Medical Technologies Essay Example | Topics and Well Written Essays - 500 words

Medical Technologies - Essay Example Also, the operator or the clinician is in a position to choose which sections to operate like the brain or even any other part of the body (Seeram 4). This type of scanner has various impacts on both the clinicians and the hospitals. To start with, the clinician can get better and accurate details. Secondly, it is quick as compared to magnetic resonance imaging as it takes less time; hence saving on time. Further, it exposes clinicians to the risk of high dosages of radiation when treating the patients. Additionally, the hospitals have to invest heavily in human capital development due to the changing trends in technology to ensure that their staff operates these machines in the right way. This is a scanning procedure that uses strong magnets and radio-frequency pulses to generate signals from the body (Partain 2). The greatest advantage of using this method is that it does not use radiation, hence, favoring both the clinician and the patients. The method also has a long term effect provided all the safety precautions are followed in the right way. All clinicians are supposed to follow the required instructions when operating this machine. Additionally, it makes the works of the clinicians easier as the machine provides a wide range of details concerning the body even for information about particular illnesses. Also, the machine can make the image on most body parts clearly provide the information that is required. This is because it gives accurate details about various processes and structures in the body even in the forms of data and graphs. These are machines that are used to conduct the dialysis in patients with kidney illnesses. Although the patient can live longer when he or she follows the dialysis procedures, there are various impacts associated with the machines. To start with, these machines are very

Explain the content and effect of the UK law relating to money Essay

Explain the content and effect of the UK law relating to money laundering - Essay Example The world estimate for the amount of money involved in money laundering is around US$ 500 billion to US$ 1.5 trillion. This is a huge amount of money by any calculation to the financial systems involved. The problem is grim and the dimensions are enormous and the steps taken to contain this problem are monumental. Added to this is the money got from other countries through corrupt dictators. Chamberlain (2002) describes this scenario and illustrates the "difficulties involved in recovering assets that are the proceeds of grand corruption by politicians and officials who have held high office" in African countries. In these cases the corruption has reached the scale that the culprits ensure that their gains are put outside the jurisdiction of the victim country and laundered to disguise their origins. "Clearly the problem is enormous. It is also clear that money laundering extends far beyond hiding drug profits. In the UK this is evidenced in the legislation that has been enacted to c ounter this crime. For example, confiscation and money laundering provisions are contained in the Drug Trafficking Offences Act 1986 (DTOA), in the Criminal Justice Act 1988 and the Criminal Justice (International Co-operation) Act 1990. These provisions focus particularly on drug trafficking." 1 UK laws pertaining to money laundering These laws address the issues of money laundering and financing terrorist outfits. In the UK, and also in other countries, these two have been recognized as very serious crimes. These two crimes greatly contribute to the globally ongoing unlawful activities of crimes that are organized by terrorist organizations and other criminals (Dayanath, 2003; Johnson, 2003). The scopes of these activities are difficult to gauge and the magnitude is unknown in the UK, since these activities are very secretive and enigmatic. The UK Government, however, has recently made moves to strengthen its laws and improve their ability to investigate these crimes on a global scale. 2 Two laws pertaining to Money Laundering were enacted in the UK in recent years since preventing money laundering and governing its legislation are relatively new concepts. With the 11/9 bombing that took place in New York these laws have become essential in containing these heinous crimes (Johnson, 2003). To put in very simple lay man terms, the UK law looks very strongly at those accused or even suspected of being involved in a money laundering racket. A person can be sentenced to 14 years in jail; what is significant here is that there can be no remission on this sentence. One cannot claim any kind of ignorance or coercion in this case and hence this cannot be treated as defence. Whether one likes it or not, if a person is aware that another person in an organization is guilty of money laundering of some sort, he or she is bound by law to report the same to the authorities. Salient features of the law Money laundering crimes are on the increase in the UK and hence these acts have come at the right juncture. It provides the general legal basis and framework

Supporting Activity Essay Example | Topics and Well Written Essays - 250 words - 1

Supporting Activity - Essay Example Mobile computing has resulted in a marked increase in productivity of employees because of their easy access to data which they need. Web 2.0 is another development whose impact in the information technology of companies cannot be undermined. â€Å"Web 2.0 is the popular term for advanced Internet technology and applications including blogs, wikis, RSS and social bookmarking† (Rouse, 2011). With Web 2.0 employees gain an easy access to various business applications which the IT department can benefit from. Web 2.0 allows for people to create, work together, edit and share user generated content online; thus, making it easier for the IT department to disseminate information. Aside from mobile computing and Web 2.0, social media networks such as Facebook and LinkedIn are used by some organizations to reach out to their customers. Inter-office memos are sometimes broadcasted through social media networks because of its accessibility to everyone. As more advances in technology are developed, the information systems of corporations are also enhanced leading to a more efficient and accurate transfer of information. These new trends are reshaping the manner of doing business today and in the

Human Resource Management at Coca Cola

Human Resource Management at Coca Cola Coca-Cola the worlds largest selling soft drink manufacturer came to India for the second time in 1993 revitalizing the Indian soft drink market. Coca-Cola was Indias leading soft drink until 1977 when it was kicked out of India after a new Janata Government ordered the company to turn over its secrets formula for Coca-Cola and dilute its stake in its Indian unit as required by the Foreign Exchange Regulation Act(FERA). The company refused to oblige the government and preferred to leave the country in 1993. After maintain the government liberalization policy they got back in late 1993. Since, 1993, Coca-Cola India has made significant investments to build and continually consolidate its business in the country including new production facilities, waste water treatment plants, distribution systems and marketing channel. Dabur is a leading consumer goods company, having subsidiary companies and 13 manufacturing plants. It operates in nearly 50 countries, making it an Indian multinational company. The vision of Dabur is stated as Dedicated to health and well being of every household. There is no specific stated mission statement but a statement of strategic intent having several elements for instance: Developing a platform to become a global ayurvedic leader. Synthesising knowledge of ayurvedic and herbs with modern science to develop natural solution for meeting the health and personal care needs. Strategy is the determination of direction of the organization in which it is going in relation to its business environment. That is it is the process of defining intention and allocating and matching resources in order to obtain opportunities and needs undergoes achieve strategic fit among them. The main purpose of the business is to achieve competitive advantages. The strategic capability of the organization is the necessary elements of the effective development and implementation of strategy. HRM practice in any organization, there are three model (High performance management, High commitment management and High involvement management) among them any one can be practiced because according to Becker et al(1997), rightly suggested that What works well in one organization will not necessarily work well in another because it may not fit with its strategy, management style, organizational practicing culture and so on. So the concerning organizations of HRM study of Coca Cola and Dabur in India and considering their Struggling circumstance leads to appraise High performance Management Practice and its rational implication. High performance Management: High performance working involves the development of a number of a interrelated process that together make an impact on the performance of the firm through people in such areas as productivity, quality, levels of customer service, Growth, Profits and ultimately increase the stakeholder and shareholder value. This can be achieved by: Increasing the Employees Skills Enthusiastic engagement of Employee (Stevens, 1998) High performance management practice includes rigorous recruitment and selection procedures, extensive and relevant training and management development activities, incentive pay systems and performance management process. This strategic approach is so rational for the Coca cola and Dabur India as they suffered from low performance of the existing employees which leads their HRM to coop the recruiting fresh talent to replace the good for nothing staff(Coca cola) and to improve the existing employees offering different schemes of motivation for instance Key performance Area to specifically effective performance appraisal in Dabur India. Resource Based Approach: Resource based strategic management is base on the ideas of Penrose (1995), he suggested that a firm is an administrative organization and collection of productive resources. According to Hamel and Prahalad declared in their Resource based Strategic model that competitive advantage is obtained if a firm can obtain and develop human resources that enable the organization to learn faster and apply its learning more effectively than its rival. The benefit arising from competitive advantage based on the effective management of people is that such an advantage is hard to copy by the rival companies. An organizational HR strategic policy and strategy is the blend of process, procedure, personalities of employees and employers, management style, capabilities and organizational culture. Among them on of the keys to competitive advantage is the ability to differentiate what the business supplies to its customers from what is supplied by its competitors. Such differentiation can be achieved th rough having aHR strategy and policy which ensure that The firm has higher quality of people than its competitors The unique intellectual capital possessed by the business is developed and nurtured The organization learning process is encouraged Organization specific value and culture exist which bind organization together and give it focus. (Purcell et al, 2003) The purpose of the resource based HRM strategy id to improve resource capability achieving strategic fit between resources and opportunities and obtaianing added value from the effective deployment of resources. Problems in Coca Cola: As the coca Cola operated its business in competitive business market like in India where competitive rivalry is so highly sensitive. So that after merging with two companies Coca-Cola India and Coca-cola beverage brought 10,000 employees more which made double the number of employees it had in 1998. Though the employees are human capital but improper management of the human resource may raise the ineffective performance which had to face Coca-Cola in North India disruption in march 2000. As the performance of any organization depends on the environment and culture of the organization where they are work with other people so that merging of two company of different culture made massively disoriented culture of work practice not necessarily reduced performance but also tends to regionalization because after merging Hierarchy of the organization was quietly changed based on the Six different regions and every Regional manager are the head of the Region. So that merging caused the dilution of several central jobs and this forced to retire about 1500 of employees at bottling plant. The new line of control strengthened entry among the employees and midd level jobs at the regions and downgraded many at the centre. This lead to unrest among the employee and about 40 junior and middle-level managers and some of them are senior personnels. Solution: The aims of a resource-based approach is to improve resource capability achieving strategic fit between resources and opportunities and obtaining added value from the effective deployment of resources. In the perspective of Coca-cola case study it would be preferable to advice under the crisis moment when four companies merge together and chaos came out . In such circumstances it should be better to adopt resource base approach to better utilization of the existing huge resources as well as maintaining organization culture practical and outstanding. In the other hand in case of Dabur india it can be said that beside the resource based strategy it would be better to emphasize on the High Performance base management strategy to improve the competency of the workforce after all to become competitive business icon . In accordance with the case it has been seen that as the Dabur India is not extensive business resource owner, so that it is so wise to cope with High Performance base management and simultaneously resource based approach as well because resource must be adopt in the strategy of the company to gain better performance. Task 2: The total concept of strategic HRM is envisage on the belief that HR strategies should be integrated with corporate or business strategies. Strategic integration is necessary to provide similarity between business and human resource strategy so that the latter supports the accomplishment of the former and indeed, helps to define it. The aim is to provide strategic fit and consistency between the policy goals of human resource management and the business. (Integrated HRM,2010) There are numerous logical acquaintances and topic subsist stuck between corporate tactics and human resource (HR) strategies. One of the association is the portfolio theory that stand for market growth rate as a purpose alongside relative market share whilst get used to HR strategies and policies based on changing conditions. A further relationship is the value chain which encourage innovation, service quality, responsiveness, and describe the positions for precise businesses. The connection also treats human resources as a significant factor in deceiving business rivalry on an in progress basis. Themes that centred on relation between HR strategy and corporate strategy which are identity, emergence , turbulence ownership and structure as well. The corporate strategy will be found difficulty in action level unless HR strategy will not cope with the goal of the corporate strategy. Coca-Cola and Strategic Alignment: Coca-cola in India decided to get change as a change in corporate strategy by merging of its four bottling operations (Hindustan Coca-Cola, Bottling North west, Hindustan Bottling Coca-Cola Bottling South West, Bharat Coca-Cola North East and Bharat Coca-Cola South East) and two new companies Coca-Cola India ,the corporate and marketing office and Coca-Cola Beverages in 1998. But after merging of four companies of different region of India made massy in working culture which made a significance issue of Human Resource at the Company. The state of cultural discoordination was experienced due to the gap of corporate strategy and interpretation of HR strategy. That emerges the condition experienced after mergers different work culture and different value system After merging Coca Coal had huge employees which was more than the resource operation therefore had to accept the cost reduction drive on the human resources front not only that many executives who were provided accommodation in farm house were asked to shift to less expensive apartments. Also company decided not to buy or hire new cars as it felt that the existing fleet of cars was not being used efficiently. In Dabur India, in the fiscal 1998, 75% of Daburs turnover had come from fast moving consumer goods (FMCGs) and they were not progressing as they wished to.Buoyed by this , the Burman family formulated a new vision in 1999 with an aim to make Dabur Indias best FMCG company by 2004 as corporate strategy. Solution: As the company merges its different bottling operations and obtaining huge human resources (40,000 employees to Coca-Cola doubling the number of employees it had in 1998) under a single umbrella which reflect huge cultural disorientation in the organization as well as distribution of power in the management level felt to change. So that HR introduced hierarchy of that company and divided whole country of operation into six region and each region have got Regional general manager under him one regional functional manager who will report regional general manager. Beside that all Regional manager have to report the VP (Operation) who will report to CEO. To mitigate the organizational cultural chaos and as part of restructure plan , Coca-cola took a strategy level decision to turn itself into a people driven company and to motivate and restore good working cultural environment to inculcate a feeling of belonging, the company gave flowers and cards on the birthdays of the employees and major festivals. All these were the sign of strategic alignment of HR and Corporate strategy (Business goal and therefore merging and cost reduction) and restructuring from HR and establishing organization culture. Due to the problem in business profit and slow progression of Dabur India, HR recruited CEO as an advice from the company hired consultant (Mckinsey) and restructured the organizational hierarchy to meet the organizational objectives such as Customer satisfaction, increased sales and reduce cost, cycle time efficiencym return on investment and shareholder value. And Dabur India tried to makes solution by aligning corporate strategy and HR strategy to meet the organizational objectives Task 3: It has been suggested by Richardson and Thompson(1999) that strategy, whether it is an HR strategy or any other kind of management strategy must have two key elements: there must be strategic objectives, things the strategy is supposed to achieve and ther must be a plan of action,the means by which it is proposed that the objectives will be met. Business Internal HR Strategic Plans HR Implementation Mission External The traditional believe that strategy formulation is a formal, logical, systematic and sequential process. Figure: The sequential approach to formulating HR strategy. A methodology for it was proposed by Dyer and Holder(1998) as follows: Assess feasibility: From an HR point of view, feasibility depends on whether the numbers and types of key people required to make the proposal successes can be obtained on a timely basis and at a reasonable cost. Determine desirability: Examine the implication of strategy in terms of sacrosanct HR policies. Determine goal: These indicate the main issues to be worked on. Decide means of achieving goals: The general rule is that the closer the external and internal fit, the better the strategy, consistent with the need to adapt flexibly to change. Implementing HR Strategies: Strategies tend to be expressed as abstractions but they must be translated into programmes with clearly stated objectives and deliverable. Strategy is traditionally the heart of the human resource managers strategic job. Top management formulate the companys corporate and competitive strategies. Then, manager design strategies, policies and practice that make sense in term of companys corporate and competitive strategies. Human resource management supports strategy execution in other ways. For example, Downsizing and restructuring efforts, out placing employee, cutting pay for performance plans, reducing health care cost and retraining employee. Problems: In Coca-Cola India as they were merged among their different companies therefore that carried forward the employees from different work cultures and different value system. This move towards regionalization which caused dilution of several central jobs with as many as 1500 employees retiring at the bottling plants. Not only that the new line of control strengthened entry and middle level jobs at the regions and downgraded many at the centre. This led to unrest among the employees and about 4o junior and middle level managers and some senior personnel. Dabur India found itself significantly lacking in some critical areas . While Daburs price-to-earnings (P/E) ratio was less than 24, for most of others it was more than 40. The net working capital of Dabur was awhopping Rs. 2.2 billion whereas it was less than half of this figure for the others. Even the return on net worth was round 24% for Dabur as against HLL 52% and Colgates 34%. Solution: Coca-Cola introduced a strategy level decision to turn itself into people driven company to make sense of belongingness within the employees. Moreover, the company introduced a detailed career planning system for over 530 managers in the new set up. The system included talent development meeting at regional and functional levels, following which recommendation were made to the HR council. The council then approved and implemented the process through a central HR team. In Dabur India, to comply with the organizational set objectives, HR introduced a new policy of Performance appraisal where their objective were to Get and make strategy based on the concept that the facts of appraisal had to shift to what a person had achievd , as much as on what he was capable of. Task 4: HR Strategy for a Merger: To develop a successful HR strategy for a merger, the responsible HR organization require timely access to all relevant information. Ideally, HR participates in the evaluation of the potential merger candidate and has an opportunity to perform HR due diligence prior to the merger when the technologies, customers, market and finance are being evaluated. A common double handicap often arise during this phase: First, the HR organization of the acquiring company is often not involved in the evaluation until after a decision for merger has been made, HR is the tasked with executing the merger and handling all HR transactions.(Picot, G. 2002,) Second, merger candidates rarely fully disclose details personnel data, with all its strength and awareness. HR management is therefore often faced with major challenge of developing an HR integration strategy without having a complete overview of all the facts. An effective way to address this situation is to form an HR integration team that bring together HR professionals from both companies as early as possible. This will enable the acquiring company to quickly gain a sound understanding of the HR potential for the merger. Joint HR team can also develop a joint strategy for addressing the changes that every merger inevitably produce when organizational entities are merged or eliminated to optimise responsibilities and capacities. There are two elements dominate the development of an HR strategy: Competence management and cultural management. According to Gut-Villa (1997), describes the four main roles of HR professionals in terms of acquiring or mergers strategy: Strategic partner for top management Administrative expert for personnel administration Employee champion for the needs of employees Change agent for transformation process. Difficulties: Four CEO s within 7 years indicating the instability on strategic level of the Coca-Cola and arch rival Pepsi being stepped forward due to organizational incofidence with their Human Resources and also their key operating strategy, not only that reputation become tarnished to the public which was revealed by the media. All of this accumulated Coca-Cola had to count huge loss $ 52 million in 1999. Due to the merging of companys and huge employees of different regions made the organization in a moment of crisis as the different cultures are mixed in a same place and also management needed to be change in order to have had organizational goal achievement. Solution: The Coca-Cola in India had to go in for a massive restructuring exercise focusing on the companys human resources to ensure a smooth acceptance of the merger and therefore launched six regional basis hierarchy topping a CEO and other motivational approach of belongingness from employees. Task 5: The most popular selection technique in practice are: Interviews: Interviewing is universally popular as aselection tool. According to Torrington et al(2002) interview as a controlled conversation with apurpose but this broad definition encompasse a wide diversity of practice.But over the years have received a relatively bad press as being overly subjective and prone to bias to interviewer aand therefore unreliable predictors of future performance and such criteria are possibly applicable for unstructured interview. There are different type of structured interview but they have common features (Anderson and Shakleton, 1993) The interaction is standardised as much as possible All candidates are asked the same series of questions Replies are rated by the interviewer on preformatted rating scales Dimension for rating are derived from critical aspect of on-the-job behaviour. Another two popular structured interview technique are behavioural (questions are focused on the past behaviour)and situational interview (uses the hypothetical questions like what would you do if you had to deal with a team member who was uncooperative) Telephone Interviewing: The use of telephone interview ing is increasing. The CIPD recruitment survey (CIPD ,2005a) found that 30 percent of all organizations and 45 percent of organization in private sector services use telephone interview as part of these selection process. Telephone interviews used to screen out unsuitable applicants or as an integral part of the selection process (IRS, 2005) Tests: Testing is essentially an attempt to achieve objectivity or to put it more accurately to reduce subjectivity in selection decision making (Lewis, 1985). The type of test used for selection are ability and aptitude test s, intelligence tests and personality questionnaires. Ability test s are concerned with skills and abilities already acquired by an individual where aptitude test focus on an individual potential to undertake specific tasks. Difficulties: As the Coca-Cola merged, there were vast changed took place due to restructuring strategy from HR and to comply with the corporate strategy as a part of cost reduction lots of employee needed to laid off. In Dabur, due to companys lack of expectancy and fulfilment of strategic objectives they had to passed a critical time intervention where they felt a hire of an expert to give strategic vision and guide. Solution: Coca-Cola introduced the laying off strategy to meet the corporate strategy. Dabur India hired Mckinsey Co. at a cost of Rs. 80 million. Mckinseys three fold recommendation were: to concentrate on a few business, to improve the supply chain and procurement process and to reorganize the appraisal and compensation systems. And also according to the advice of Mckensey need of CEO, Daburs recruit a CEO which was the first incident of an outside professional being appointed after the restructuring was put in place Task 6: There are three phase of evaluation of performance appraisal as enlisted below: Performance Management based phase Improving Current Performance Phase Development of Individual phase 1. Performance Management based phase: In this phase, there are two main reasons : either as system to control employees or in order to provide data about employees so that benefits(salary increment and other rewards, promotion, transfer, e.t.c.) can be awarded on a more or less systematic and equitable basis. This system emphasized on control through report generation which are often confidential and not shown to the employee being reviewed being produced annually on all employees and which was kept in their personal life. This system relied on heavily on rating performance usually on predetermined numerical scale and used for gathering information about the potential of employees. The operation such system involved burdensome paper work, time and were often not truly representative of effective performance but which might be done to improve performance either by individual or by the organization. 2. Improving Current Performance Phase: The primary approach in this phase so as to change the way in which employees do their jobs. The emphasis putting on: Reviewing previous performance and result for a given period of time against the plans and commitments generated at a previous appraisal Jointly identifying opportunities and needs for improved performance on the part of the employee, and increasing support for other employees and the organization Agreeing performance standards and the ways they will be monitored and assessed. Identifying significant constraints and obstacles to task implementation and planning ways of coping with these. 3. Development of Individual Phase: This phase focused on providing an opportunity to reflect upon professional practice in a structured way, identifying the training and development needs of individual and groups and seeking to provide opportunities for job and career discussions and counselling. Typically they start by revising the role and job content of the employee and analysing what skills and abilities are needed to meet these and then identifying a=what additional or increased capabilities are required to produce an acceptable outcome. However these system excellent interviewing and interpersonal skills for the employee and the manager. Employee Development: Employee development cultivates employees in line with organization, departmental,and work group needs. According to Nadler(1979), Employee development is concerned with preparing employees so that they can move with the organization as it develops, change and grows. Employee development is not always directly tied to observable, behavioural change. It cultivates individuals so tat their organization and work group collectively possess the competencies essential to meet present responsibilities and prepare for future attempt of the organization by the employee. The objectives for employee development can be achieved through following method: Long-term, informal mentoring programs Long-term, formal mentoring programs. Long-term, formalized transfer or exchange programs across organizations, divisions, departments, work units. Short-term rotation programs Special job assignments Action learning projects Field trips Professional conference Behaviour modelling Think tank experience. (Willium, J. 2003) Employee Reward System: An employee reward system consist of an organizations integrated policies, process and practices for rewarding its employees in accordance with their contribution, skill and competence and their market worth. It is developed within the framework of the organizations reward philosophy, strategies and policies. There are several elements in employee reward system including Base pay,Contingent pay, Allowances, Total earnings, employee benefits, total remuneration, Non-financial rewards. (Armstrong, M.,2004) . Decisions about pay increase are often critical ones in the relationship between employees, their managers and the organization. Individuals express expectation about their pay and about how much of an increase received by other employees. There are several ways to determine pay increase: Performance, seniority, cost of living adjustments, across the board increases and lump sum increase. These methods can be used separately or in combination. Performance-Based Increases: A growing number of employers have shifted to more pay for performance philosophy and startegies. Consequently, they have adopted various means to provide employees with performance based increases. There are several types of performance related pays: Payment by result: payment depends on the values of the output of a group or an individual or out put of units per time basis. Piecework: Its depend of each unit of output. This is the oldest category of performance pay. Organization or Plant wide incentives: This bonus pay depends on the measured quantities or value of the overall establishment output of the plant. Merit Pay: It is based on the assessment of the employees contribution to performance. Performance related pay: this payment based on the performance appraisal of an employees against the seted objectives. There are other form of performance related pay like competence based pay and profit related pay. Problems: According to Arthur Andersons team, Coca-Cola carried out a performance appraisal exercise for 560 managers. This led to resignations en- masse. Around 40 managers resigned between July and November 2000. Coca-Cola also Sacked some employees in its drive to overhaul the HR functioning. By January 2001, the company had shed 70 managers accounting for 12% of the management. Solution: To be a learning organization, Coca-Cola introduced a detailed career planning over 530 managers in the new setup. This system included talent development meetings. Efficient management trainee were to be sent to the overseas office for more responsible position. In order to motivate the employee as well as media rumour, Coca-Colas CEO took step to ensure a smooth relationship with the new people in the company. He personally met the finance heads in every territory and made the companys policy plan clear to them. To meet the corporate objectives HR changed the performance appraisal system and to increase employee satisfaction level, Dabur identified certain key performance areas(KPAs) for each employee where performance appraisal and compensation planning were now based on KPAs and employee training was also given a renewed focus, As a facts of motivation Dabur introduced Daburs employee friendly initiatives included annual sales conferences at places like Mauritius . These conferences, attended by over hundred sales executives of the company, combined both work and play aspects for better employee morale and performance. Task 7: Learning Organization: A learning organization is one that continually improve by rapidly creating and refining the capabilities required for future success(Wick and Leon,1995). According to Senge, Learning organization is that where people continually expand their capacity to create the result they truly desire where new and expansive pattern of thinking are nurtured where collective aspiration is set free and where people are continually learning how to learn together. Kandola and Fullerton (1994) proposed a model which reflects the importance of the learning organization and its rational practice in business: Shared Vision: It enables the organization to identify, respond to and benefit from future opportunity. Empowering management: Empoewering the managers and employees in varied extent improve the performance. Enabling structure: organizational structure and its related knowledge aware the employees about their duties and responsibilities according to their hierarchy or organizational structure. Supportive culture : which reveals the expression of the employees, opinion ship, liberty in speech may be the practice of the organization which make the culture of the favourable working organization. Motivated workforce: Learning organization is to learn employess how to be knowledgeable about their right and wants to learn continuously. Enhanced learning: process and policies exist to encourage learning amongst all employees. Knowledge Management: Knowledge management is any process or practice of creating, acquiring , capturing. Sharing and using knowledge, wherever it resides, to enhance learning and performance in organizations(Scarborouogh Swan and Preston,1999). Knowledge management is concern with both stock and flows of knowledge. Stock included expertise and encoded knowledge in computer system. Flows represent the ways in which knowledge is transferred from one people to another people or from one people to data base. It involves transforming knowledge resources by identifying relevant information and then disseminating it so that learning can be take place. In practice of knowledge management the strategis promote the sharing of knowledge by linking

Electron Microscope Essay -- science

Electron Microscope The electron microscope has become one of the most widely utilized instruments for materials characterization. An electron microscope is a scientific instrument that allows us to â€Å"see† objects so small that they cannot be seen in any other way. (CITE) Electron microscopes have allowed scientists to see individual molecules and atoms for the first time. Most microscopes, including those in schools and laboratories today, are optical microscopes. They use glass lenses to enlarge, or magnify, an image. An optical microscope cannot produce an image of an object smaller than the length of the light wave in use. To see anything smaller than 2,000 angstroms (about 1/250,000 of an inch) a wave of shorter length would have to be used. In 1923, a French physicist Louis de Broglie suggested that electrons, like light, travel in a wave. In addition, the wavelength of electrons is much shorter than the wavelength of light. An electron is an elementary particle carrying a unit of charge of negative electricity. (CITE) J. J. Thompson discovered the electron in 1897 while showing what cathode rays were composed of. (CITE) The first time that the electron was used for a unit of negative electricity was in the late 19th century by the English physicist G. J. Stoney. The electron is the lightest particle having a non-zero rest mass. Electrons also have a wavelike property, which made them prime candidates for microscopes and other devices. Ernst Ruska (190...

Fashion Conscious Creme

These are lines often heard in the fashion conscious creme de la creme of Indian society. The story is the same in almost any commercially ‘happening’ city in the world except that the names of the designers keep changing. This does not mean that the national designers have not made a dent in the world market! The Indian fashion world got global attention after Miss Sushmita Sen and Miss Aishwarya Rai won the much coveted Miss Universe and Miss World titles respectively in 1994. Critics look upon these victories as a multinational conspiracy to promote European and American products in post-liberalisation global India.But the reality of the Indian fashion world having made a name for herself cannot be denied. ‘Fashion’ refers to that which is in vogue. It is usually related to one’s dress sense and personality traits. In today’s global village, everything from the colour of your hair to the designer brand of your shoes is a part of your fashion statement. There is a natural desire in all of us to look good and our fashion sense essentially roots from there. This desire to look good is a primal instinct and should be respected because looking good is feeling good.The appearance factor also plays a very important role in the job sector because a good look obviates a sense of refinement and culture and communicates the right kind of values in one’s upbringing. The modem obsession with designer products sold at ludicrous prices, however, beats understanding. Some young man with multiple partings in his spiked hair sporting a loud T-shirt with torn jeans in perfect ‘harmony’ with the pierced eyebrows, nose, lip and navel is not sporting any attitude; he is simply epitomising the fall of man to a level of vulgarity which is worse than bestial. Fashion should not be confused with arrogance or impudent disrespect for traditional norms and the values of our seniors. Fashion â€Å"The Craze Among Youth†.E very person is fashion conscious. Fashion is very popular among the school boys and girls. They do it in a competitive spirit to look smart, up-to-date  and attractive. Students like actors and actresses. Some of them see a film to copy the latest fashion. It is mostly the college students who look upon fashion as the very stuff of their conscience. Being fashionable is the only real passport to high society and popularity in the college. Students put on expensive and fascinating clothes of the latest cut, color and design. The students spend a lot of money on clothes and other things in life for sake of variety.They do not realize that they are wasting their precious time and energy in this effort. In addition, they waste the hard-earned money of their parents. Students have become crazy after fashion. But this is all being done at the cost of their studies. They are wasting the precious time of their life. Sometimes, poor parents are burdened with fashion bills. 853 Words Free S ample Essay on FashionThus, every one should try to have some leisure and make the best use of it by taking to some good hobby or the other. Great caution should be exercised; in choosing a hobby. We should choose a hobby which recoups our energy and provides relaxation and recreation. Young people all over the world are becoming more and more fashion conscious. Young students, whether boys or girls, are crazy about it they want to look smart and beautiful by wearing dresses of the latest designs.In order to boost the sales of their dresses, leading cloth mills and dress ¬making firms engage reputed fashion designers and beautiful models. Fashion parades and shows are held in big five star hotels to exhibit the latest dresses. Fashion is no longer the monopoly of women. Even men have great fancy for it. In fact, the latest uni-sex dresses like shirts and jeans can be worn both by the girls and the boys. Today, the biggest centers of the latest fashions in the world are Paris,†¦

Punjabi Woman: a Momentum Journey from Dark to Dawn Essay

Punjab is the home of Mata Kaushalia and Mata Sita, the self effacing wives and mothers who would not thwart a commitment made by their husbands to a rival, even when that would make their own life an unmitigated agony. The role of Punjabi women as commandos in the battle-fields is no less glorious. Sada Kaur and Rani Sahib Kaur is remembered as one of the greatest generals of her time even in the Afghan records those have successfully defended their kingdom against the attacks of the Marathas, Afghans and European adventurers and chased them away from the battlefield. This shows the women of Punjab had an equal share in the re-building of India. Through Kuka, Nirankari, Arya Samaj, Dev Samaj, Congress and Akali movements, the women of Punjab has played an equally commendable role in the freedom struggle against the Britishers. This article is an effort to put a light on the hardships of the Punjabi women that how they have stood shoulder to shoulder with their men in war and in peace and how they have crossed their journey from dark to dawn. They gave up the pleasures of a princely home to fight for the independence of India., acquired the prominent places in the Indian administration, some became the first Health Minister of India and some of them became commanders of the Rani Jhansi Regiment of the Indian National Army, and gave her life while fighting for India’s independence in Assam. Now they have grown from their hard times and today the enlighten women paved the way for them to adopt new professions especially in the field of law, medicine and teaching and existed as a New Woman with New Spirit __________ â€Å"Punjabi Woman: A Momentum Journey from Dark to Dawn† Miss. Ritu Assistant professor in Laws , KCL Institutes of Laws, Jalandhar. â€Å"Women have great talent, but no genius for they always remain subjective,† said Schopenhauer in â€Å"World as Will and Idea†. Greek philosophers thought a â€Å"woman is an unfinished man left standing at a lower step in the scale of development. The male is by nature superior and female inferior. The one is the ruler and the other ruled. Woman is weak of will and, therefore incapable of independence of character and position.† Such prejudices prevail even today. On the threshold of a new millennium the status of woman is still to be elevated to that of man. The position and status of women varied from time to time in the different societies. The early Vedic times of the ancient period were free from many of the social evils that harmed the Indian society in the later eras. At that time women were assigned high status in the society. But during the post-vedic period, women lost that status which she once enjoyed in society. She became a subject of protection and treated as a second class citizen. In the great Indian mythology of Mahabharat the heroes of the legend, the Pandavas, lost their wife Draupadi in a card game! She was offered after their other valuables, like gold and land, had been lost in the gambling game. Against this backdrop it is significant that Sikhism, one of the world’s youngest religions, accorded women complete equality with men in all spheres of life. Guru Nanak Dev Ji (1469-1539), founder of the Sikh religion made Sikhism conform to enlightened, simple, practical, progressive and humane ideals right from its inception. Guru Nanak Dev Ji understood and appreciated the unifying role of women in society and worked for their emancipation. Sikh scriptures categorically state that man and woman together make society a composite and well balanced whole and should not be viewed as a threat to one another. Women as multifaceted personalities had a significant role to play in society. â€Å"Then why call her evil from whom are great men born, And without woman none could exist The eternal Lord is the only one, O Nanak Who depends not on woman?† (Guru Granth Sahib, P. 473) Such thinking was revolutionary and far ahead of the times. Bibi Nanaki, the elder sister of Guru Nanak, was a perfect example. The Guru was especially close to her and regarded her as his inspiration and mentor. Nanaki had implicit faith in her brother’s ideology and encouraged him in his life’s mission and became the first person to be initiated into Sikhism by Guru Nanak. Guru Nanak’s ideals were given a practical shape and consolidated by Guru Amar Das (1479 – 1574), the third Sikh Guru. He was a great champion of women’s rights who based his concepts on complete gender equality and specified norms for ameliorating the status of women in medieval India. Guru Amar Das stopped contemptuous references to women as mere child-bearing machines. â€Å"Blessed is the woman who creates life†, he wrote in the Granth Sahib. During his pontifications, he made sure women were provided opportunities to lead more meaningful lives which enabled them to actively participate in social and religious affairs. For the propagation of the faith’s ideology, he created twenty two administrative units called manjis or parishes. Of these four were headed by women – which were unheard of in those times. In status these four women were equal to modern Bishops because each enjoyed full economic and decision-making powers within her parish or manji. During the medieval age, condition of women was again degrading. Muslim attacks made people to protect their ladies and compelled them to shut the weaker sex behind the four walls of the houses. Purdah system, polygamy, child marriage and other evils started creeping into the society which affected the condition of women. But still during that time many socio-religious movements like Sufism and Bhakti movement tried to emancipate women. The Sikh Gurus and their great ladies became social reformers, acknowledged the importance of woman and voiced their opinion against the prejudices of society like child marriage, sati system, purdah, enforced widowhood and others. With the creation of Khalsa on the Baisakhi day of 1699 by Guru Gobind Singh ji, Sikhism underwent a major transformation. The Khalsa was created to instill a fresh spirit of courage and confidence among the Guru’s followers. Here again women were an integral part of the celebrations. At the time of taking Amrit a man was given the name â€Å"Singh† (lion) and women added â€Å"Kaur† (princess) to their names. The suffix â€Å"Kaur† is of immense significance as a woman was recognised as an individual who need not take her husband’s name after marriage. She could use the word â€Å"Kaur† after her name from birth to death. The word ‘Kaur† is derived from the word â€Å"kanwar† – the son of a king. This empowers Sikh women, Apart from equality in socio-religious affairs, could participate in political matters as well, including leading an army into battle. This gave women in Sikhism a sense of enormous self-confidence. Guru Gobind Singh’s widow Mata Sundari played a key role in Sikh history for forty momentous years. She issued Hukamnamas (decrees) to the Khalsa giving directions at a critical juncture and successfully guided the destiny of the Sikh against both the Afghan invaders and various claimants to the â€Å"Guruship†. Rani Sada Kaur, the brave mother-in-law of Maharaja Ranjit Singh is aptly described as a first woman commander-in-chief. She became a young widow when her husband was killed in battle. She used this crisis to transform herself into a woman-warrior, donning a high turban and battlefield garb with full weaponry. She commanded numerous battles and eventually laid the foundation for the Sikh empire. Rani Jinda, married to Maharaja Ranjit Singh, the mother of Dalip Singh, the ruler of Lahore kingdom, was the brain behind the rising of 1848-49 against the British authorities. She was known for her intelligence and intrepid spirit, Jindan was one of the few persons who was intensely disliked and also feared by the British. She was the first female freedom fighter in the struggle to oust the British from India. After the annexation of Punjab by the Britishers in 1849, various changes occurred in the modern era of the Punjab. It was the period where on the one hand a tuff struggle for freedom was on the peak and on the other a concerted effort was also made to form a new woman. The Board of Administration was formed by the Britishers and they started working for their vested interests which in return had some positive impact on the society of Punjab. Some socio-religious reform movements like Singh Sabha, Namdhari, Arya Samaj, Kukas and others began to develop in Punjab during the late nineteenth and early twentieth century and played a significant role in the history of Punjab. They raised voice for women emancipation. They all fought against social evils like sati system, female infanticide, child marriage, purdah system, widowhood, polygamy, prejudices against female education and many more. These social reformers opened various schools, colleges, gurukuls for girls in the different parts of Punjab. Most of the writings of the missionaries, colonial administrators or social reformers were the narrative of women’s slow but progressive march towards modernity following a period of stagnation. These accounts gave importance to women’s biological differences; specification of their nature, the role played by them and categorized them into single strata irrespective of their class, caste and hierarchies of their age. A concerted effort was made by the vernacular press especially magazines, journals and newspapers through their editorials, articles, essays and others to motivate and encourage women who were having a segregated existence in the society. Female education was given importance and stress was laid on the domestic household work for girls in the early decades of 1900s. A new woman-educated, free from the shackle of purdah, accomplished in domestic skills, devoted to the husband and family, an intelligent companion, an ideal mother, producer and nurturer of a strong masculine race and custodian of tradition, was portrayed. Rich and higher classes wanted to educate their girls as the education became eligibility for their marriages, on the other hand, the poor and middle class people needed bread winners for their family. The journey from education to occupation by the girls in Punjab was crossed. The educational experiments of the government and reformers produced a â€Å"new woman† with interests that were beyond the household. The main objectives of their associations was to make society evil free and gave special attention to the female upliftment. The Chief Khalsa Diwan of Amritsar was established in 1902 to promote the spiritual, intellectual, moral, social, educational and economic welfare of the people and the girls of orphanage were sent to different schools in Punjab for getting education. The Central Vidwa Ashram for the welfare of widows was also established where they were imparted technical and vocational education. The Sikh Educational Conferences were also conducted annually by the Diwan from 1908. From 1908 to 1947, thirty three sessions of the conference were held and all the issues dealing with female education were regularly discussed. The royal women of the different princely states like Nabha, Patiala, Jind and others were the patrons of the conference. These conferences made women of Punjab to come forward and they began to communicate with their counterparts outside their families and local communities. These later became a platform for the women to participate in public life and the freedom struggle for India. The entry of Mahatma Gandhi and the Jallianawala Bagh tragedy of 1919 made women of Punjab to directly participate in the non-cooperation Movement of 1920-22. They held the meetings, led the processions, boycotted foreign goods, adopted the slogan of swadeshi and indulged in the picketing of foreign cloth shops and liquor shops. Sarla Devi Chaudhrani, Parvati Devi of Kamalia, Puran Devi, Gauran Devi, Mrs. Duni Chand, Kumari Lajjavati, Lado RaniZutzhi were the few names who participated in the movement of 1920-22. The participation of 1920-22 was a sort of training programme for the future Satyagraha programmes of 1930-34 and 1940-42.Women’s participation in Civil Disobedience Movement of 1930-32 differed quantitatively and qualitatively from their involvement in the early 1920s and won them a place in history. As the Dandi March was initiated by Gandhi in 1930, women of Punjab inaugurated the movement by taking out processions, prabhat pheris and holding meetings. Regular processions were led by women like in Lahore the life and soul of the movement was Lado Rani Zutshi, Parvati Devi,Kartar Kaur, Atma Devi and many others. As the women were participating in all these activities of the campaign, the government also started arresting these women participants. In the year 1932,that is, in the mid of the movement, the number of women convictions in Punjab was gradually increasing and on average ten women were convicted every month. Thus, it was the women’s organizations and networks , developed between 1925 and 1930, that laid the ground work for their positive reaction to Gandhi’s call. The public participation of the women gained momentum. The All India Women’s Conference which was first organized in 1927 at Poona. The women of Punjab also participated in the twenty sessions of the conference from 1927-47. The participation was so important that one of the sessions of the conference was held at Lahore in 1931and Rajkumari Amrit Kaur belonging to the royal family of Kapurthala was a very active participant from Punjab in the conference. She was one of Gandhi’s closest lieutenants and took a leading part in protest marches which were subjected to ruthless lathi charges in Quit India Movement of 1942. The conference was also presided once by a Muslim lady of Punjab – Lady Abdul Qadir of Lahore in 1933. Sarla Devi Chaudharani also represented Punjab and initiated various resolutions during the period of freedom movement in India. The women from Punjab also participated in some of the sessions of Indian National Congress and went to the different ve nues of the sessions. Women of other provinces also came to Punjab to enlighten their fellow sisters like Sarojini Naidu, Kasturba Gandhi, Muthu lakshmi Reddi and others. The active women were even appointed as parliamentary secretaries and were elected to the Punjab Legislative Council. Shrimati Lekhawati Jain (the first elected lady member of the Punjab Legislative Council), Mrs. Jahahara Shah Nawaz, Mrs. Duni Chand,Shrimati Raghbir Kaur were the few other elected members. The most important consequence of this public participation was that it cleared the way for the women of Punjab to show presence in the nationalist movement of India. Before the last phase of the struggle 1940-47, many of the women in Punjab were members and some were even leaders of the student associations (Lado Rani Zutshi in Lahore), and other political movements. Today, the 21st century continued to witness Punjabi women in the forefront in different spheres, especially in India’s independence movement. Some other outstanding women freedom fighters of Punjab were Gulab Kaur, Kishan Kaur, Amar Kaur, Harnam Kaur, Dilip Kaur and Kartar Kaur. Contemporary Punjabi women are making a mark all over the world as academicians, administrators, entrepreneurs, politicians, doctors, poets and painters. An important aspect of the rights conferred on women in the Sikh faith was that they did not have to fight for their rightful place in Sikh society: they were given their due voluntarily because of the enlightened ideals of the Gurus. In this way, the Punjabi women have proved that they are made of sterner stuff. They toiled, they fought, and they sacrificed. They believed in what they did. Indian history has recorded the astonishing vitality and matchless deeds of the daring daughters of India especially the Punjab, who continue to serve the country in fields almost unknown in the past. REFERENCES: * Geraldine Forbes, Women in Colonial India: Essays on Politics, Medicine and Historiography, New Delhi, Chronicle Books, 2005, * Aparna Basu, â€Å"The Role of Women in the Indian Struggle for Freedom in B.R. Nanda (ed), Indian Women : From Purdah to Modernity * Manju Verma, The Role of Women in the Freedom Movement in Punjab. * The Working Women and Popular Movements in Bengal, Calcutta, K.P. Bagehi and Co.: P.Custers, 1987. * â€Å"Traditional Symbols and New Roles, The Women’s Movement in India†, in M.S.A. Rao (ed.), SocialMovements in India, Vol.II, Delhi, Manohar, and 1982, â€Å"From Purdah to Politics; the Social Feminism of the All India Women’s Organizations†, in Hanna Papanek and Gail Minault, 1982, Separate Worlds, Delhi, Chanakya Publications. * Chanana, K., â€Å"Social Change or Social Reform: The Education of Women in Pre-Independence India†, in Chanana (ed.). * Jaspreet Singh, â€Å"Style of the Lion: The Sikhs† and â€Å"A Glimpse of the Sikh†.