal expectations resulted in "miscommunica... ...ion he wants those steps will not be questioned. There are two different ways the think about Steven Jobs. The first is the way his personality led to the failure of his management style. The other and the more important way is his forth knowledge of the market. Job?s was not successful in leading Apple managerially. He placed his selfishness ambitions first before the most important part of his company the employee?s. He was also unable to delegate authority to those better qualified than he because he wanted as much recognition as he could get. As bad of a manager he might be the success of Apple speaks louder than his failures. Apple is non-existent without his belligerent passion a motivation for success. The moment speaks for itself. In future years Jobs personality could be extremely destructive throughout his companies but for the moment his ability to produce cash far succeeds his downfalls as a manager. Works Cited Brayan, Chaffin, and Vern Seward. "The New York Times looks at Steven Jobs." The New York Times 10 May 2004. 08 Feb. 2004 Butcher, Lee. Accidental Millionaire. New York: Paragon, 1988. Steven Jobs: A Manager? Vers. 1. 06 May 1992. 08 Feb. 2005

Future Of Self Driving Cars Research Papers Essay

In the technology world, the latest advancement is only as good as the next thing coming down the line. The auto industry is constantly bringing us new technologies, whether it be for safety, entertainment, usefulness or simply for pure innovation (Neiger,C.). Unless you’re an inveterate walker or a mass-transit rider, you probably spend more time in your car each week than anywhere except your workplace and your home. It’s not always pleasant. Highway gridlock, a fruitless search for a parking space or a brush with a thundering tractor-trailer can rattle all but the most Zen drivers. Things are about to get better. A new wave of innovation, led by carmakers and automotive-tech companies, is transforming the driving experience. Thanks largely to on-board computers, our vehicles are becoming smarter, nimbler, and safer and more fun. (Human drivers, unfortunately, will remain as erratic as ever.)Fully self-driving cars remain some years away. But new technology in the nex t five to 10 years will help Cars Park themselves, monitor the alertness of the driver and even communicate with each other to avoid collisions. Tomorrow’s cars may have self-parking cars, self-driving cars, long-range headlights, external airbags, learning system, connecting cars, and driver’s health (Brandon,G.). For decades, car infotainment meant just a radio. Then tape decks began appearing, eventually being joined by CD players. Now, Tape decks have disappeared as a factory option (the last car to come with a tape player was sold in 2010), and the CD is entering a slow but inexorable decline. They’re being replaced by smartphones and streaming media. Compared to even a few years ago, new cars are far more connected to the outside world. It’s a trend that’s only going to continue. The always-updating consumer electronics industry and the rapid rise of the smartphone have combined to condition consumers to an incredibly rapid pace  of development. People expect new devices every couple of years that are faster and more powerful, and they’re bringing those expectations out of the Apple or Android or Microsoft store and into the car dealership. As we covered recently, this has created a new set of challenges and opportunities for the automakers. First Parking may be the most tedious thing about driving. Parallel parking is an ordeal for many drivers, but with parking space limited in big cities, squeezing your car into a tiny space is a vital skill (Grabianowski,E.) Even for veteran urban dwellers, parallel parking can be a challenge. And nobody enjoys circling a crowded shopping-center parking lot, jockeying with other irritated drivers for the few open spaces. Fortunately, technology has an answer – cars that park themselves. Imagine finding the perfect parking spot, but instead of struggling to maneuver your car back and forth, you simply press a button, sit back, and relax. The same technology used in self-parking cars can be used for collision avoidance systems and ultimately, self-driving cars. Self-parking cars can also help to solve some of the parking and traffic problems in dense urban areas. Cameras and sensors mounted in car bumpers measure the distance between the car and surrounding obstacles, allowing a semi-automated system to turn the steering wheel, move and brake to navigate into spaces (Brandon,G.). Sometimes parking a car in a space is restricted by the driver’s skill at parallel parking. A self-parking car can fit into smaller spaces than most drivers can manage on their own. This makes it easier for people to find parking spaces, and allows the same number of cars to take up fewer spaces. When someone parallel parks, they often block a lane of traffic for at least a few seconds. If they have problems getting into the spot, this can last for several minutes and seriously disrupt traffic. Self-parking technology would prevent many of these mishaps. It can also save money, since you won’t have to worry about insurance claims for parking-related damage (Grabianowski,E.). Next up are cars that can park themselves at the push of a button. If you believe the hype, it would seem that self-driving cars are right around the corner. Google has been testing them for several years, and states like California and Nevada have authorized them for use on roads – although only with a human behind the wheel. Autonomous-driving features, such as systems that recognize hazards and brake on their own to avoid collisions, are already on the market. But the fantasy of a car that  automatically steers you to work while you read the morning paper or catch a few extras is still many years away. â€Å"Autonomous driving is not going to mean jump in the car, push a button, say ‘Take me to grandma’s house’ and go to sleep,’ † said James Bell, head of consumer affairs for GM. â€Å"That may come someday, but not soon.† For decades, most automobile headlights were fairly uncomplicated. They pointed fixedly ahead, with separate high beams for greater visibility on dark roads. Then came the more energy-efficient halogen and xenon lights and light-emitting diodes (LEDs). Now, automakers are pioneering a generation of â€Å"smart† headlights that can automatically adjust their brightness or direction depending on conditions. And a coming wave of laser high beams promises to illuminate the road ahead for a third of a mile – twice the range of LED high-beam headlights – while using less energy. Audi and BMW are racing to be the first carmakers to offer laser lights in a production car: BMW in its i8 plug-in hybrid and Audi in a yet-to-be-named model (maybe the Quattro) by 2015. â€Å"We’ll be able to extend the range of headlights to (a distance of) six football fields,† said Filip Brabec, director of product management for Audi. That’s 600 yards, or more than thr ee north-south blocks in New York. Meanwhile, next-generation LEDs have sensors that can detect oncoming traffic and redirect the beams in such a way as not to blind other drivers. An onboard computer, linked with cameras, controls each of them to mask glare onto other vehicles while flooding the road with light. With such a system, drivers can keep their high beams on all the time instead of having to toggle back and forth. For decades, inflatable airbags have been protecting people in cars from the devastating jolt of collisions. There are airbags mounted in the dash, steering wheel, side panels, seats and even seat belt. Despite their varied locations, these airbags all have one thing in common: They’re inside the vehicle. But what if someone made airbags that inflated on the outside to help protect the car — and pedestrians — before the moment of impact? TRW Automotive, a maker of safety technologies, is developing a large airbag that would fit into rocker panels on the side of the vehicle, on the beam below the doors. A system of cameras and radar on  the car would detect when a collision was imminent and send a signal to the airbag, which would inflate outward and upward within 30 milliseconds. In this way, the side airbag would absorb some of the energy of the collision before the vehicle’s frame was struck. Crash tests have shown that the external airbags can reduce the impact on a vehicle’s interior – the inward crumpling of a car’s frame and doors – by up to 35%, said Emiliano Core, who is developing the airbag system along with Lothar Zink and other TRW engineers. http://www.cnn.com/interactive/2014/02/tech/cnn10-future-of-driving/ We humans are flawed drivers. We sometimes get behind the wheel while sleepy or even drunk, and we’re easily distracted, whether by our electronic devices or something pretty outside our window. In the gravest circumstances, we can even have a stroke or heart attack behind the wheel (Kelly,H). This is why researchers, app developers and car companies are developing technology to monitor flesh-and-blood drivers and help them avoid accidents. Advanced sensors in the passenger cabin can monitor a driver’s vitals such as heart rate, eye movements and brain activity to detect everything from sleepiness to a heart attack. Nissan is experimenting with an array of technology that detects drunken driving. A sensor in the transmission shift knob can measure the level of alcohol in a driver’s sweat, while the car’s navigation system can sound an alarm if it detects erratic driving, such as weaving a cross lanes (Kelly,H). http://www.cnn.com/interactive/2014/02/tech/cnn10-future-of-driving/ For several years now, we’ve been hearing about a near future in which all of our digital devices communicate with each other. Your fridge notices that you’re at the grocery store, for example, and sends a message to your phone saying you’re out of milk. Or your oven texts you when the pot roast is done. Now this so-called â€Å"Internet of things† is coming to the highway (Brandon Griggs). As cars grow more and more computerized, they will be able to trade messages about traffic, weather and road conditions. More urgently, they can broadcast their speed and direction and warn each other about potential safety hazards, such as when a nearby vehicle is drifting into your lane.†If I can get information from the car next to me that  they’re going to turn right, that would be great,† explains Maarten Sierhuis, director of Nissan’s research center in Silicon Valley. He imagines a day when information about almost all vehicles is stored in the cloud and accessible by all. â€Å"It would be like crowdsourcing the driving experience.† This technology is called vehicle-to-vehicle communications, or V2V for short, and it’s not far off. In the first test of its kind, almost 3,000 cars and trucks equipped with prototype V2V devices have been driving around Ann Arbor, Michigan, over the past year-and-a-half as part of a pilot program by the University of Michigan and the U.S. Department of Transportation (Brandon Griggs). Thanks to on-board computers that operate everything from the stereo and navigation to the brakes and accelerator, the era of â€Å"big data† is coming to the automobile (Peter Valdes-Dapena). Mercedes-Benz is developing a system that over time promises to learn your schedule, tastes and even your moods. For example, it knows that you leave the house every weekday at 7:30 a.m. to take your kids to school and that you like the cabin a toasty 75 degrees. Based on GPS and satellite data, it quickly learns your preferred routes and tracks real-time traffic problems, so it can suggest detours to help you save time (Peter Valdes-Dapena). http://www.cnn.com/interactive/2014/02/tech/cnn10-future-of-driving/ Here are some of my favorite implications. Reduced deaths, reduced accidents. Saving LOTS of Money and Time. Massive Fuel Savings. No New Roads, Less Traffic. No Ownership – Just â€Å"On-Demand† Usage. No Garages, No Driveways, No Parking. No Mandatory Car Insurance. At last, if self-driving cars are available in the market everyone will be exited and there will be lot of advantages. Some people may enjoy and love driving cars by themselves, for them this technology may or may not help. But lots of people will be beneficial. Old people and some handicapped people may definitely like this. By this future cars we can save time, money and accidents as well. This technology cars are going to be with us within next 5-10 years. References: Brandon,G. (n.d.). The CNN 10: Future of driving. Retrieved from: http://www.cnn.com/interactive/2014/02/tech/cnn10-future-of-driving/ Diamandis,P. (10-13-2014). Self-Driving cars are coming. Retrieved from: http://www.forbes.com/sites/peterdiamandis/2014/10/13/self-driving-cars-are-coming/ Grabianowski,E. (n.d.). How self-parking cars work. Retrieved from: http://auto.howstuffworks.com/car-driving-safety/safety-regulatory-devices/self-parking-car.htm Jonathan,m. (06-3-2014). The past, present, and future of in-car infotainment. Retrieved from: http://arstechnica.com/cars/2014/06/the-past-present-and-future-of-in-car-infotainment/ Kelly,H. (n.d.). The CNN 10: Future of driving. Retrieved from: http://www.cnn.com/interactive/2014/02/tech/cnn10-future-of-driving/ Neiger,C. (n.d.). 5 Future car technologies that truly have a chance. Retrieved from: http://auto.howstuffworks.com/under-the-hood/trends-innovations/5-future-car-technologies.htm Valdes-Dapena,P. (n.d.). The CNN 10: Future of driving. Retrieved from: http://www.cnn.com/interactive/2014/02/tech/cnn10-future-of-driving/

Free Essays on Comparing Shakespeare

Death Of A Salesman vs. Hamlet Willy Loman and Hamlet are two characters so alike, yet are so different. Both are perfect examples of tragedy in literature. According to Webster’s Dictionary a tragedy is defined as a medieval narrative poem or tale typically describing the downfall of a great man, a serious drama typically describing a conflict between the protagonist and a superior force (as destiny) and having a sorrowful or disastrous conclusion that excites pity or terror, the literary genre of tragic dramas. Hamlet follows this to a "T". Death of a Salesman Willy Loman also follows these guidelines of a picture perfect tragedy. Compare the two characters and decide for your self how much they have in common. Hamlet is a rich young price of high moral estate and suddenly has his joyous life ripped away from him when his father, Hamlet Sr., suddenly passes away. After the death of his father, Hamlet has no reason to point blame at anyone, as there is nothing to make him believe that his father was killed unjustly. It is not until his fathers’ ghost appears to him that he is aware of a killer. He then says â€Å"Haste me to know’t, that I with wings as swift as meditation or the thoughts of love may sweep to my revenge.† (Act 1, Scene 5,). But by the end of the scene he says â€Å"The time is out of joint: O cursed spite that I was ever born to set it right.† (Act 1, Scene5) showing that he is no longer in such a hurry for the murder of Claudius. This could be due to the fact that the appearance of his father’s ghost may not seem very reliable to him as he questions his own sanity over what he thinks he should do. Unlike Laertes, Hamlet has deep consideration for his soul being damned on account of his actions to avenge his father. He co ndemns himself throughout the play for being a coward. Though originally thought to be of natural causes, it is now revealed to him through his father's ghost, that dear old... Free Essays on Comparing Shakespeare Free Essays on Comparing Shakespeare Death Of A Salesman vs. Hamlet Willy Loman and Hamlet are two characters so alike, yet are so different. Both are perfect examples of tragedy in literature. According to Webster’s Dictionary a tragedy is defined as a medieval narrative poem or tale typically describing the downfall of a great man, a serious drama typically describing a conflict between the protagonist and a superior force (as destiny) and having a sorrowful or disastrous conclusion that excites pity or terror, the literary genre of tragic dramas. Hamlet follows this to a "T". Death of a Salesman Willy Loman also follows these guidelines of a picture perfect tragedy. Compare the two characters and decide for your self how much they have in common. Hamlet is a rich young price of high moral estate and suddenly has his joyous life ripped away from him when his father, Hamlet Sr., suddenly passes away. After the death of his father, Hamlet has no reason to point blame at anyone, as there is nothing to make him believe that his father was killed unjustly. It is not until his fathers’ ghost appears to him that he is aware of a killer. He then says â€Å"Haste me to know’t, that I with wings as swift as meditation or the thoughts of love may sweep to my revenge.† (Act 1, Scene 5,). But by the end of the scene he says â€Å"The time is out of joint: O cursed spite that I was ever born to set it right.† (Act 1, Scene5) showing that he is no longer in such a hurry for the murder of Claudius. This could be due to the fact that the appearance of his father’s ghost may not seem very reliable to him as he questions his own sanity over what he thinks he should do. Unlike Laertes, Hamlet has deep consideration for his soul being damned on account of his actions to avenge his father. He co ndemns himself throughout the play for being a coward. Though originally thought to be of natural causes, it is now revealed to him through his father's ghost, that dear old...