Understanding and Using Pointers in Delphi

Even though pointers arent as important in Delphi as they are in C or C, theyre such a basic tool that almost anything having to do with programming must deal with pointers in some fashion. Its for that reason that you might read about how a string or object is really just a pointer, or that an event handler such as OnClick, is actually a pointer to a procedure. Pointer to Data Type Simply put, a pointer is a variable that holds the address of anything in memory. To concrete this definition, keep in mind that everything used by an application is stored somewhere in the computers memory. Because a pointer holds the address of another variable, its said to point to that variable. Most of the time, pointers in Delphi point to a specific type: variValue, j : integer;pIntValue : ^integer;beginiValue : 2001;pIntValue : iValue;...j: pIntValue^;end; The syntax to declare a pointer data type uses a caret (^). In the above code, iValue is an integer type variable and pIntValue is an integer type pointer. Since a pointer is nothing more than an address in memory, we must assign to it the location (address) of the value stored in the iValue integer variable. The operator returns the address of a variable (or a function or procedure as will be seen below). Equivalent to the operator is Addr function. Note that pIntValues value is not 2001. In this sample code, pIntValue is a typed integer pointer. Good programming style is to use typed pointers as much as you can. The Pointer data type is a generic pointer type; it represents a pointer to any data. Note that when ^ appears after a pointer variable, it de-references the pointer; that is, it returns the value stored at the memory address held by the pointer. In this example, variable j has the same value as iValue. It might look like this has no purpose when we can simply assign iValue to j, but this piece of code lies behind most calls to Win API. NILing Pointers Unassigned pointers are dangerous. Since pointers let us work directly with computers memory, if we try to (by mistake) write to a protected location in memory, we could get an access violation error. This is the reason we should always initialize a pointer to NIL. NIL is a special constant that can be assigned to any pointer. When nil is assigned to a pointer, the pointer doesn’t reference anything. Delphi presents, for example, an empty dynamic array or a long string as a nil pointer. Character Pointers The fundamental types PAnsiChar and PWideChar represent pointers to AnsiChar and WideChar values. The generic PChar represents a pointer to a Char variable. These character pointers are used to manipulate null-terminated strings. Think of a PChar as being a pointer to a null-terminated string or to the array that represents one. Pointers to Records When we define a record or other data type, its a common practice also to define a pointer to that type. This makes it easy to manipulate instances of the type without copying large blocks of memory. The ability to have pointers to records (and arrays) makes it much easier to set up complicated data structures as linked lists and trees. typepNextItem ^TLinkedListItemTLinkedListItem recordsName : String;iValue : Integer;NextItem : pNextItem;end; The idea behind linked lists is to give us the possibility to store the address to the next linked item in a list inside a NextItem record field. Pointers to records can also be used when storing custom data for every tree view item, for example. Procedural and Method Pointers Another important pointer concept in Delphi is procedure and method pointers. Pointers that point to the address of a procedure or function are called procedural pointers. Method pointers are similar to procedure pointers. However, instead of pointing to standalone procedures, they must point to class methods. Method pointer is a pointer that contains information about both the name and object thats being invoked. Pointers and Windows API The most common use for pointers in Delphi is interfacing to C and C code, which includes accessing the Windows API. Windows API functions use a number of data types that might be unfamiliar to the Delphi programmer. Most of the parameters in calling API functions are pointers to some data type. As stated above, we use null-terminated strings in Delphi when calling Windows API functions. In many cases, when an API call returns a value in a buffer or pointer to a data structure, these buffers and data structures must be allocated by the application before the API call is made. The SHBrowseForFolder Windows API function is one example. Pointer and Memory Allocation The real power of pointers comes from the ability to set aside memory while the program is executing. This piece of code should be enough to prove that working with pointers is not as hard as it might seem at first. Its used to change the text (caption) of the control with the Handle provided. procedure GetTextFromHandle(hWND: THandle) ;var pText : PChar; //a pointer to char (see above)TextLen : integer;begin{get the length of the text}TextLen:GetWindowTextLength(hWND) ;{alocate memory}GetMem(pText,TextLen) ; // takes a pointer{get the controls text}GetWindowText(hWND, pText, TextLen 1) ;{display the text}ShowMessage(String(pText)){free the memory}FreeMem(pText) ;end;

How to Microwave a CD (Safely)

History Labour Managers

Sample details Pages: 19 Words: 5569 Downloads: 2 Date added: 2017/06/26 Category Statistics Essay Did you like this example? Lectures 3 In the modern period of human history, the division of labour in all but the smallest organisations has come to include the specialist role of a manager. Don’t waste time! Our writers will create an original "History Labour Managers | Management Dissertations" essay for you Create order These people are required to step back from and stand above the basic operations and tasks of the organisation and in the famous words of Henri Fayol, forecast, plan, organise, command, co-ordinate and control. Henri Fayol and Frederick Taylor who coined the term scientific management, pushed the notion that there should be a body of specialist knowledge and expertise which managers would apply to work organisation. This notion gives us what Tony Watson 2006 characterises as a systems control notion of management. Systems control thinking frames the organisation as a big machine, which is designed by expert managers, who then staff it with employees, who fulfil the organisations goals through playing out the designed roles. Systems control framing of managerial work, suggests a managers work is to design, control and maintain the organisation as a big social machine. This work is done by managers only who are skilled and knowledgeable experts as they are the organisation designers and drivers. And it involves the application of neutral technical expertise (often affected by informal, implicit understanding, self interest, politics, and negotiation). It also suggests that managers do not further their own interests but to fulfil the organizations goals. But organisation dont have goals, they arent living. It is only humans which can give them goals, top management sets the goals, and these top managers will have self interests, so this framing is not realistic or the way things are in practise. Why systems control thinking is attractive and used The concept of highly trained individuals engineering the big organisational machine that is present in modern societies has proved to b seductive and powerful. This is because it gives those in the profession of educating and training managers an essential purpose, a raison detre. Not only this, but the belief in the possibility of a body of objective knowledge and politically neutral managerial expertise provides further comfort and reassurance by avoiding recognition that managing and controlling in any filed of human activity is bound to meet resistance an is bound to involve managers in conflicts and power relations. The implicit modernist faith that all of this is being done for the sake of general human progress helps avoid tricky questions about right and wrong, and who might win and who might lose with regard to any to any particular organisational innovation or managerial initiative. Anything that is done in the name of reason, it is assumed , is bound to be for the best. No matter how attractive this concept is, it is weak as it is not realistic and thus unhelpful. Because organisations do not have goals, they have tasks that must be done e.g. manufacture cars, and at the same time it is the people in the organisation who have diverse interests and goals what are not that of the organisation. The attraction of the idea of organisational goals , is that it gives the organisation a politically neutral existence and an politically neutral managerial activities. It is only human beings who can have goals, in the organisations goals emerge out of the thoughts and wants of the individuals in it. if we personify the organisation if can lead to a danger of over simplifying really complex matters in the organisation. And we would be leaving out the analysis of all the human actions, choices, interpretations, negotiations, and choices that must be taken into account if we seriously want to understand what is going on. For example if a manager adopts a systems control frame in destining and allocating tasks in work, they may not consider people work orientation, ie why they come to work, the task allocation they design and dictate may them be inappropriate to motivate individuals, and this may lead to poor productivity, and wasted human resources that would not be contributing to taking the organisation into the future. Individuals in the organisation will all have diverse goals and interests and for a manager to start out by assuming that they are presuming the same organisational goals in nave, and the job of a manager in reality is to align these interest, through negotiation, manipulation etc. Because of the above limitations of systems control framing we need an understanding of managerial work that which is derived from a more sophisticated and realistic process relational was of understanding the organisation. Process relational framing of the organisation suggests that the organisation is an association of people or a set of relationships always in flux. Organising thus involves continuous social, political, cultural, technological, economic and moral processes to achieve certain tasks. These relationships of cooperation do not automatically come about they need to be shaped and managed, they have to be worked for and won by the manager. A manager cant directly control people to do what they want, they have to indirectly manipulate and negotiate with them to achieve successful task completion. Shaping and reshaping, negotiation and renegotiating, mediating, persuading, exchanging, and trading will have to continually occur if the organisation is going to complete the tasks undertaken in its name an to continue into the future. This was of understanding organisational life, togther with the research evidience of how manager behavive and actually do in pratice, suggests that magaerial work is not a matter of excerising specialised scientific knowledge to drive the big social machine challed the organisation as systems control pushes us to think. A more realistic under standing of managerial work is: Managerial work is not a matter of applying a science or a bundle of knowledge It is a social, moral political , cultural and economic art, requiring skills in negotiating, persuation, politicking. Trading, ie it is craft requiring It needs the ability to sensiviely interpret the thoughts and wants of other as they are human not physical resources The ability to shape meanings value and human commitments. The above is what in process relational terms is managerial work, rather than management, this is done so that it is easier to under stand the function and the broad activity of managerial work or managing and distinguish between them. Management- is the over all shaping of relationships , understandings and processes within a work organisation to bring about the completion of the tasks undertaken in the organisations name in such a way that the organisation continues into the future. However this dimension of the overall phenomenon has to be seen alongside two other dimensions. Management is the function that must be fulfilled in every organisation, maybe by own person, or by many members in the organisation. The first of these is the activity of the managerial work. Is the action or things that are done to give direction to the range of activities that go on in the organisation. The other dimension is the set of working roles that make up the set of people, who are the managers in the organisation. This is the formal role. In practise we confuse these 2 dimensions because we use one term, which is management for all three. It is important to keep this 3 way distinction in mind whenever we sre thinking analytically about management. The relevance to managerial practice of this three-dimensional view of the management can be illustrated by looking at the participant observation research in which the distinction was first developed by Watson 2001. In a discussion with Ted Meadows, a manager in the company being stuied, he pointed out that, the company wants to distinguish between problems caused by having the wrong managers, and problems caused by having the right managers, who are non the less performing they wrong activities. Distinguishing between these problems was essential, as the manager was contemplating getting rid on he managers as the over management of the company was weak, but the managers he had were very skilled and good but the managerial work they were doing was not right. Had he sacked these managers he would have lost talented managers, and the management of the company would have further declined. The researcher found that the managers in the company were very capable and skilled, contrary to Meadows view that they werent good, but the tasks they were given by top management and the priorities imposed on them were such that their abilities were not being used in a good way. Thus we can see that the distinguishing of the terms is essential as it leads to very different practical consequences, i.e. task redesign or firing the managers. The simplistic inference that bad management is a result of having bad managers can be a very dangerous one, in practical terms, given the very real possibility that bad management can arise from the misuse of managerial talents, as readily as from the appointment of incompetent individuals to fill managerial roles. Thus we can see a great deal of difference from blind adoption of theory, and material work in practice. (Distinguishing also important was just because you cant see or define clear cut managerial activity, or panning, controlling etc does not mean that the function is not being fulfilled, it is but in an indirect way). There are two other implications of the three dimensional model of management: Management is a strategic matter, and the logic of both the job of the manager and the work of managing is on one on contributing to the shaping and the directing of the organisation as a whole. Some managers are more directly involved in strategic matters than other. And some more clearly take on leadership roles than others. While there cannot be organisations without management, it does not follow that the organisation needs formal managers to have management. Management is conceptualised very deliberately as being concerned with the continuation of the organisation into the future. We could call this a strategy centred view of organisational management. It would be less helpful to recognise managers as people who are simply in charge of a particular activity and who fulfil the function without any refrence to how the activity relates to the over all shaping, directing and performance of the organisation. A manager is most usefully seen to be a manager by vitue of how they relate the particular tasks they do to the over all pattern of tasks and priorties of the organisation as a whole. The second point is that, organisations must have management but not neceaarly managers. It is often sensible and practical to create posts within the organisations overall division of labour who involve them self more in the shaping and directing og work activities, than in the direct work of production, or manufacturing or goods or services. But this is only a matter of organisational design choice and not something that is essential. And this goes against the systems-control thinking which see it vital to have an engineer and driver of the organisation, special to all other employees. This is related to contingency thinking, that suggests that the way an organisation is managed and organisational choices is dependent on factors such as technology, size etc, so at times it may be appropriate to have a manager position, while at other times for example a very small firm such as a two man surveying company, the people who do the work could also manage the organisation which out the name tag of a manager. However once an organisation reaches a certain size it is often more efficient to have managerial only roles. We can thus clearly see that a manager is not needed to manage the organisation in all situations. There are many way of managing an organisation, for example worker cooperatives and self managed enterprises have come into and gone out of fashion at several times in history, and it is possible that some of their principles with be considered once again as new options are sought for organising work in a technologically and globally changing world, this again this high lights that organisational choices are made in the light of contingencies. But at present, what actually do managers do, and how do we make sense of what we observe when social scientists go out to study every day managerial behaviour. Research on what managers actually do in the real world rather than text books, was carried out from the 1950 to the 1960 by for example, Tom Burns, Tony Watson, and Melville Dalton. (talk about direct and indirect control, official and unofficial structure, this un official behaviour and activities supports the official culture and goals. Barnard 1938 argued that an executives job was not to attend directly to the official structure and culture of an organisation but to shape what he saw was the more informal aspects of the organisation, that in aggregate contribute to the strategy that will take the organisation into the future) The picture that emerges from what mangers actually do is one of which: Managers are endlessly on the move from one task to another. Their day is highly fragmented as they rapidly switch from one issue to another and from one social interaction to another (might be to understand each employees work orientation, manage all constituencies make a decision, negotiated order, ) (garbage can) They spend a great deal of time talking with people. This occurs on the telephone, in formal meetings, and in conversations what occur inside and outside the workplace, in offices, in corridors, (various consistencies) When walking to see people on the job. A large proportion of these conversations are with people who the manager has no authority (constituencies that he has no direct control over, but he has to stratigically get them on his side so the organisation can progress, politicking).( or indulgency theory allowing so that when organisation needs something in the future they do it for him) Managerial looks reactive, and rarely appears to follow a sequence of reflective planning followed by actions to implement specific decision (this may be because of the garbage can model , there are many choices, problems, solutions, people, interests, that all have to be managed as things happen to make a decision thus even if a planned decision was made it may have to be changed in the light of all these things) Managers rely a great deal on gossip hearsay and guess work to keep informed. Formal reports and management information systems play only a small part in informing managerial thinking, and what is taken from these tends to be contextulaised by more informal sources of knowledge and insight. They thus spend little time analysing formal information in the office or systematically plan how they are going to spend time (consider the motivation of employees, a manager can plan this in isolation, they have to interact with employee and decide what to do in the light of the workers work orientation and changes in their life etc, they cant just plan and implement) Manager are rarely seen getting their was or getting tasks done by giving direct command to subordinates ( it is a trade, give and take, and negotiation and manipulation if the implicit contract, direct command does not lead to productive work, because they are humans not physical resources) These studies taken as a whole suggest that managers rarely behave in the ways we might expect, as planners, designers and implementers of systems, of instruction giving managers. Instead they are handling their dependence on other people through endless talking, listening, and persuading. They do this primarily by negotiating, trading, exchanging with all the parties whom they rely on to achieve the tasks for which they have responsibility ( as the have to manage many consistencies in and out of the organisation, it explains a lot of the frenzy and fragmentation, and the impact contract of many people they have to deal with) There is however logic behind this apparently frenzied managerial whirl of activity. There is a risk of misunderstanding what is going on and people from the outside looking in may feel that management of the organisation as an over all function is not occurring. But if we use the three dimensional model of management we can see that although the tasks being done appear to be pointless, this type of managerial work is in fact working towards a clear strategy that is in the form of indirect control, and negotiaction that leads to over all management of the organisation to continue into the future. Thus real work of managers is not anything like Fayols classic description of managerial work of, planning, organising, commanding, coordinating, and controlling. Although the outcome of their activities still leads to the desired results that would come from using Fayols more direct and unrealistic forms on managing. Fayols list has been taught to many students, and this has not helped many in understanding the real way managers manage, and thus many students are socked when they first graduate and entre the world of work, they often feel lost, and many comment that they are taught too much theory and not enough about practical situation. Fayols list has functioned as a slogan for the systems control thinking perspective about managerial thinging in the organisation. And process relational thinking helps us make sense of managerial behaviour of negotiating and manipulating process and relationships that shapes the organisation. Just because we cant see Fayols command element in real life does not mean it doesnt not occur. Although there might not be direct command, the function can still be achieved by other ways that are not so direct, such as manipulation or trading. Thus commanding may not be seen but it is done. A study that helps us understand why managers act the way they do is KOTTER 1982 study, where he studied 15 general managers that were seen as very successful by a variety of people. Kotter 1983 observed that these managers were not very systematic, they were more informal, less reflective, more reactive, less well organised than we might expect the typical manager to be. Kotter makes sense of this at first sight, puzzling situation by recognising the inevitability of the immense ambiguity and uncertainty that surrounds the managers job. Decision therefore cannot emerge from cool calculated analysis of clear and objective data. Reality is not like that thus managers cannot act like that, Kotter states that the decision making environment is characterised by uncertainty, great diversity, and an enormous quantity of potentially relevant information (GARBAE CAN). Thus kotter is giving recognition to one of the most ideas in social science, that of bounded rationality. The concept of bounded rationality suggests that, the human ability to calculate the most appropriate means of achieving a specific end is limited or bounded by two ways, firstly that only a small proportion of all the knowledge and information which is potentially relevant to any rational analysis can ever in reality be obtained. And secondly, the human mind would only cope with a fraction of all the relevant information had it been obtainable. But to give emphasis to these limitations to instrumental rationality in actual human behaviour is not to turn ones back on the principle of instrumental rationality. Instead it is to come to terms that instrumental rationality can only take us so far, in helping us achieve or purposes. This means that in doing managerial work or in trying to understand the managerial practices to be observed in real life organisations, we have to come to terms with ambiguity in organisational situations, and with what follows from it : uncertainty about the future. To be fully rational be have to come to terms with the inescapability of ambiguity and uncertainty. Ambiguity exists when the meaning of a situation or and event is unclear or confused and is therefore open to a variety of interpretations. Uncertainty exists when the understanding of a future event or situation is unclear or confused and is therefore open to a wide variety of interpretations. In an organisational setting there is ambiguity and uncertainty as manager are concerned with taking the organisation into the future, but it is open to a variety of interpretation of if this will happen and how, We thus have to understand that we can never really know precisely what we are doing in managerial situations any more than we can ever really know exactly where we are going. But this doesnt not mean that we give up trying to organise and manage a complex work tasks. It means that manager have to work at organising these affairs while Recognizing that the world is a complicated and unpredictable place Accepting that people that managers deal with are complicated and un predictable beings Coming to terms with the fact that manager them self are complicated and unpredictable beings What does these observations mean in practise? Returning back to kotters research, he went on to point out that managerial decisions could not in the real world be implements by straight forward issuing of subordinate. Instead they gave to be implement through a large, diverse, group of subordinates, peers, bosses and outsiders, people who them effectively the manager have little control over. The methods that these managers used to get things done were therefore much more about influencing people than commanding people, and this explains the indirect way the manage people. ( they dont have power over people work orientation they can only manipulate the implicit contract.) They used a great deal of face to face contact and were constantly encouraging, manipulating and persuading people. They were demanding of others and used a wide range of ways to reward people for producing what was required (implicit contract exchange to control people not direct control) The networks established by managers were such that their members would influence each to work towards fulfilling the agenda around which the networks have been developed In fact the series of agendas that managers identified for themselves mediated between the longer term strategic priorities of the business as a while and the day to day activities orchestrated by the general manager. We could perhaps see these agendas as mental maps that manager used to make sense of what is happening and help them understand how unfolding events might be linked to the overall directing of the organisation( eg strategic exchange with employees in the contract to get them motivated to go tasks that take the organisation into the future) There are various ways of managing people, various tasks and activities and various projects, that could be adopted by the manager to contribute to the meeting of the agenda. Thus can explain managements behaviour of a manager. However these agendas (look up strategy), are not conceived away from the everyday activities. The constant monitoring of information coming from a wide range of sources, eg gossip, rumour, etc contributes to the development if the agenda, and the managers were skilled and assertive at questioning people and obtaining with information ( from multiple constituencies). Thus we recognise the method behind the seemingly mad behaviour of managers in reality, ie the efficiency behind seemingly inefficient behaviour, we can see that all the fragmented behaviour adds up to a degree of organisational system-ness. The process relational framing draws our attention to the range of social, political, cultural and economic processes that managerial and organisational work involves. And it rejects the systems control assumption that the organisation is a system. Yet it does not reject the notion of an emerging from the processes that go on, just rejects looking at the organisation as a system from the start. Process relational thinking sees system like qualities as emergent, fragile and temporary, it has to we won and re-won by skilful managerial action. All of the unofficial things they do support the official aspects and strategy of the organisation ie the agendas, to take the organisation into the future. This managerial work involves indirect control and all of this seemingly fragmented behaviour is for a reason such as, this indirect control and way or managing the organisation shapes the structural side of the organisation, such as a flat hierarchy and in turn the culture is shaped, which is based on equality, trust etc. It is all part of a bigger picture, the way a manager runs the organisation affects everything else. Indulgency theory may also explain why sometimes we see manager acting irrationally, but in reality they do it as they see it was a tool for meeting the agenda, such as they may turn a blind eye to a person taking a sick day to go see their child in a school play, in turn they will get the employees cooperation if they for example need them to do some last minute over time. Also the manager runs round from one person to another and from dealing with one issue to another because the organisation is associated with many strategic constituencies. And the exchange with all these parties and their contribution to the organisation is essential to the long term survival of the organisation. Some times one group of the consistencies may be more important than another, and at another time some one else is more important than the other. Thus the manager has to manage these different constituencies ranging from investors, to employees, to politicians. This is to work towards the long term strategy they have to make the company continue into the future. Eg politicians, investors, owners, media etc. endlessly monitoring the activities and expectations of all the various parties and constituencies with which they need to deal and pulling people towards compliance with in the agenda they had developed for shaping the enterprise Managers have to thus be skilled at managing these diverse sets of people to ensure long term continuation. Manager are more likely to be skilled than other manager in their jobs if they are skilful at managing relationships and commitments in a way which comes to terms with all the ambiguities and uncertainties with which they are inevitably confronted. This suggests that we should be able to identify some capabilities that managers and leaders within organisations are likely to require if they are going to contribute to the effectiveness of the organisation. A variety of attempts have been made to identify successful managers differ from less successful ones. The danger from these research is that these skills identified are then seen as traits a person should have and if they do they are given a managerial role. But in reality just because a person has these traits does not mean they will be a competent manager. Also a manager may have these skills, but things that are out of their control such as how the job has been set up and the tasks they have been allocated may not be appropriate thus, they have the skill but other things prevent them from being a competent manager. Thus we can infer that come traits and skills do make managers potentially better managers than others, but this potential is affected by many other factors such as the job design. Thus we need to look at what managerial potential a person has, and how effective they might be in practice. Managerial effectives is the successful application of the skills, knowledge and aptitudes to the fulfilment of tasks in a managers area of responsibility so that as great contribution as possible is made to the performance of the organisation and its long term survival. Tony Watson suggests some broad characteristics of more able and less able managers and leaders. There are three categories of characteristics personal orientation cognitive style interpersonal style in each of the three sections there are traits that distinguish between able and less able managers. Eg 1 personal orientation: achievement and results orientation, an able manager would set high but realistic standards of achievement for self, and for others, and seek continual improvement, in processes and results, and monitor progress against targets. A less able manager would muddle through without clear objectives, and is happy with adequate performance and judge success as avoidance of trouble. Cognitive style: vision and strategic thinking: Good manager: can relate to current activities to a clear coherent image of a future state of affairs for the whole organisation and their part of it, they understand the links between every day activities and the long term effectiveness. They manage their segment of the organisation as a contribution to the whole organisation. The appreciate the global context in which all organisations increasingly work and are sensitive to differing cultural norms within and across societies. Bad manager: have a short term perspective and an inward looking approach to managing their responsibilities- their department or functional objectives are seen as the ends themselves rather than as the means to more effective performance of the business as whole. Minimal attention is paid to customers or clients and there is little awareness of changing global circumstances or cultural variations that exist within a and across societies. Interpersonal style: sensitivity and listing (important for implicit contact) Good: are sensitive to preferences and emotions of both themselves and those they work with ( inside and out side the organisation and this is needed for strategic constituencies and to exchange with them, resources and information ) They treat others and their ideas with respect ( they dont plan and enforce own ideas only as they see them self as the specialist with the specialist knowledge) Listen carefully to the ideas and opinions of others, work actively to elicit positive contributions from them ( needed for successful implicit contract manipulation. ( also to understand misbehaviour and what it means to successfully manage it rather than label it as act of ignorance they get to route of problem so that resistance does not persist. Bad manager: have little regards fro the people they work with, they are insensitive to the feelings of others, concentrate on their own ideas and feelings and objectives and dont consider the interests of others. The first thing we notice about the table put together by Tony Watson 2006 is that it is consistent with the process relational conception of the human individual as emergent. It departs from the systems control way of understanding the human individual as a fixed entity or miniature system with certain given characteristics, personality traits and attitudes like pervious research has suggested. Less successful managers can change and adopt these more preferred way of managing to help them in their work. The competent manager or effective leader is not a particular type of person but someone who acts or thinks in a particular way. Hence the model uses the term orientation and style to give an emphasis to this dynamic or process-ual view of the human individual. The model is not compatible with the view of management as a specialist occupation activity equivalent to e.g. engineering. The criteria of managerial capability fits closely with the process relational way of forming managerial work. This frame of reference strongly supported by research into what managers actually do suggests that managerial work is not most helpfully understood as involving the application of a body of specialist knowledge to running an organisational machine. It is much more understood as a matter of deploying social , political and cultural skills in a particular way. The vital competencies are therefore basic human social ones. these skills will be strongly sought by employers, and even though no one is super human and has all the skills the most successful managers will be those who master most of the skills. This pulling and shaping occurred through the application of a range of social, interpersonal, political, learning and analytical skills, such as those described in the managerial competencies criteria, it did not occur through overt and direct attempts to control behaviours. But why/ This is because they are highly dependent on a large number of people to achieve their porous, and in spite of their significant degree of authority and formal power, they have little direct control over the majority of people they are dependent on, eg investors, media, local MPs etc. thus they can only exchange and negotiate and indirectly control them They also have to reply on highly ambiguous information gathered from a diverse range of sources to inform all of their persuading and influencing activities. A high level of cognitive skill is need to make sense of all the information with which the manager is bombarded, as is a capacity to learn continuously from what they see hear and experience. This agrees with the process relation view of an emergent manager. And that leaning does not just occur at university , and you cant just learn theory about how to be a good manager because the dynamics of real life is very different. We can thus see why in the real world makers often make a decision that is like guess work, they are leaning from experiences. They also have to have emotional intelligence To operate successfully in a social context which is the organisation. Manger status can also hold social status, and when carrying out the task of being a manager one must not get carries away with the status it hold as this can be inefficient.

Political Philosophers Reconstruction - 1595 Words

Political Philosophers: Reconstruction Following the Civil War, America was seeping with racial tension. Jim Crow laws were on the rise, as were miscegenation laws and lynchings. This proved that while blacks were free of slavery, their struggle for equality was far from over. With racial integration out of the question, prominent black leaders were forced to pull their resources and rethink their political strategies. Some of these leaders were Booker T. Washington, W.E.B Du Bois, Alexander Crummell, and Marcus Garvey. These four men’s political philosophies played a vital role in revitalizing black nationalism, cultural pride, and civil liberties at a time when all of these things seemed out of reach. Alexander Crummell was born in New†¦show more content†¦Additionally, he conducted annual research conferences at Atlanta University and stressed that future black leaders must utilize the best education that s available to them to uplift the race and in turn challenge white supremacy. Essentially, Du Bois envisioned a very elitist approach to black leadership. He felt that that by providing the most rigorous curriculum to the most academically talented blacks, he could eventually create what he called the â€Å"talented tenth,† which was a cohort of black leaders who had an obligation to lead and uplift the rest of the black community. Du Bois’ leadership initiated multiple national and international developments such as an exhibit for the 1900 Paris World’s Fair that highlighted many African American’s achievements since emancipation.1 He led the African American delegation to the first Pan-African congress in London. In 1905, Du Bois helped lau nch the Niagara Movement. This was a militant protest organization of black professionals that attempted to revamp national black civil rights. Some of the specific goals outlined in the declaration of principles for the Niagara Movement were voting rights, equal educational opportunities, and opposition to segregation. Du Bois’ ideologies are often compared to those of Booker T. Washington because both men were dedicated to their people’s elevation, full freedom, and equality. The main difference between their views was Washington’sShow MoreRelatedThe Supreme Court s Marbury V. Madison Essay1140 Words   |  5 PagesIn 1803, the Supreme Court’s Marbury v. Madison decision would forever alter the political framework of the United States. Resulting in the creation of judicial review—the power to determine if a piece of legislation is constitutional, that is, whether or not it infringes on the provisions of existing law —the Marbury v. Madiso n decision arguably made the judicial branch the most powerful division of the federal government. Today, judicial review is a fundamental part of American government, standingRead MoreKarl Marx And Manifesto Comparison Essay1402 Words   |  6 Pageshave done. Philosophy causes everyone to at least question the norms of society and situations. 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Workforce Planning Free Essays

string(74) " also constricted by the funds and resources they have at their disposal\." Group 2 Manage Workforce Planning Autism Victoria – Workforce Plan By James Watts, Jessica Lim, Luke Farrugia and Kair Aueil For Jan Kelly 06/04/2012 Table of Contents 1. The Necessity of Workforce Planning3 2. Overview of organisation3 2. We will write a custom essay sample on Workforce Planning or any similar topic only for you Order Now 1. Autism Victoria’s services3 3. Strategy3 3. 1. Autism Victoria’s Vision3 3. 2. Autism Victoria’s Values3 3. 3. Autism Victoria’s Mission4 3. 4. Autism Victoria’s Strategic Priorities4 3. 5. SWOT Analysis4 4. External Factors4 4. 1. Global Factors5 4. 2. National and Regional Factors5 4. 3. Challenges5 5. Internal Environment6 5. 1. Business Planning Process6 5. 2. Internal Changes6 5. 3. Labour Issues6 5. 4. Organisational Structure6 6. Current Workforce Profile7 7. Future Workforce Profile7 8. Gap Analysis and Closing Strategies7 9. Conclusion and Recommendations8 10. References8 1. The Necessity of Workforce Planning Workforce planning is a comprehensive process that provides managers with a framework for making staffing decisions based on an organisation’s mission, strategic plan, budgetary resources and a set of desired workforce competencies. (Dessler, Griffiths Lloyd-Walker 2007 pp78) Workforce planning allows managers to anticipate changes in the external and internal business environment and how they will impact their organisation’s workforce needs. It also provides a basis for managers to devise strategies to tackle said changes and generate the maximal amount of value for their dollar. As Autism Victoria is a non-profit organisation, it relies heavily upon government grants and funding. The limitations on this form of income make it imperative that Autism Victoria invests every penny wisely. And because the hiring and payment of workers is so costly, significant effort must be put into the workforce planning process in order to ensure that it isn’t costing the company more than it benefits it. . Overview of organisation Autism Victoria, trading as Amaze, is a member-based not-for-profit organisation and is the peak body for Autism Spectrum Disorders (ASDs) in the state of Victoria. Their aim is to improve the quality of life for people affected by Autism Spectrum Disorders, their family and carers. They also provide a range of services to individuals and agencies with an interest in Autism Spectrum Disorders (including Asperger Syndrome and PDD-NOS). 3. 1. Autism Victoria’s services Autism Victoria offers the following services: free phone support for individuals and organisations affected by ASD * certified and customised training programs for professionals and businesses * information and education sessions for individuals and families including the Early Days workshops * autism accreditation for services, schools and practitioners * administration of the FaHCSIA â€Å"Helping Children with Autism† funding on behalf of government * information Services – Autism Library, Spectrum Magazine, eSpectrum newsletter, online resources, Fact Sheets and more 3. Strategy 4. 2. Autism Victoria’s Vision That all people affected by an ASD have the best quality of life outcomes possible 4. 3. Autism Victoria’s Values * Diversity * Co-operative spirit * Willingness to learn * Background in dealing with an ASD 4. 4. Autism Victoria’s Mission To provide the best quality range of information, advice and support to families and individuals and advocating for systemic change, the establishment of networks, links and communities and the provision of training and accreditation to the service support system. 4. 5. Autism Victoria’s Strategic Priorities Autism Victoria’s most recent Board of Directors meeting yielded 5 priorities for this quarter. They are: 1. To confirm and enhance the role of Autism Victoria as the Peak Body on Autism Spectrum Disorders in Victoria 2. To ensure Autism Victoria is a robust and functional organisation 3. To develop and adopt a number of diverse income streams to ensure the financial viability of the organisation 4. To provide comprehensive quality information and advice on all matters related to Autism Spectrum Disorders 5. To take direct action to improve the provision of service and standards to people with an Autism Spectrum Disorder 4. 6. SWOT Analysis 4. External Factors There are several external factors which currently have an influence on Autism Victoria’s workforce planning considerations. Some of these external factors have a positive influence; others, negative. In this section, several strata of external factors will be discussed. 5. 7. Global Factors As Autism Victoria is a state organisation, there aren’t many global factors currently affecting it. The most notable factors would be the new developments in ASD diagnosis and treatment. The American-developed DSM-X diagnostic tool will be replacing the current DSM-IV version, and this has the potential to cause a great deal of uncertainty in the diagnosis of ASDs. Autism Victoria predicts that 20% of would-be autistics would be failed to be diagnosed. This would lead to a large population of ASD symptom carriers being deemed unfit for access to quality knowledge and care. One potential global factor that could be beneficial for Autism Victoria involves a conference that is currently being held by them every two years. This conference is streamed into 9 regional centres in Victoria. With the advent of new media technology that is available today, they would have the opportunity to stream the conference live into surrounding nations, spreading knowledge and awareness much more effectively. Autism Victoria is constantly on the lookout for new research and technologies which have the potential to benefit their cause. This would greatly influence their workforce planning process, as technological knowledge and skills would be a crucial part of assessing an applicant’s suitability. The advent of this technology may even create new job positions. 5. 8. National and Regional Factors A national factor which has the potential to affect Autism Victoria is the introduction of a new National Disability Insurance Scheme by the Victorian Coalition Government. It is still unknown whether this new process will have a positive or negative effect on Autism Victoria and their beneficiaries. The Department of Education and Early Childhood Development has released an Autism State Plan for Victoria, which is committed to supporting all children affected by an ASD. In conjunction with Autism Victoria, they have been promoting the spread and knowledge of ASDs through the Victorian school system. Autism Victoria is also constricted by the funds and resources they have at their disposal. You read "Workforce Planning" in category "Papers" Though the amount of funding they have received has increased greatly over the last few years, there is still room for growth, as there are still a large number of ASD sufferers in Victoria. 5. 9. Challenges There are several challenges that are currently being faced by Autism Victoria. In Australia today, 1 in 100 children is diagnosed with Autism. This places a large demand on the services and support Autism Victoria provides. Funding and manpower is a significant part of the fulfilment of these demands. Autism Victoria’s CEO organises a quarterly board meetings in order to discuss a wide range of matters. The current purpose of their next meeting, which is due to happen as of now is to develop a paper for the government underling what policies Autism Victoria believe should be changed or added. They also prepare papers on how much funding is needed. Recently Autism Victoria has been lobbing with education ministers to get the amount of experience teachers get with autistic people while studying to become teachers increased. There are currently no guidelines on how much time teaching students get hands on with Autistic children, with many universities offering no hands on time with Autistic children while studying teaching. This is something that the current CEO of Autism Victoria believes strongly in and is trying to get changed. 5. Internal Environment 6. 10. Business Planning Process Every year Autism Victoria holds their Annual Planning Day. This is a day where planning for the next year is done. The strategic plan is revised by the Board of Directors, and all managers are required to do SWOT analysis of their departments. . 11. Internal Changes As Autism Victoria as an organisation has had enormous growth within the past 3 years, during the increase in size of Autism Victoria’s operations they have had hire many new people to meet the demands of the organisation and the community. As a result, current offices have become cramped and there is no free office space within their current offices, due to this they are currently looking at moving to a new larger office. 6. 12. Labour Issues Autism Victoria’s only current problem with labour is an oversubscription. They recently encountered a problem in which 100 applicants applied for a new position that Autism Victoria had made available, this in turn created a problem of having to interview lots of applications. The CEO of Autism Victoria states that they only interviewed the people that where in the yes category because there where so many applicants it was not worth there time to interview the maybes as well. 6. 13. Organisational Structure At the head of the organisation structure of Autism Victoria is the current CEO Murray Dawson-Smith. Below him 5 work teams which are headed by respective managers. There are roughly 5 staff per work team. Autism Victoria’s Organisational Chart: 6. Current Workforce Profile The current workforce employed by Autism Victoria is more than adequate to perform the tasks and operations necessary at the organisation. Though the company is expanding and will be able to hire more employees, the supply of workers desirous to gain employment at Autism Victoria far exceeds the demand for employment by the organisation. This means that Autism Victoria has a great deal of control over both the internal and the external elements of hiring and promotion, and the luxury of choice when it comes to filling any position within the organization. The internal supply of workers, however, is largely tapped out. Though the workforce is highly qualified, experienced, and performs their tasks/fills their roles in a manner that meets or exceeds expectations, individuals at the organisation are also well-suited to and satisfied with their current positions, making internal promotion or lateral movements to fill vacancies and new positions undesirable and an ineffective and inefficient way to meet current workforce needs. External supply is also quite extensive, meaning Autism Victoria has many choices when it comes to filling current workforce needs. A high level of experience is not actually a requirement for considering employment, as extensive training is available for the right candidate. When seeking employees in the external workforce, then, personality, values, and ability to fit in with the other individuals at the organization are the key considerations. 7. Future Workforce Profile The most significant difference between the current and future workforce profiles at Autism Victoria is the planned expansion of the organisation, which will enable it to hire fifteen more individuals. As the organisation is devoted to providing autism assistance services, the new hires will need to be willing to work in this environment and to receive ongoing training and development towards providing individuals with autism and their families with always-improving services; however current knowledge or experience in the area is not really required. Even so, there are many applicants on file in the external workforce with experience, knowledge, and a strong desire to work at Autism Victoria, such that if the experience and knowledge considerations were to become more important in the future this would not present a problem to the organisation in the slightest. The desire to work for Autism Victoria in the wider external workforce is so strong, in fact, that the company should not have problems filling any open positions for some time, even with the company’s emphasis on ability to personally integrate with the other members of the organisation in a productive fashion. Such strong embedded cultures can be prohibitive to outsiders, but with a large pool to choose from this should not be an issue. In addition, former employees will and do apply for open positions. Even in the external workforce, then, there are potential employees known to be a good fit with the organization. The supply of available employees in the external workforce is more than enough to meet the organization’s needs. 8. Gap Analysis and Closing Strategies Autism Victoria is in a good state to fulfil their current strategic obligations. However, with the impending relocation on the horizon, they will need to focus on expanding their workforce capacity in order to cope with the coming staffing demands. This will not require a large increase in staff-seeking expenditure or effort, as Autism Victoria already has the exposure necessary to warrant oversubscription. Another area Autism Victoria should focus on is increasing the technological capabilities of its workforce. With the advent of new diagnostic and treatment tools, a workforce capable of utilising these developments stands to retain its usefulness far into the future. Autism Victoria can promote this focus by developing technological training programs for its staff. An increase in funding is imperative to secure the aforementioned developments. Thus, it necessary for Autism Victoria to continue to promote government funding at every available opportunity, as this provides a layer of buffering in the event that said developments fall through and contingency plans must be introduced. 9. Conclusion and Recommendations Autism Victoria has had the good fortune of rapid expansion within the last 5 years, and has thus far been capable of adapting to the changing environment of the industry’s workforce. But in order to secure its place in the future and fill out its expanding business scope, Autism Victoria will have to take the following actions: * Increase its workforce by 15 staff in order to adequately expand into its new location * Develop a training program to education staff in the use of the DSM-V diagnostic tool * Secure a 50% increase in government funding through the lobbying of ministers It is reasonable to believe that through the use of these recommendations, Autism Victoria stands to perform exceedingly well in the industry in a period out to 2020. 0. References Dessler, G, Griffiths, J Lloyd-Walker, B 2007 Human Resource Management, 3rd edn, Pearson Education, Australia How to cite Workforce Planning, Papers Workforce Planning Free Essays India shines Shalini Shukla 18 Apr 2012 In the last two decades, India has gone from being one of the least globalised economies in the world to one of the most dependent on international commerce. â€Å"Our markets are more open, we enjoy a wider range of consumer items than ever, and those who go abroad (far more than ever before) finance their travel expenses with foreign exchange,† says Shashi Tharoor, elected member of the Indian Parliament from the Thiruvananthapuram constituency in Kerala and former Minister of State for External Affairs. Business process outsourcing has (also) tied large numbers of Indians to foreign work environments and business partners. We will write a custom essay sample on Workforce Planning or any similar topic only for you Order Now † This year, India is poised to over take Japan as the third largest economy in the world, based on purchasing power parity. James Agarwal, consulting director and head – India, BTI Consultants, a part of Kelly Services, says that main growth drivers seem to be a variety of internal and external factors, including investment-friendly public policies and regulations. India has also successfully raised its aggregate savings rate to levels that would allow sustained high levels of domestic capital formation, in turn helping high growth,† says Agarwal. While India’s economy is one of the world’s most dynamic, corruption, sloppy standards, a lack of decent staff and too much red tape are common gripes amongst businesses. Prince Augustine, EVP – Human Capital at Mahindra Mahindra, says there is much to be improved. â€Å"The potential of India has not been fully tapped in terms of its resources and people capability,† he says. There is ample scope for growth looking at the vast expanse of the country, its population and rich cultural heritage. † The country’s labour force is one to be reckoned with. It boasts the world’s largest labour pool, with 270 million entering the workforce over the next 20 years, says McKinsey Company. It also has the world’s youngest workforce, with 70% of the population falling under the age of 35, according to the latest Indian Census. â€Å"By and large, people (in India) are hard-working, and management is participative, forward-looking and quite performance-oriented,† says Augustine. Agarwal agrees and says work culture in India requires one to be acclimatised to the behavioural as well as cultural variations of the country. â€Å"For instance, here, people consider their family when accepting job proposals, although Gen X is emulating the west gradually,† he says. â€Å"Also, workers in India have a strict work ethic; they do not mind even working on weekends if the demands are such, unlike most other countries where weekends are almost exclusively considered personal time. However, Agarwal added that Indian workers can be rather particular about certain festivals which cannot be ignored, such as Diwali. Gender equality While India has certainly done some things right on the business front to achieve double-digit economic growth, gender equality in the country still has a long way to go before it comes even close to levels of other economic giants. According to the Gender Sensitivity Benchmark for Asia 2011 report, India is the worst among six top Asian economies when it comes to the representation of women in the workplace at the junior- and middle-level positions. Indian multinational companies studied had the lowest number of women employed, at 24. 43% of the total workforce in India. Agarwal laments that despite the fact that recent times have witnessed a boost in the status of women, such discrimination still seems to exist. â€Å"Discrimination here relates to matters like pay, conditions pre- and post-employment, promotions and other opportunity matters,† he says. â€Å"For a developing country like India, gender equality is still a long way off, coupled with unprecedented efforts to grant women an equal status and thereby ensure her development. There is a silver lining though. In spite of all the challenges, India has shown and worked on progressive policies. Today, most of India’s companies are committed to providing equal employment opportunities for all. Employers are increasingly realising the value of trained human resource, especially women in India. Diversity hiring intent among leading companies has gone up by alm ost 500% since 2010, according to a study by the Chennai-based FLEXI Careers India, which sources only women executives. Some organisations are changing their HR policies to retain their valuable employees,† says Agarwal. â€Å"There are companies which are providing flexibility so that female employees at various life stages could benefit from these policies, like working from a different city, sabbatical from corporate life, and extended maternity leave. † A host of companies, like Godrej Industries, Pepsico, Genpact, Kraft, PG, Deutsche Bank and others, have all stepped up their gender diversity hiring recently. Progressive companies such as Mahindra Mahindra believe in equal opportunity and do not discriminate in any form. â€Å"Our philosophy is that the right person should be selected for the job. We have an evolutionary approach to diversity as the working population base needs to be aligned to ensure that there is a rich supply of employable workforce,† says Augustine. â€Å"In the manufacturing sector primarily in engineering, although the number of woman employees is limited, we have good representation. IBM is another company that’s been championing diversity in the workplace. Three or four times a year, a team from IBM goes on a recruitment drive with a difference – they screen and select only female employees. Conservative estimates suggest IBM has added well over 2,000 women in two years, with the proportion of female workers increasing from 24% of the workforce to 26%. â€Å"We keep trying to find new ways of hiring women,† Kalpana Veeraraghavan, div ersity manager for India and South Asia at IBM tells The Economist. This is not just about filling a talent crunch. There is a strong correlation between success in the marketplace and having a diverse workforce. † Other examples include Genpact, where the overall ratio of men to women is 60:40; Kotak Mahindra Bank, where two out of 10 employees are women; and KPMG, which has increased its headcount for female employees by 75% as compared to its figures for 2010. Schneider Electric has also bumped up its percentage of women in the workforce from just 9% in 2009 to 20% in 2011. Money talks Companies in India are cautious, but also confident of long-term performance this year. Organisations have emerged in a mature way post-downturn with a stronger compensation philosophy in place, designed around ‘pay for performance’ and a comprehensive view for long-term sustainability. According to the Hay Group Compensation Benefits Report 2011, the country witnessed an actual average salary increase of 11% in 2011 and is optimistic about seeing double-digit growth this year at an average of 12% across levels. Sridhar Ganesan, managing consultant and Rewards Practice Leader, Hay Group India, says, â€Å"in a short span of the last five years, the Indian employment market has witnessed a range of behaviours with employers on a hiring spree and also in rightsizing mode. The market is now stabilising and maturing to the next level of employer and employee relationships. † Graduate salaries are also picking up with monthly salaries touching Rs 40,000 (US$758) in industries including engineering, sales, marketing and even in support functions such as finance and HR. Salaries are going up at a good time as India experiences its highest inflation rates yet, with the annual inflation rate for the country accelerating to a 13-month high of 9. 78% in August 2011. For instance, Mahindra Mahindra does regular Mark-to-Market comparisons and appropriate changes are made in compensation based on market realities. â€Å"Employees are aligned to these realities,† says Augustine. Ganesan also observed that there is a constant reinforcement of pay for performance. Bonus figures have been continuously showing an increasing trend year-on-year, as organisations now believe in pay for performance with controlled merit increments. † More organisations have certainly designed variable pay to induce a performance-driven culture. The target bonus percentage ranges between 8% and 44% of base salary at junior management levels, 11–63% of base salary at middle management, and 15–75% of base salary at senior management levels. The Hay Group re port found that around 79% of the organisations participating paid some form of bonus in the last 12 months. When it comes to bonuses, Diwali is the time when employees expect them in India. According to The Economic Times, Diwali bonuses range from 10% to over 200% of basic pay. Consumer durables companies and IT and business process outsourcing companies are the most generous, with the former giving out 20–250% of basic pay during the festive season and the latter shelling out 80–100% of basic wages as bonuses. Bonuses in the financial services sector range from more conservative figures of 16–50% while those in the automobile industry fluctuate between 10% and 25%. The retail sector can give out anywhere from 9% to 60% of basic pay in bonus pay-outs during the festive season. LG Electronics India is a case in point. The consumer durables company gives out a total of 200–700% of basic salaries to its 4,500 employees annually through six bonuses, including two half-yearly performance incentives in January and July, a Diwali bonus, a post-Diwali bonus, an LG birthday bonus in May and a retention bonus to employees who have completed two years of service at LG. The retention bonus is a maximum of 400% of an employee’s basic monthly salary and is paid in three instalments in every consecutive year. Talent development There is no doubt that India’s vast manpower pool has played a vital role in its economic success story. It is increasingly obvious that the success of Indian companies is not just based on superior access to raw materials or technology or patents, but also fundamentally upon human skills. The major challenge, though, seems to be the issue of upgrading skill sets of this human resource through training development in the face of high attrition and competition, says Agarwal. â€Å"Indian companies are recognising their responsibilities to enhance the employee’s opportunity to develop skills and abilities for full performance within the position and for career advancement,† he says. The India that is going global is also a remarkably young country. â€Å"India’s youth population remains an under-utilised economic asset,† says Tharoor. Census figures show that nearly one-fifth of India belongs to the 15–24 year age group. Each year, the country will add around five million young adults in that age group – five million potentially productive workers providing India with the fuel it needs to drive productivity higher, powering its economy even further. The education system is working to create a steady stream of young talent. According to National Association of Software and Services Companies (NASSCOM), each year over three million graduates and post-graduates are added to the Indian workforce. However, there is still room for improvement in terms of developing this talent. Today’s new graduates seem to be grossly lacking in all-round skills – something that’s expected, given their formal education,† says Agarwal. Augustine agrees, saying some big concerns include the employability of fresh graduates and how aligned these graduates are to business reality. Still, many reforms are underway, from governance structure of higher education and decentralisation, to major inv estments in faculty development, for both private and public institutions. â€Å"A lot of effort is being put into expanding tertiary education, especially for low- and middle-income students,† says Agarwal. Corporates are also doing their business to improve the quality of education and hence increase the number of employable talent. For instance, Wipro works closely with the Indian school and college system through the Wipro Applying Thought in Schools (WATIS) programme. The strategy revolves around systemic education reform and transforming the current nature of schools and pedagogy, it works through building capacity of social sector organisations working in the space of education and directly with schools. The WATIS programme has engaged with over 2,000 schools and 30 social organisations across 17 states of India. Mission10X Learning Approach (MxLA) is another program by Wipro that focuses on improving the potential for employability of engineering graduates in India. It does this through direct engagement with engineering colleges and faculty capacity development. The program reaches out to over 300 colleges and has trained 10,000 engineering college faculty members. Aditya Birla Group offers Management Trainee Programmes through which the company recruits exceptional management graduates from the best business schools in the country. Siemens India’s one year training programme sees newly recruited management trainees undergo a rigorous five-week classroom training, six stints of three weeks each in Sales, Operations, Finance, HR and Corporate Strategy, and a 26-week project within a business unit or corporate function. The synergy between the public and private partnership with a strong focus on key HR programmes such as talent management and employee capability-building, coupled with attraction and retention will be pivotal as India continues its journey of rapid growth. Laws to keep in mind when doing business in India+  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   According to James Agarwal, consulting director and head – India, BTI Consultants, some important Labour Acts which are applicable for carrying out business in India are:+  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Employees’ Provident Fund and Miscellaneous Provisions Act+  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Employees’ State Insurance Act+  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Workmen’s Compensation Act+  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Maternity Benefit Act+  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Factories Act+  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Minimum Wages Act+  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Payment of Wages Act| JugaadA Hindi slang word, jugaad (pronounced ‘joo-gaardh’) translates to an improvisational style of innovation that’s driven by scarce resources – a case of ‘get it done, by hook or by crook’. Just as Guanxi describes the central idea in Chinese society, jugaad is almost a way of life in India. Most workers in India embody this intrinsic trait of jugaad in their day-to-day work, allowing them to creatively come up with products and services that are more economical both for the supplier and consumer, and maximises resources for a company and its stakeholders in as little time as possible. Resolutions for 2012The English daily, Mumbai Mirror, sums up some of the biggest workplace resolutions that people in all industries will try to keep in 2012:+  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Encourage leadership – This comes in handy as companies transition from closed to open source leadership formats this year+  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Monitor workplace gos sip – Managing office gossip is important in keeping major conflicts at bay+  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Strike a connect – Know the ‘why’ and then focus on the task, helping to avoid miscommunication, politicking, etc†¦| POISED TO: Cool, calm, collected or waiting at attention: as in poised to strike. purchasing power parity : aggregate:accumulated,  added,  amassed,  assembled,collected,  collective,  combined,  composite,corporate,  cumulative,  heaped,  mixed,  piled,total How to cite Workforce Planning, Papers

Live Through This by Hole free essay sample

Sometimes, Albums just stick with you the first time you hear them, You Listen to them constantly. You learn all the information and history about the album. You learn every verse, every lyric. The album becomes part of your life. Kinda like your soundtrack. But usually, this only happens once in a lifetime. Well, it happened. For me anyway, Live Through This is the soundtrack to my life. Its the kind of album you buy at record stores, Its the kind of album that you make your friends listen too, The kind that you play in your car when your driving. Its flawless. Courtney Loves songwriting is poetry,you can honestly tell that so much went into the album. There is so much passion, and emotion in this album. Courtney Love has a way with words. Live Through This, is Holes second studio album, being released only four days after Courtneys Late Husband ( Kurt Cobain) death. We will write a custom essay sample on Live Through This by Hole or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page And even with all that heartache going on,Live Through This Received great critical praise, Spin magazine gave the album its greatest praise, naming it #1 on their 20 greatest albums of 1994. This album is a showcase of beautiful lyrics, guitar riffs and drum beats. Its like a look into The mind of the Queen of Grunge. Courtney Love has had her troubles, and her mistakes. ( Havent we all though?)But this Album inst one of them.