Hrd Report

DETAILED PROJECT REPORT FOR HUMAN RESOURCE DEVELOPMENT 1. 0 CONTEXT :- 1. HISTORICAL BACKGROUND – 1. DEVELOPMENT IN TECHNICAL EDUCATION- National policy on education 1986 which includes 10 year Technician education investment program for upgrading newly introduced Diploma Programs, with emphasis on rural population as well as continuing education programs aimed at upgrading already employed Technicians.This policy also emphasized on improving the quality of these Diploma Programs by strengthening teacher’s training program, curriculum development, examination & student assessment system and modernizing the Workshops, laboratories and classrooms of the polytechnics. Finally NPE – 86 aimed to improve the efficiency of the TES by strengthening the A. I. C. T. E. , the Four T. T. T. I’s, the D. T. E. , M. S. B. T. E. , granting academic autonomy to selected polytechnics and further strengthening the NTMIS and NATIONAL BOARD of ACCREDITATION . (Ref. A comparati ve study of Technical Education in Germany &India with spl-reference to Maharashtra – Ph. d. dissertation – by Dr. A. R. Thete ) The World Bank assisted Project for strengthening Technician education system in Maharashtra State was implemented by the State Government during 1992 to 1999. (Ref- Policy & Direction report – DIIC (M. S. ) Mumbai) The World Bank assisted Project has been conceived as the means of implementing most of the decisions included in the NPE –1986. The goal of WBAP was to support NPE – 1986 and emphasis was given on capacity expansion, quality improvement and efficiency improvement.As an impact of this project, infrastructure facilities have been provided to all the institutions and there has been some achievements towards improving quality of polytechnic education system. On the similar lines of the World Bank Assisted Project the Canada-India Institute Industry linkage project has been launched in Maharashtra State . It will enhance the efficiency and effectiveness of the TES by means of INDO-AUSTRIA Project is under planning stage and this will provide CNC Machining Technology in the Technical Institutes of Maharashtra State for Training and Educational purposes. (Ref- Policy & Direction report – DIIC (M.S. ) Mumbai) 1. 1. 2 Thrust toward qualitative improvement :- Prior to the emergence of World Bank assisted Project the training was imparted by ISTE, TTTI etc. The experiences gained during training were not fully utilized. Due to World Bank assisted project the State has made effort to improve management and educational process, but these efforts were fragmentary. In the last five decades there has been manifold expansion in polytechnic education systems. The unprecedented expansion notwithstanding, the system design has remained more or less static. Changes in the system if any have been superficial in nature.As a result, the system continues to produce more of the routine kind of output, not adequately responding to the changing needs. (Ref. – Draft policy guidelines for training teachers of polytechnics & engineering colleges – Ministry of H. R. D. , Department of Secondary & Higher Education, May-2000) Technical education is now considered as one of the most crucial inputs for socio – economic development with enormous potential for improving the quality of life of the people. Improvement in Education & Management processes is essentially slow, primarily because educational enterprise as whole is labour intensive and not capital intensive.Improvement of capabilities of system as whole involves acquisition of new knowledge, skills and attitudes. not only by individuals but also at the collective level by teams, departments, institutions and State level organizations. (Ref- Policy & Direction report – DIIC (M. S. ) Mumbai) This requires HRD strategy on the long term basis. It requires capability of Key personnel at each level of operation fo r project management. Human Resource Development is a continuos process. Also in order to sustain the gains of World Bank assisted Project and to make deliberate efforts in improving quality and efficiency of the system.Directorate of Industry Institute Co-ordination has taken initiative to formulate HRD strategy on long term basis and a systematic, scientific Staff Development Planning for Technical Education System for 2000-2005 with co-operation of M. S. B. T. E. and T. T. T. I. , Bhopal. 1. 1. 3 Resource group formation for H. R. D. :- Directorate of Industry – Institute co-ordination has taken initiative to formulate H. R. D. strategy on long term basis and a systematic scientific staff development planning with the co-operation of M. S. B. T. E. & T. T. T. I. , Bhopal. For preparing a detailed project report n Human Resource Development for T. E. S. of Maharashtra, a State Resource Group (S. R. G. ) was formed in May 2000. 1. 1. 4 Master plan for the whole Technical Edu cation system :- A master plan indicating post project status of total T. E. S. , system’s diagram linked to the customer is prepared by S. R. G. as shown in fig. 1. The linkages of various educational processes & enabling processes are shown in fig. 1. HRD is the one of enabling process which is linked to all other educational & enabling processes. See parent document by State Resource Group lead by Shri Makone. 1. 1. 5 Context of H. R. D. ith respect to Technical Education System :- A master plan indicating post-project status of total Technical education System diagram linked to customer (i. e. industry) is drawn to understand the Role of Human Resource development in Technical Education System. (Ref. – fig. 1) It is an system’s diagram which shows – 1) Customer of the system 2) Mission of Technical Education System. 3) Goal of the T. E. S. 4) Output 5) Signal Input 6) Process Educational Enabling 7) Management 8) Resource Input 9) Supra system 9. 1) S uppliers of Input 9. 2) Suppliers of Resources 9. 3) Regulatory Agencies 0) Competitors. The ultimate output of T. E. S. required is manpower having right type of knowledge , skills & attitudes . In order to accomplish this output, Process of transformation of HRD has to be planned. These processes are classified into two categories – i) Educational Processes – which ensure that the students are educated & trained through scientific action by levels of key personnel. ii) Enabling processes – which ensure that this main educational process are supported by ‘ enabling processes ’ which provide frame work within which educational processes take place.The Educational Processes are – 1) State Planning – At State level 2) Institutional Planning – At institute level 3) Curriculum design & development – Department level 4) L. R. D. C. – L. R. U. C. – 5) Instructional design – At Class room 6) Student’s learning – level All these processes interact with each other. The enabling processes which enables the Educational processes to perform in the right direction are – 1) State Project Planning – Ensuring that innovative projects are systematically managed at all levels of project institute. ) Industry Institute Interaction – Ensures that project institutes are linked to industry. 3) Human Resource development – Ensures that all project institutes are equipped with right type of Human resource in right numbers & at right time. 4) Management Information System – Ensures that all projects institutes have access to all types of information ( generic & specific) for decision-making. 5) Organisational development. – Ensures that all project institutes are simultensasly helped to 1) establish the project cells & 2) restructure the parent institute so that project-cell working in close co-operation with the main stream staff.These enabling pr ocesses are each designed & developed & implemented simultensasly at all levels of the system. Process of Human Resource development is linked with all the educational processes and also the Enabling processes quoted above. Trained manpower which is the output of H. R. D. , is required to sustain the Educational & Enabling processes to make the T. E. S. effective & efficient. System diagram for the H. R. D. system indicating Post-Project status is as shown in figure No. 2. The output of H. R. D. is trained manpower required for all the educational & enabling processes.The process of Transformation consists of three stages. ( Article faculty development by Dr. P. J. George, Programme Director, I. S. New Delhi) 1) Initial Training 2) Induction Training 3) In service Training. In Initial Training, theoretical Input in new disciplines in Education & information management is to be given. In Induction Training microskills are to be developed & in Inservice Training consolidation of micro skills into a macro-skills their utilization in the actual institutional context takes place. 6.Developmental model of Human Resource Planning & Development in Industry to serve as model of HRD in TES (Model from E. H. Schein) :- CONTEXT :- Human growth takes place through successive encounters with one’s environment. As the person encounters a new situation, he or she is forced to try new responses to deal with that situation. Learning takes place as a function of those responses work out and the results they achieve. If they are successful in coping with the situation, the person enlarges his repertory of responses, if they are not successful the person must try alternate responses until the situation has been dealt with.If none of the active coping responses work, the person sometimes retreats from the new situation or denies there is a problem to be solved. These responses are defensive and growth limiting. For growth to occur, people need two things : New challenges that are within the range of their coping responses and knowledge of results – information on how their responses to the challenge have worked out. If the tasks & challenges are too easy or too hard, the person will be demotivated and cease to grow.If the information is not available on how well the persons responses are working, the person cannot grow in systematic, valid direction but is forced into guessing or trying to infer information from ambiguous signals. The organizational growth similarly takes place through organizations successful coping with the internal & external environment. But since the organisation is a complex system of human, material, machines, financial & informational resources, we must consider how each of these areas can be properly managed toward organizational effectiveness.In order for the organisation to have the capacity to perform effectively over a period of time it must be able to plan to recruit, manages develop, measure, dispose of and replace human resources as warranted by the tasks be done. A key assumption underlying organizational growth is that the nature of jobs will change overtime, which means that such changes must be continuously monitored in order to ensure that the right kinds of human resources can be recruited and developed to do these jobs.In an ideal Human resource planning & development system we should seek to match organisation’s needs for human resources with the individuals needs for personal career growth and development. A developmental model of Human resource planning & development is depicted in figure 3. It involves both individuals & organizational planning & a series of matching activities designed to satisfy mutual needs. The components of an effective H. R. P. D. System can be derived from this diagram – 1) In the organisation the overall planning component shown at left hand side in fig. . 2) Components that ensure an adequate process of staffing the organisation. 3) Componen t that plan for & monitor growth and development. 4) Component that facilitate the actual process of growth and development of the people who are brought into the organisation. This growth & development must be organized to meet both the needs of the organisation & the needs of the individuals within it. 1. 1. 7 Brief description of components of developmental model :- As said earlier the function of the components mentioned in article No. 1. 1. is to ensure that the organisation has an adequate basis for selecting its human resources & developing them toward the fulfillment of organizational goals. 1. 1. 7. 1 ORGANISATIONAL NEEDS 1) PLANNING FOR STAFFING Strategic Planning – These activities are designed to determine the organisation’s goals, Priorities future directions, products, market growth rate, geographical location & organisation structure & design. 2) Job / role planning :- This activity can be thought of as a dynamic kind of job analysis, where a continual r eview is made of the skills, knowledge, values etc. urrently needed in the organisation & that will be needed in the future . From a planning point of view it is probably most important for the highest level jobs – how the nature of general & functional management will change as the organisation faces new technologies, new social values & new environmental conditions. From these knowledge, skills , attitudes, values job descriptions are to be generated. 3) Manpower Planning & Human resource inventorying – These activities draw on the job/role descriptions generated and assess the capabilities of the present human resources against those plans or recruitments.These activities may be focussed on the number of people in given categories & are often designed to ensures adequate supply of people in those categories. Or the process may focus more on how to ensure that certain scarce skills that will be needed will in fact be available, leading to more sophisticated programme s of recruitment or human resource development. 1. 1. 7. 2 INDIVIDUAL NEEDS :- The three activities mentioned above are all geared to identifying the organizations needs in the human resource area. These three activities should be linked to each other organizationally.If these activities are not linked together, the situation reflects on erroneous assumption about growth & development. 1) Career & job – choice 2) Earlier career issue locating 3) Mid – career issue locating. If there are no major change in job requirements as the organisation grows & develops, the system normally work, But if job themselves change, it is no longer safe to assume that today’s human resources, with development plans based on today’s job requirements, will produce the people needed in some future situation. Therefore more job/role planning must be done, independent of the present in the organisation. . 1. 7. 3 MATCHING PROCESS :- (Linking of organizational need to individual needs) 1) Job Analysis :- If the organizational planning has been done adequately, the next component is to specify what jobs need to be filled & what skills etc. are needed to those jobs. It will help to specify what kind of recruitment to undertake and how to select people from among the recruits. 2) Recruitment & Selection :- This activity involves the actual process of going out to find people to fulfill jobs & developing systems for deciding which of these people to recruit / hire.These components may be very formal including testing, assessment and other aids to the selection process. 3) Induction, Socialization & Initial Training :- Once the employee is recruited / hired, these ensures & period during which he or she learns the ropes, learns how to get along in the organisation, how to work, how to fit in, how to master the particulars of the job and so on. The goal should be to facilitate the employee’s becoming a productive & useful member of the organisation both in short run and in terms of long range potential. ) Job design & Job Assignment :- One of the most crucial components of staffing is the actual design of the job given to the new employee & the manner in which assignment is made. The issue is how to provide optimal challenge, a set of activities neither too hard nor too easy for the new employee and neither too meaningless nor too risky from the point of view of the organisation If the job is too easy or too meaningless, the employee may become demotivated, if the job is too hard and involves too much responsibility & risk, the employee may become too anxious, frustrated or angry to perform at an optimal level.The four components 1) Job analysis,2) Recruitment & selection, 3) Induction, Socialization & Initial Training, 4) Job design and Job assignment are the matching processing geared to ensuring that the work of the organisation will be performed. These processes are to be performed by line managers, personnel staff specialists to gether. Line managers have the basic information about jobs & skills requirements. Personnel specialists have the interviewing, recruiting & assessment skills to aid in the selection process. In optimal System these functions shall be closely co-ordinated. Recruiters shall provide to the employee, accurate information bout the nature of the organisation & actual work he / she will be doing in it. Recruiters also need good information on the long range human resource plans so that these can be taken into account in selection of new employee. Development Planning: – Same planning activities are essential so as to make the employee remain motivated, productive & maintain a reasonable level of job satisfaction. i) Inventorying of development plans: – The planning component will consist of pulling together the information into a centralized inventory that will permit co-ordination & evaluation of the development activities. i) Follow up & evaluation of development activitie s: – Development plan for individual employees will be written down, implemented & evaluated either in relation to the individuals own needs for growth or in relation to the organizations needs for new skills. Career Development Processes: – These processes must match the organisation’s needs for work with the individual needs for a productive & satisfying work career. It must provide some kind of forms and movements for the employee through some succession of jobs, whether these involve promotion, lateral movement to new functions or simply new assignments within a given area.Training (Initial, Induction, Inservice) :- Training will be in three phases – i) Initial – To provide opportunities to acquire generic/ abstract knowledge in new field of studies ii) Induction – To develop microskills. The chaining of which leads to acquisition of macro skills. iii) Inservice – Using macro-skills chains in the actual job context. Performance Ev aluation & Judgement of Potential: – The process of performance appraisal will be standardized & formalized. Such standardized & formalized performance appraisal will help to justify promotions to give recognition.Organisation Rewards: – Line managers must actively work with compensation expert to develop a joint philosophy and set of goals based on an understanding of what the organisation is trying to reward & what employee needs actually are ( people at different career stages many different things. ) Promotion & other job changes: – If the promotions opportunities are limited because the pyramid narrows at the top, an effective H. R. P. D. System shall concentrate on developing career paths, system of job rotation, changing assignments, temporary assignments,& lateral job moves that ensure continuing growth of all human resources.One of the key characteristics of an optimally challenging job is that it both draws on the persons abilities & skills. Source â⠂¬â€œ E. H. SCHEIN – The Art of Human Resource Management. Training and Development opportunities :- Formal training and other development programmes and education activities are necessary in the total process of human growth and development. These should be carefully linked both to the needs of the individuals and to the needs of organisation. The individual should want to go to the programme because he or she can see how the educational activities fits in to the total career.As much as possible training and educational activities should be tied to job/role planning. Career Counseling : – Growth and development only come from within the individual himself or herself, its important that the organisation provide some means for individual employees at all levels to become more pro-active about their careers and some mechanisms for joint dialogue, counseling and career planning. this process should ideally be linked to performance appraisal. Because it is that context tha t the boss can review with the sub-ordinate the future potential development needs, strength weakness, career options etc.Joint Career Planning :- The boss is often not trained in counseling but he possess some of the key information. The employee needs to initiate career planning. Also the sharing of information is properly done is not the same as making commitments or setting up of false expectations. Whatever is decided about training, next steps, special assignment, rotation should be jointly decided by the individual and appropriate organizational resource. Each step must fit in to the employees life plan and must be tied in to organizational needs.Follow – up and Evaluation :- Whatever decided should not merely be written down but executed. If there are implementation problems, the development plans should be re-negotiated . Whatever developmental actions were taken it is essential that they be followed up and evaluated both by the persons and by the organisation to det ermine what, if anything, was achieved. The organisation should make plans to talk to the individual before or after the programmes that what will be the appropriate next assignment for him or her following the programme.Planning for and Managing disengagements :- The planning and managing process reviewed below are counter parts of ones that have already discussed but are focused on different problems like late career loss of motivation, obsolescence and ultimately retirement. Organizations must recognize that there are various options available to deal with this range of problems. Beyond the obvious ones of either terminating the employee or engaging in elaborate measures to re-motivate people who may have lost work involvement.Continuing Education & Re-training :- These activities have their greatest potential, if the employee is motivated and if there is some clear connection between what is to be learned and what the employees current or future job assignment required in the wa y of skills. More and more organizations are finding out that it is better to provide challenging work first and only then the training to perform that work ones the employee sees the need for it obviously for this linkage to work well continuous dialogue is needed between employees and their managers.Job Redesign :- Job changes or job re-design is required in general applied to the particular problems of levelled – off employees. Job Enrichment :- Job enrichment and other efforts are required to re-design work to increase motivation and performance. Job Rotation :- When the employee becomes unresponsive to the job characteristics themselves and pays more attention to surrounding factors such as the nature of supervision, relationships with co-workers, pay and other extrinsic characteristic in otherwords before organisation attempt to cure levelled of employees by Re-motivating them through job re-design or job relation.They should examine whether those employees are still in responsive mode or not. 2. 0 POST PROJECT STATUS OF H. R. D. SYSTEMS FOR T. E. FOR QUALITY IMPROVEMENT :- The developmental model of Human Resource Planning & Development in Industry is to be adopted for HRPD system of TES for quality improvement. 1. System’s Diagram for post project status of H. R. D. system :- It is depicted in fig. 2. 2. 2 GENERAL :- The old concept of staff development was confirmed to imparting knowledge & skill to teachers that are needed for class room teacher.This consist of developing the requisite subject competence & pedagogical skills. This focuses on improving the teaching & related abilities & is job embedded which means that it undertakes the development of the staff for performing job activities. The new concept of professional development on the other hand focuses also on improvement on job performance & is mostly job related. Fig. 2 and Fig. 4 depicts post project status of HRD for TES. In fig. 2 processes are shown while in fig. 4 developm ental model indicating processes with activities is shown.The process activities in fig. 4 are as follows . 2. 3 Organisational Needs :- Customer and their training needs – Needs of TES primarily can be categorized in two ways – it needs two types of manpower to manage quality improvement of the T. E. S. 1) Line Functionary – Staff at regional and institutional level, Principal, teachers, students. 2) Staff Functionary – To manage functions in CDC, instructional design, students learning as well as III, HRD, IS & OD. 2. 4 INDIVIDUAL NEEDS :-Above three activities can be interconnected for identifying the system needs in Human Resource area. Individual staff development is not a one time process & will be distributed throughout working period of on individuals. It consist of three stages – 1) Initial training 2) Induction training 3) Inservice training. 2. 5 MATCHING PROCESS :- Job analysis :- It is necessary to specify job needs to be fulfilled & a bout required skills needed to their jobs. It is necessary to do the job analysis for each post involved in the system at state level, Inst. evel, dept. level & individual level. This will helps in understanding to a individual about job profile also to know his function in the system. It helps in deriving the roles & responsibility of posts. HRD will work in this area & will do job analysis & as said above. Recruitment & Selection :- While recruiting a person for the system through MPSC or at Directorate level certain types of norms (e. g. recruitment rules) will be developed by HRD. These norms will be helpful to get the suitable person for the system. Induction & Socialization :-When the employee will be recruited he will learn the ropes, learns how to get along in the organisation, how to work, how to fit in, how to master the particular job, how to see viable future in the career. The goal will be to facilitate the employee’s becoming productive & useful member of the or ganisation both in short term & long term. Job design / Assignment The job assignment to the new employee will be made to be carefully. The issue is how to provide optimal challenge, a set of activities neither too hard nor too easy & neither too meaningless nor too risky from the point of view of the organisation.Job design & job assignment are the matching processes geared to ensure that the work of organisation will be performed. Line managers will have the basic information about jobs & skills requirement. Training (Initial, Induction, Inservice ):- Initial Training – This training will be organized to impart the knowledge & basic operational skills to newly recruited staffs for better T. L. process. It includes modern Tl processes, technologies & hands on practice etc. This also includes awareness about roles & responsibilities of employee & information regarding organisation.Induction Training – This training programme will be arrange for locating one’s ea rly career issues. He can locate his area of contribution in learning how to fit himself in organisation & becoming productivity seeing a noble future for oneself in the career. This phase insist on development, microskills in his area of interest. There liking areas includes LRD’s , instructional design, curriculum development, TL processes, instructional processes & institutional process as well as he can develop himself in III, IS, OD, etc. This will help him in vertical & horizontal mobility in the system.HRD system will identify system need in above areas as well as individual need in the same area and will develop & arrange requisite training programme in these areas. Inservice Training – These training will facilitate to individual in his career development process. This training must provide some kinds of norms & regulations for employee through some successions of job by promotion or by lateral movement or by giving simply new assignment. this training will fo cus on new emerging technologies in the related area enhancing profession & tech. ompetence among employees. This inservice training programme will provide persons for higher level working like state planning, state management, Instt. Planning, etc. Performance evaluation :- HRD will develop reliable evaluation system to get the necessary feed back to accomplish the goals successfully. Under HRD the process of performance appraisal will be standardized which will help in providing opportunities to individual for vertical & horizontal mobility. Organisational Rewards :- HRD will conceive result oriented reward system.This will motivate employees working in TES & help to achieve the goal of TES effectively & effeciently. Similarly promotion facilities & lateral movements will also be made available. HRD will give guidelines in this matter. Promotion ;- The promotion opportunity are limited because the pyramid narrows at the top. The promotions will be done timely also HRPD system will concentrate on developing career paths, systems of job rotation, changing assignments, temporary assignments to ensure continuous growth of Human resources.Optimally challenging jobs draws persons abilities & skills. Career Counseling :- For growth & development of the individual the organisation will provide some means for individual employees at all levels to become more pro-active about their careers and some mechanisms for joint dialogue counseling and career planning. This process will ideally be linked to performance appraisal. Because the boss can review with the sub-ordinates the future potential development needs, strength weaknesses, career options etc. Planning for levelled – off employee :-The planning & managing process are counter parts of individuals that have already discussed but are focussed on different problems like late career, lack of motivation obsolescence and ultimately retirement. Organisation will recognize that there are various options available to deal with this range of problems, beyond obvious ones of either terminating the employee or engaging in elaborate measures to re-motivate people who may have lost work involvement. Job design / Job Rotation :- Job changes or job re-design is suggested which will be applied to the particular problems of levelled – off employees.When the employees become un-responsive to the job characteristic themselves and pays more attention to surrounding factors such as the nature of supervision, relationship with co-workers, pay & other extrinsic characteristic, they should examine whether those employees are still in responsive mode or not. 2. 6 Management of the post project status :- All institutions signing the project will be simultaneously engaged in conducting routine activities & at the same time managing project activities. HRD Cells will be installed at D. T. E. , D. I. I. C. , M. S. B. T. E. , R. O. s, R. B. T. E. & polytechnics devoted for managing the project. Their functi ons will be liasion, R & D, design, policy making, development, implementation, evaluation, 2. 7 Resources at the post project status :- The content of this section is based on the system’s diagram in fig. 2 in which item No. 5 i. e. resource inputs are shown. They are the resources needed to install management & management processes. Resource planning is intended to ensure that the existing & additional resources are strengthened, developed & kept ready for project implementation. 1) Physical Resources :- Every institute of TES will have adequate physical resources. ) Human Resources :- System will have trained Human resources capable of managing change in educational processes & enabling processes. 3) Information Resources :- HRD components will have a stock of generic information & specific information required & it will flow from one institute to another. 4) Time Resources :- HRD will have long term policy and a time bound action-plan geared to vision, mission , goals, ob jectives & activities. 5) Financial Resources :- HRD component will have financial management to carry out The change process over a long term project period.Provision will be made for internal revenue generation. ******************************************************************************************* 3. 0 PRE-PROJECT STATUS :- 3. 1 Context of W. B. A. P. under which staff development cells were instituted and Role & Function of S. D. C. 3. 1. 1 CONTEXT :- PreWBAP status of HRD – In 1965 TTTC was established at Karad. It was shifted to Pune in 1970. TTTC conducted long term programmes of diploma & degree in Technical Teachers Training. In 1980 TTTC was handed over to TTTI Bhopal and extension centre of TTTI was established in Pune in 1980.Prior to WBAP, TTTI & other organisation like CII, IIT & ISTE were announcing the training programmes through their calendar & the state (DTE) deputed the staff for the programmes but it was not in the planned way. WBAP was implemented in the state of Maharashtra for improving quality & efficiency of Technician Education in the state. Developmental activities like Staff development, Curriculum development, Learning resource development, Industry Institute Interaction were started in various polytechnics under various subcomponents of this WBAP.Primarily Government Polytechnics situated at six Regional Headquarters were considered to initiate all these activities. These centres being Autonomous institutes were expected to develop these activities for their own needs & further percolate concepts & benefits related to these activities in the region. In order to implement sustained S. D. activity for faculty & supporting staff Government, Government Aided & Unaided polytechnics of state S. D. cells had been established under WBAP at the six lead centres i. e. Government Polytechnic, Mumbai, Pune, Nashik, Aurangabad, Amaravati & Nagpur. Ref. :- Staff development activity under S. D. Cell at lead centre polytechnics Progr amme calendar Jan. 99 – June99 ) By DIIC, Mumbai. 3. 1. 2 ROLE OF S. D. C. :- Training programme calendars were sent to principals of all polytechnics by SPIU/DIIC, Mumbai. They had to prepare staff development plan of their institutes by identifying the teachers / ministerial / supporting staff for the programmes listed in the calender taking into consideration academic planning of their institute. Such staff development plans prepared were submitted to SDC’s.All SDC’s were to compile the information received from different polytechnics and pass on the same to DIIC for further execution. This was the practice adopted during WBAP. 3. 2 STATUS OF THE PROGRAMMES :- The programmes planned were categorized as follows :- 1. State level programmes – These were the programmes for which staff member from any polytechnic of state was a participant. 2. Regional Programmes – Some programmes were planned for the specific region. 3. 3 TYPES OF PROGRAMMES IN THE PREVIOUS CALENDERS. :- 3. 3. 1 Long Term Programmes – †¢ Induction Phase I, †¢ Induction Phase II, Industrial Training of Teachers †¢ Induction programme for office staff (ministerial staff ), †¢ Industrial training of workshop staff. Short Term Programmes – 1) Management development programmes for Principals & HODs, Librarians & storekeeper. 2) Content updating programmes for teachers. 3) Skill updating programmes for supporting staff. 3. System’s diagram for Pre-project status :- System’s diagram for Pre-project status is as shown in figure 5. 3. 5 Present status of Clients:- There is no client focussed HRD. 3. 6 Present status of output :- (Trained manpower)Currently the staff development programmes are not designed as per the needs of the organizations. Also the individual training need is not assessed. In short, there exist no systematic & scientific staff development planning. In certain area like Learning Resource Development , Curriculum Development, some manpower is trained but strategy for HRD does not exist as explained in post project status also manpower required for State planning, Institutional planning, LRUC, Instructional design, Student’s learning, III, MIS, Organisational development, Staff development, the manpower is not trained to the satisfactory level. . 7Current status of input:- (Current status of knowledge / skills / attitudes of line and staff functionaries) The teachers should have the knowledge & skills of instructional design, LRDC, LRUC . The HODs should have the knowledge & skills of Curriculum design, development, implementation & evaluation. The principals should have the knowledge & skills of institutional planning. State level / regional level officials should have knowledge & skills of planning & management. The line workers required for enabling processes are staff development officers, training & placement officers, project officers.They should have knowledge & skil ls of understanding enabling processes, planning & implementation of these processes. But existing faculty is lacking in professionalism required to undertake / perform such processes. (i. e. knowledge in ID, CD, IP, CDC etc. ) 3. 8 Current status of process of transformation :- (Strategies & activities to convert current level of competence of line and staff functions into those described in post project status) The process of transformation includes a process chain depicted in fig. 5. i) Job analysis for the all the post is not in existence.The roles & responsibilities of SDO, TPO, Project officers, Deputy secretary, Assistant secretary, System Analyst are not clearly mentioned. ii) It is observed that modification in recruitment rules are necessary. Recruitment rules for certain post like Deputy Secretary, Assistant Secretary etc. are not prepared yet. Most important is the gap which still focusses todays job function & not future design of job function. iii) Induction & Socializ ation – Presently there is no effort for a newly recruited employee to convert him in productive & useful member of the organization both in short run & long run.Induction phase I & phase II program are currently in operation. iv) Job design & assignment – It is observed that currently there is no job description done in professional way also the work allotment in the institution are not as per the ability & skills of the employee. Presently allocation of the work to the subordinates is done by priority of the work. Staff shortage is one of the main reasons for improper allocation of work. v) Training need assessment – Assessment of individual training needs, organizational needs & their matching to accomplish a certain goal is not done systematically & scientifically. i) Training – Presently training is imparted on the basis of felt needs & not on the basis of needs assessed scientifically & systematically. Also needs of the individuals for his / her ver tical & horizontal mobility have not been considered. Except for few innovative project like LRDC there is no concept of induction & inservice training as such. vii) Performance Evaluation – Presently there is no professional way of obtaining feedback mechanism for performance evaluation. It is observed that there is vast gap in performance measurement & reality.Performance appraisal reports are not fact oriented towards the activities of the individual. The current stress is on the confidential reports which makes performance appraisal difficult. viii) Organisational reward – There is no reward system to motivate employees at institutional level to engaging attempt to enhance quality of his work. Only state level Best Teacher awards are awarded by the State Government, but these are not in sufficient numbers. ix) Promotion – There are no timely promotions. Many of the key posts are vacant. The work of key posts is allotted to another faculty member in the syste m for longer time. ) Career counseling – There is no career counseling for employees in TES. xi) Planning for levelled-off employees – There is no mechanism for utilizing levelled-off employees which reduces the efficiency of the system. xii) Job Rotation – There is no alternative job rotation system by design in existence. 3. 9 Current status of management :- At state level there is no full-fledged management structure for HRD. At institute level there are staff development cell at lead centres only. At department level & class room level, the roles of HOD & roles of Sr. teachers in HRD are not clearly defined. ****************************************************************************************** 4. 0 PROJECT JUSTIFICATION :- Firstly though the design of the world bank assisted project was based on system thinking ( implicitly of course ), the actual implementation was carried out in a fragmented way, treating each sub-component independent of another sub-c omponents without relating their output to the major goals of â€Å" Strengthening Technician Education system † There are gaps found by comparing post project status & pre-project status. The gaps are mentioned below – . 1 Gaps in customer identification :- Line and Staff functionaries are not identified except for LRDC, specifically for HRD, because there is no such HRD strategy in existence. 4. 2 Gaps in output specification :- The line workers and staff functionaries must have their desirable inventory of knowledge, skills & attitude required to do their functions for quality improvement. 4. 3 Gaps in input :- It is the need of system to have better record of competencies possessed by the functionaries to enable HRD system to design HRD program. 4. 4 Gaps in process :- ) Job Analysis – Job analysis is not done for the posts – SDO,TPO,PO,Dy. Secretary, Assistant Secretary, System Analyst etc ii) Recruitment – Revision / modification of recruitme nt rules is required by focusing on future design of job function. iii) Induction & Socialization – Absence of mechanism of induction & socialization for a newly recruited employee. iv) Job design & Assignment – There is a staff shortage and hence cannot assign the work as per the ability & skills of the employee. v) Training need assessment – No systematic & scientific assessment of training needs. i) Training – Training is not divided in three parts –1) Initial, 2) Induction & 3)Inservice . There is no need assessment for the individuals for his vertical & horizontal mobility . vii) Performance Evaluation – There is no mechanism for feedback from performance evaluation . There are no seprate performance appraisal reports for the different post like Joint Director, Deputy Secretary, Assistant Secretary, SDO, TPO, PO, etc, on the basis of their job functions. viii) Organization reward – To motivate employees at different levels there are no financial rewards in sufficient numbers. x) Promotions – Many of the key posts are vacant. There are no timely promotions. x) Career counseling – There is no career counseling for employees in TES. xi) Planning for levelled-off employees – There is no mechanism to utilizing levelled-off employees. xii) Job rotation – There is no alternative job rotation system. 4. 5 Gaps in management of HRD :- At state level there is no full-fledged management structure for HRD for qualitative improvement needs to be designed. At institute level there are staff development cell at lead centres only for qualitative improvement needs to be designed.At department level & class room level, the roles of HOD & roles of Sr. teachers in HRD are not clearly defined. 4. 6 Gaps in resources :- i) Human Resources – There is no trained Human Resource capable of managing change in educational Processes & Enabling Processes. ii) Information Resources – There is no stock of generic information & specific information required for HRD in the form of MIS. iii) Time Resources – Presently there is no time bound action plan of HRD geared towards vision of TES. iv) Financial Resources – Presently there is no finance available for HRD. 4. Integrated view of Gaps & project justification :- The gaps in post project status and pre-project status are found and these are with respect to customer identification, output, input, process, management, resources. There are gaps in each component of the system and hence mission of TES cannot be accomplished successfully to the full extent. For integration purposes there is a need to consider HRD at systemic level as described in systems diagram in fig. 2. In the last five decades there has been manifold expansion in engineering college and polytechnic education systems.The unprecedented expansion not withstanding , the system design has remained more or less static. Changes in the system if any have been superficial in nature. Meanwhile there have been major changes in the economic and industrial policies of the country where by the protection from international competition here –to –for enjoyed by the indigenous industry is no longer available. Indian industry is today facing fierce but healthy competition from multi-national corporations and has to improve significantly the quality of his products and services, if it is to survive in the highly competitive environment.A high level of upgradation in skills is called for if the Indian industry is to be competitive in the world market. The type of technical manpower required by the industry in the present scenario is quite different from the kind of output presently available from the technical institutions. The knowledge competencies & skill profile of future technical manpower will have to be correspondingly enhance by changes in the technical education systems at all levels. The existing technical manpower will also need extensive re-orientation to meet these requirements. (Ref. Draft policy guidelines for training teachers of polytechnics & engineering colleges – Ministry of H. R. D. , Department of Secondary & Higher Education, May-2000) Also the massive investment of the World Bank Assisted Project during 1992-99 has given momentum to both the quantitative expansion & qualitative improvement of the technical education system. It also provided basic infra-structural facilities and hence to sustain the gains of WBAP & to accomplish the mission successfully, the gaps in the system must be removed for enhancing the qualitative improvement.Hence , all efforts are to be made to develop systematic and scientific Human Resource Development schemes at various levels. ****************************************************************************************** 5. 0 DEVELOPMENTAL STRATEGY OF HRD :- HRD project will ensure Human Resources required by the TES properly educated & trained to enab le to transform pre-project status of TES to post project status of TES i. e. making available right type of manpower at professional & para professional level. Both educational processes & enabling processes to be upgraded to better level of functioning. ***************************************************************************************** 6. 0 PROJECT IMPLEMENTATION STRATEGY :- 1) HRD Project Strategy :- †¢ Educational processes are – a) Students learning, b) Instructional design, c) Learning resource development, d) Learning resource utilization centres, e) Curriculum design & development, f) Institutional Planning, g) State Planning. These processes will be governed by MSBTE. M. S. B. T. E. will be project office. †¢ Enabling processes are – a) HRD, b) III, c) O. D. , d) M. I. S, e) Project Management. These processes will be governed by DIIC.DIIC will be the project office. Project structure is indicated in fig. No. 6 Liaison, R/D, design, Policy, dev elopment Implementation evaluation are the activities in the process. 2) Implementation Strategy :- |At State level |State Management Group – DTE (M. S. ) Mumbai will be the Chairman of State Management Group. | | | | | |DIIC will be the overall incharge of enabling projects. III, HRD, IS & OD.There will be a project| | |manager (PM) at DIIC project office. HRD Cell will be under the control of PM. | | | | | |MSBTE will be the overall incharge of educational projects. There will be a project manager at | | |MSBTE project office. The Secretary will be the Project Manager. Members from design centers will | | |be assisting the PM for educational projects. | | | | |Identified design centers will assist to develop general models for educational & enabling projects| | |& apply the same for particular discipline through experimentation & then disseminating the tested| | |knowledge to other polytechnics. | |At Regional Level |Regional Management Group will co-ordinate the activiti es at regional polytechnics. | |Six regional polytechnics will responsible for regional co-ordination of implementation, | | |monitoring, evaluation of tested educational and enabling projects. | |At Institution Level |Project Cell at identified polytechnic & other polytechnics will access all developed models from | | |design centers & integrate those into their existing programs. | 6. 1 General system diagram for project implementation :- System diagram for project implementation is as shown fig. 7. 6. 2 Goal structure :- . 2. 1 MISSION OF THE HRD PROJECT IS :- To provide Trained manpower for Line process, Educational processes and Enabling processes. Personnel required for SP, IP, CP, SL also HRD, III, MIS, OD, PM. 6. 2. 2 GOALS OF THE HRD PROJECT ARE :- Mission is broken down into three major goals. 6. 2. 2. 1 To develop right type of Line functionaries from DTE, DIIC, SBTE, RO’S, RBTE’s & Polytechnics (Principals, HOD’s & Teachers) 6. 2. 2. 2 To develop rig ht type of staff functionaries required for Educational processes like students learning, Instructional design, LRDC, LRUC, CD, Institutional planning. . 2. 2. 3 To develop right type of staff functionaries required for Enabling processes like MIS, HRD, III, OD & Project management. 6. 2. 3 Objectives of the HRD project :- These are component objectives aimed to achieving each goal mentioned above. Goal No. 1 To develop right type of Line functionaries from DTE, DIIC, SBTE, RO’S, RBTE’s & Polytechnics (Principals, HOD’s & Teachers) Objectives for Goal No. 1 01. Job analyzed for line workers, (students, teachers, HOD etc). 02. Recruitment rules/norms revised / modified /prepared. 03. Selection procedures for line workers prescribed. 4. Mechanism developed. for assignment of job based on knowledge & skills possessed by the line workers . 05. The training needs of line workers assessed by considering individual needs & organizational needs. 06. Need based training provided for line workers 07. Reliable & valid evaluation system developed for line workers to get the necessary feedback to accomplish the goal successfully. 08. Standardized the performance appraisal formats for line workers. 09. Devised result oriented reward system for line workers. 0. Provided guide lines for promotion and lateral movements of the line workers. 11. Developed a mechanism linked to performance a appraisal for joint dialogue counseling & career planning of the line worker. Goal No. 2 To develop right type of staff functionaries required for Educational processes like students learning, Instructional design, LRDC, LRUC, CD, Institutional planning. Objectives for Goal No. 2 1. Devised a mechanism for identification of curriculum designers, learning resource developers, instructional designers i. . staff functionaries from TES. 2. Identified the staff functionaries. 3. Assessed the training needs of staff functionaries. 4. Provided initial, induction, inservice train ing by arranging need based training programme for staff functionaries. 5. Developed a valid & reliable evaluation sys5tem to get necessary feedback to accomplish the goal successfully. 6. Devised result oriented reward system for staff functionaries. 7. Developed a mechanism for joint dialogue counseling & career planning of staff functionaries. Goal No. 3To develop right type of staff functionaries required for Enabling processes like MIS, HRD, III, OD & Project management. Objectives for Goal No. 3 1. Identified the staff required for project management in each area MIS,HRD, III, OD, Project planning. 2. Assessed the training needs of staff required for project management. 3. Provided need based training to the staff required for project management. 4. Developed a valid & reliable evaluation system to get the necessary feedback to accomplish the goal successfully. 5. Devised result oriented reward system for executives of the project. 6. Project management structure :- 6. 3. 1 Ro les & functions of each component of management structure (OD,III,MIS,PM,HRD) :- Roles & Functions of Line Functionaries :- 1) Students Learning :- Role is an self directed learner. Functions – Management of the self. Management of others Management of information Management of task. 2) Role of Instructional Designers :- Functions – To organize T/L experiences so that the students not only gets generic skills but also acquired vocations specific competencies. 3) Role of L. R. D. C. :- Role of L. R. D. C. is learning resource development & utilisation.Functions are to design appropriate message suitable to the student & teachers requirement & make it available both in print & non print media. 4) C. Design & Develop :- The role is curriculum designers & developers. Functions – To design curriculum to enable teachers & students to co-ordinate their T/L experiences by co-ordinating the teachers in activities in Basic sciences, Engg. Sciences & Tech. Subjects for eac h branch of Engineering. 5) Institutional planning :- The role is planning. Institutional activities, curriculum development in various branches of engg.As well as short term programmes for continuing. education are carried out with optimum use of physical, information, human & financial resources. 6) State planning :- The role is planning at the state level to facilitate co-ordinated actions of institutional planning both administration units & academic institutions & bring team within the state level policy framework. All these are interconnected so that the framework at the state level provides framework for institutional planning which in turn provides framework for curriculum planning etc. Enabling Processes :- ) The III is to link education system at the state, institution, department, teachers & student level with the industrial systems so that both work together for providing both economic & social development of the country. 2) The O. D. provides supporting conceptual frame work within which the administration & academic institutions can plan & organise systematic transformation of the organisations to be able to adapt themselves to the ever changing environmental conditions. 3) I. S. – Provides conceptual framework to (1) generating, acquisition, torage, retrieval & dissemination of information just in time for the front line workers & supporting staff can organise their liasoning work , R & D, design, develop, implementation & evaluation tasks both for plan & non plan activities. 4) PM – The role is to provide & conception framework for all those who work to design, develop, implementation & evaluation the projects aimed at innovations in the education system. 6. 3. 2 Roles & functions of project structure of specific HRD project :- Roles & functions expected to be performed by different units shown in the project structure are given below. )SMG (State Management Group) The chairman is DTE (M. S. ) Mumbai. Functions – 1) To co-or dinate the work of project cells in DIIC & MSBTE for the purpose of integrating their project management so that the educational projects are properly complemented by enabling projects. 2) Make recommendations for policy making by DIIC & MSBTE to assist their respective project cells to carry out their work. 2) DIIC Role – Major roles of DIIC is to frame a policy for implementation of the project & to administer & allocate resources in the recommendation of state management group.. Functions – ) To identify policies for project structure required for planning / implementing HRD project. ii) To issue state level policy guidelines for R&D, design, development, implement & evaluation of state level project. iii) To issue policy guidelines to resources allocation iv) To send policy guidelines to concerned officers . v) To appoint officers by name in various cells vi) To obtain the regular feedback from SMG for HRD to review the progress & solve the problems of the project cells. vii) To take administrative & remedial actions on receiving feedback. 3) MSBTEThe major role is to co-ordinate the activities of educational projects, OD & collaborate with PM of MSBTE. Function : I) To communicate the policies regarding educational projects for the institutes. II) To identify the staff functionaries at design centers. III) To assist in developing the general models for HRD for different levels of hierarchy ( staff functionaries) for educational projects. IV) To obtain regular feedback from SMG for HRD project(Educational Projects) to review the progress & solve the problems of the design centers. 4) PM at DIIC Co-ordination cells of HRD project will work under the project manager at DIIC.The Joint Director will be the project manager. PM will be responsible for designing, implementing & evaluating the projects. 5) HRD Co-ordination Cell CHAIRMAN – 1) HRD Co-ordinator – Deputy Director in DIIC SECRETARY – 2) Project Assistant – Ass istant Director in DIIC 3) Member – Programmer 4) Member – Educational Consultant The selected members from design centers will constitute task groups at DIIC. These task group will work with HRD Co-ordination cell to develop general models for all enabling projects for different levels of hierarchy. The supra – system will consist of – 1) DIIC & MSBTE i. e.Top Management. 2) Project cells of other enabling projects & MSBTE project cells. Major role of HRD co-ordination cell is to co-ordinate the activities of HRD project in reference with enabling & educational projects Liaison, R&D, Design, Policy Development, Implementation & Evaluation of project at state level. Functions – 1) To preside meetings of the cell. 2) To manage all the following activities of HRD with the assistance of Task Group – a) Designing the general models / mechanisms for HRD for different levels of hierarchy. b) Pilot testing of the instruments developed through Task Groups. c) Validation of the instruments. ) Application of the instruments at Design Centres e) Sending the input formats to the Information service co-ordination cell. f) Sending the output formats to the Information service co-ordination cell. g) Receive the output from Information service cell for different purpose. h) Disseminate the output to the concerned (higher ups, Task Groups, design centres. ) i) To assess the training needs of line-functionaries / staff functionaries. j) To prepare action plans for HRD. k) To prepare staff development plans. l) To implement the plans through Task Groups. m) To ensure the output from training programs. ) To ensure supply of resources. o) To take remedial actions whenever necessary. p) To collect & communicate the feedback to state management group. q) To generate ideas for effective / cost effective HRD r) To keep / maintain the update record of all relevant activities. s) To guide the cells / design centres with the help of educational c onsultants. t) To keep the continuous liaison with educational & other enabling projects co-ordination. u) To identify the training needs of line functionaries / staff functionaries pertaining to the education for implementation / evaluation of the HRD project. ) Design Centres The members selected from design centres to work as task groups in co-ordination with HRD cell at DIIC will also be working directly with PM at MSBTE. The design centres will apply the models developed by PM for particular discipline through experimentation and will then disseminate the tested knowledge to other polytechnics through six regional polytechnics. 7) Regional management Group Joint Director of the region will be the chairman of this group & will the responsible for observing the effective implementation monitoring and evaluation of tested educational and enabling projects. ) Six Regional Polytechnics These will be responsible for regional co-ordination of implementation , monitoring, evaluation of tested educational & enabling projects received from design centres. 9) Project Cell at Institution Level (identified polytechnic/other poly. ) Project cell will access all developed and tested models from designing centres through regional polytechnics and will integrate those into their existing programmes. 7. BUDGET 1. Budget Heads The budget is normally prepared under two heads i. e. non-recurring and recurring expenses for any kind of project. . Non recurring expenses Non recurring expenses are usually considered as one time expenses at the initial stage of the project. These are incurred mostly pertaining to the infrastructural development required for the project including expenses for building, equipment, furniture, vehicle, books, consultancy, fellowship etc. 7. 3 Recurring expenses Recurring expenses are the regular expenses frequently required for the project period. The recurring expenses includes salary of project staff, consumables, O. & M. charges etc. 4.

Impressionism †Monet and Renoir Essay

Impressionism was the name given to one of the most important movements in art history. It was the first of modern movements. Its aim was to achieve ever greater naturalism by a detailed study of tone and colour and, by an exact rendering of the way light falls on different surfaces. This interest in colour and light was greatly influenced by the scientific discoveries of the French physicist ‘Chevreul’ and by paintings by Delacroix. Instead of painting dark shadows using mainly different tones of grey and black, the Impressionists- like Delacroix – realised that when an object casts a shadow, that shadow will be tinged with the complemntary colour of the object. They did not use firmly drawn outlines but instead applied paint in small brightly coloured dabs, even in shadowy areas of their pictures. This lack of outline and multiplicity of small dabs of pure colour, when combined wih the impressionists interest in fleeting effects of light, give their pictures a c onstant air of movement and life, but also of Impermanence. There was nothing as formal as a manifesto or even an agreed programme among the Impressionists. They were all individual artists working in their own way, developing their own style. They were, however, agreed in a general way on a number of points regarding subject matter. Their work should be modern, observed with detachment, and not historical or emotional. The view being that the subject itself is not of particular interest, but the way in which the light and colour decorate it, as described by Monet, â€Å"for me, it is only the surrounding atmosphere which gives subjects their true value†. The impressionist artists often painted together in small groups, depicting open-air scenes on the banks of the Seine and in the parks and recreation places of the middle classes around Paris. The bathing place and floating restaurant at La Grenouillà ©re provided the location for a number of sketching trips for Monet and Renoir. In the later years of Claude Monet’s life, he devoted himself to creating a beautiful water garden at his home in Giverny, and painted this garden continuously. ‘Water Lily Pond – Harmony in Green’ is one of the many paintings of his garden and truly epitomizes the characteristics of the Impressionist style. The painting depicts a Japanese style bridge(which he designed himself) with a small pond, largely covered in lilies, running underneath it. Monet had a huge collection of Japanese prints, with many of the plants in his garden being ones that he saw in these prints. It is quite possible that this painting was inspired by one of these prints. In the painting, the weeping willows in the background are reflected in the water between the lilies. Although Monet loved plants and flowers and collected rare species, he was not interested in distinguishing them in a painting. It was their reflections in the water which interested him. The surface of the painting is a rich carpet of colour, with brush strokes of yellow, pink and lavender woven in with the shimmering green of the plants. The colours reflect a brilliant sunshine with the flowers indicated by blobs of white tinged with yellow and pink. He painted this view of the bridge from a small boat he kept moored for painting the water. Auguste Renoir (1841-1919), painted ‘Luncheon of the Boating Party’ in 1881 and it marks the end of his Impressionist phase. The painting is one of his last in an Impressionist style and truly captures the concepts and styles native to the movement. Soon after, he and Pissarro would divert from the ideals of Impressionism and change the course of their art. The scene is set in a restaurant at the riverside. This was a favourite spot for boating enthusiasts and their girlfriends. It is the end of the lunch and the remains of the food and drink are on the table. All appear to be enjoying themselves after the boating expedition. The composition of the picture is linked together by the interchange of glances among the members of the group. The girl in the centre leaning on the rail leads the eye to the three on the right. A relationship of some kind seems to be suggested by the artist. Among the group is the actress Ellen Andrà ©e, who posed in ‘Absinthe’ for Degas. The woman on the left-hand side with the dog is Aline Charigot, Renoir’s future wife and favourite model. The figures are posed in a natural manner and the composition is open, so the spectator feels part of the group. Both Monet and Renoir, were two of the leading members of the Impressionist movement, both epitomizing the ideals and characteristics of Impressionism in their art work. With the examples discussed above, the brushwork and colouring styles of the Impressionists are clearly shown in Monet’s ‘Water Lily Pond-Harmony in Green’. Equally significant, the subject matter and content agreed upon by the members of the movement, can be seen in Renoir’s ‘Luncheon of the Boating Party’, the painting being free of emotion, historical reference, it is viewed with detatchment and depicts the modernity of the time. Personally, I believe both Renoir and Monet to be some of the greatest artists of their time, adopting the different styles and establishing Impressionism, they were truly at the forefront of the movement. With all its characterists of the movement evident in their work, they are the perfect representation of the Impressionism.

MGMT236 U2 DB Research Paper Example | Topics and Well Written Essays - 250 words

MGMT236 U2 DB - Research Paper Example Furthermore, it also helps the researcher know what type of response that will be given out (Addleson, 2011). The staff meeting is an important tool in improving the validity of the questionnaire. A staff meeting will make different people converge and bring ideas together. Ideas that will help the organization move forward (Addleson, 2011). When everyone contribute in the meeting and use the time wisely, then it will be a lot easier to generate definitions to the key values. This method would also enable proper understanding of all areas of the firm (Addleson, 2011). Thus, the end results of the meeting would lead to the creation of a proper questionnaire that is elaborate and touching on all the area of the firm. Top management team should facilitate such a meeting to take place (Addleson, 2011). The staff meeting only proves advantageous hence; the firm should always continue to do this. Such meetings bring the members of the organization together and keep everyone united. When a staff meeting takes place, then it is assured that the questionnaire will be of very good quality (Addleson,

Discovery of HIV Research Paper Example | Topics and Well Written Essays - 1250 words

Discovery of HIV - Research Paper Example Many people still do not understand the origin of HIV and the truth behind it. This paper, therefore, describes the discovery and origin of HIV, including how the scientific agreements and consensus-building are based on evidences and logics. Diagram: How HIV Invade T-Cell Retrieved from: http://www.nature.com/nri/journal/v8/n6/fig_tab/nri2302_F4.html The history of HIV discovery began in late 1970s, when many people believed that epidemic diseases caused by microbes and viruses were never a threat to developed and industrialized countries. In addition, many people also believed that viruses never caused cancer, and nothing existed as retrovirus, which infected humans (Barre-Sinoussi, 2010). These beliefs, however, were successfully approved by scientist researchers, since the attempts to find retroviruses in cancer and other diseases in human beings all ended up in vain. Most retrovirus researchers also turned their work to study oncogenes (Gallo & Montagnier, 2003). The establishme nt of HIV and AIDS began with the identification of human T-cell leukemia virus types 1 and 2 (HTLV-1 and HTLV-2). These viruses were established to cause the abnormal T-cell leukemia. The other contributor to the discovery of HIV and AIDS is the process for growing T lymphocytes in culture for a period that is enough to allow development of putative latent retrovirus (Marlin & Ed, 2011). This research study helped in the separation of T-cell growth factor in Bethesda, Maryland. In Paris, it was demonstrated that interferon can suppress the production of retroviruses in mouse cell. This idea led to the use of anti-interferon serum in the search for human retroviruses (Levy, 1993). Francoise Barre-Sinoussi Francoise Barre-Sinoussi is a young retroviriologist working at the institute Pasteur in Paris. One year earlier, a cluster of Pneumocystis carinii (p jirovecii) causing pneumonia infection had been established among gay men in Los Angeles, USA. This paved way for research and disc overy of global AIDS epidemic (Barre-Sinoussi, 2010). Barre-Sinoussi’s began her research work together with Willy Rozenbaum. They focused their research in patients who had not developed AIDS; since they discovered that infected patients lacked CD4 cells if at all the causative agent was attacked T lymphocytes. Barre-Sinoussi, along side other researchers from institute Pasteur, began their work by growing cells from a biopsy that was obtained from a patient. These cells were obtained from a cell culture in the presence of interleukin 2, initially known as T-cell growth factor (Barre-Sinoussi, 2010). They were focused to obtain a retrovirus, and during that period, HTLV-1 was the recognized model of human retrovirus. These researchers, however, did not assume that the virus had the same characteristics as HTLV-1. After two weeks, they realized a reverse transcriptase activity in the culture. Instead of the virus immortalizing other cells, they were found dead. In order to sa ve the virus, they asked for a new sample and quickly added lymphocytes from the culture (Barre-Sinoussi, 2010). Again, they noticed a reversed transcriptase activity in the new sample. Over the following years, tests were developed, the virus characterized, and confirmatory discoveries made. The research community then named this virus as HIV. After the initial discoveries, Barre-Sinoussi still continued with her research work focusing primarily on the

E-Business Essay Example | Topics and Well Written Essays - 1000 words

E-Business - Essay Example store associates were equipped with extensive product training to assist customers on how to do things themselves while clinics were also conducted (Our history, n.d.). It expanded later to Canada, Mexico, China, Puerto Rico, the U.S. Virgin Islands and the territory of Guam with unprecedented speed (Our history, n.d.) that total more than 2,200 retail outlets (Corporate, n.d.). It was listed in NASDAQ in 1981, New York Stock Exchange three years after (Our history, n.d.), and also traded at Dow Jones and Standard & Poor’s index (Corporate, n.d.). Its inventory of home improvement needs and materials consisted of around 40,000 and can order 250,000 products for customers (Stores, 2006). E-commerce encompasses the â€Å"buying, selling, transferring, or exchanging products, services, and/or information† through the computer and the internet (Turban et al., 2005, as cited in E-business, n.d. p. 3). E-business, a broader term that includes e-commerce, means purchase and sale of goods and services as well as â€Å"servicing customers, collaborating with business partners, conducting e-learning, and processing electronic transactions† (Turban et al., 2005, as cited in E-business, n.d. p. 3). E-commerce transactions are commonly conducted through the internet but may also be done over private interconnection (e.g. value-added networks, local area networks, wide area networks) (Turban et al., 2005, as cited in E-business, n.d. p. 3). The benefits of e-commerce include: a) online search allows consumers comparison for cheaper products, b) selection of more vendors and products, c) 24 hours-7 days a week shopping from any location, d) quick access to necessary detailed data, e) allows users to avail of custom-made products at lower prices, f) enables persons to make a living or earn a degree at home, g) allows electronic auctions that provides advantage to both vendors and buyers, and h) interact and communicate with other consumers for exchange of experiences and views

The most common types of assault and battery a nurse can be criminally Research Paper

The most common types of assault and battery a nurse can be criminally charged with - Research Paper Example The researcher opted for this research topic because it cuts across as unique when compared to most of the nursing research topics, which nursing students as well as other researchers usually study. This new study will bring fresh approach in studying about the nursing profession. Most commonly, researchers dwell on investigating about specific issues revolving nursing care. However, in respect to the increased cases of misconduct by nurses, it is of essence to carry out a study that will not only inform nurses of some of the acts that they do, which fit as assault and battery, but it will also seek to discourage such misconducts among nurses. From a student’s perspective, this research topic is important since it will enable the student to understand the clear distinction between assault and battery. Secondly, the nursing student will be able to know what acts or deeds constitute to either assault or battery. Thirdly, the nursing student will be able to know what the law says about assault and battery by nurses and the possible liability that an offending nurse can get because of his or her misconduct. To the nursing profession this research topic will help to highlight on the issue of ethical practices within the nursing profession, that is, what acts fit as ethical practices within the nursing profession, and most importantly what acts fit as unethical nursing practices. Secondly, this research topic will be significant to the nursing profession because it will highlight on the issue of accountability enshrined in nursing care. Johnstone (2009) notes that in the nursing profession, the practicing nurses have to be accountable to themselves, their patients, their employer (healthcare organization), the surrounding environment, which also includes the society and the nursing profession. In this regard, Johnstone (2010) stated that for every action that a

The Maltese Falcon Essay Example | Topics and Well Written Essays - 4500 words

The Maltese Falcon - Essay Example They are then sent home. If something should happen to one of the packages, so that it ruptures inside the "mule," then that person dies. If the "mule" tries to flee once he or she enters the country, the handler will pursue the mule to get the profit back, and to keep the mule from telling what has happened. After the process, the "mules" are shipped back home, with a good amount of cash for the dangerous trip. The poster shows Maria kneeling beneath the outstretched hand of a man, who is holding a packet of heroin out to her. The posture, however, makes it resemble a communicant receiving the wafer of Communion from a priest. The juxtaposition of sacrament with such a poisonous line of work gives the viewer a troubling impression; one might assume that the filmmaker hopes the impression would be sufficiently troubling, or at least interesting, to lure viewers in. The common trend in semiotic analysis of film has been to look at what symbolic objects mean. What, for example, is the dual meaning behind the small bag of heroin proffered by the priest Structuralists have stopped asking a wealth of other questions that could well provide an intriguing range of responses (Wadia). A question that the structuralists would not ask, for example, would be why the context of Communion was chosen as a representation for the drug suppliers Why not make the situation look more like violent coercion Why not make the idea of the "mule" a symbolic part of the scene While some of the answers may be similar to those raised by the first question, it could also be that these questions would raise additional questions about the relationship between religion and coercion, the power that the drug lords have over life in certain parts of the world, among other notions. The idea behind a newer form of criticism comes from Roland Barthes, one of the seminal names in all of structuralist and semiotic thought. In his essay "Change the Object Itself," he shows how tired he is of the ways in which semiotics has become an institution rather than a breath of fresh air. Semiotics has changed from a truly deconstructive force to a "discourse, stock of phrases, catechistic declaration" (Barthes, p. 166). In other words, even the idea of "deconstruction" itself has come to signify a certain set of assumptions beyond, or even completely different from, in some instances, the intention of the thinker. Rather than take apart existing myths and replace them with new ones, Barthes, writes, the semiotic idea is "to fissure the very representation of meaningnot to change or purify the symbols but to challenge the symbolic itself" (p. 167). In the particular instance of film, the cinematic image is constantly re-appropriated by the various agendas of its viewers: Marx ism, feminism, postcolonialism - to the point where each film can come to serve as a grand epic for any number of groups who can find the proper imagery and symbolism in the story (Wadia). This makes the Barthesian opposition to a fixed set of meanings inside discrete systems of signification an intriguing part of film theory. However, given the visceral symbolisms so often attached to the visual image, the task of challenging the very idea of symbolism is problematic. Barthes writes of a "third meaning" that can exist even in

Writing Express Reflection Essay Example | Topics and Well Written Essays - 500 words

Writing Express Reflection - Essay Example From this discussion it is clear that the subject involved the role that chief nursing officer plays in relation to the staff nurses, which was made easier through the internet searches. Sometime ago, the reporter would have had to scan a book or article to get this information and see whether the information was related to the subject. In addition, taking the writing express course has helped me appreciate that he prefers a visual style of learning, rather than an auditory one. For instance, the author learnt more about the subject by reading related material and viewing graphics and charts. Since the writing express class was mainly visual as an online course, he was happy that this was his preferred learning style.This essay declares that  the writing express course has also helped him to understand and appreciate himself better, while it has also given him skills and abilities that the reporter can use in his future courses. For instance, his is better equipped to collect resea rch and identify related resources; while he will also be able to order articles and books online.  While using my research skills in finding articles related to CNOs and their roles around the staff nurses, the author also found very helpful tutorials and he now knows that the internet has numerous resources that he can use in his future courses if any questions arise.  The writing express course also aided me in identifying and achieving work-related goals.

Personal Philosophy Paper Essay Example | Topics and Well Written Essays - 750 words

Personal Philosophy Paper - Essay Example the difficulties that they are going through in life, and also by giving advice to the counselee on how to overcome the difficulties that they are going through in life. Question 4: Appropriate and Inappropriate goals of counselling. I view the following two gaols of counselling as appropriate,(a) assisting the counselling to discover themselves more so as to be able to overcome the difficulties that they are going through, (b) giving advice to the counselee on how to overcome and to adapt to the difficulties that they are going through in life (Goals of Counselling, web.). The two inappropriate goals of counselling are, (a) expecting the counselee to immediately overcome the difficulties that they are going through, (b) expecting the counselling to view the difficulties that they are going through as you view them. Question 5. The two important functions of a therapist are (a) helping the counselee to discover themselves more so as to be able to handle, in a better way, and to overcome the difficulties that they are going through in life, (b) to give counselees pieces of professional and practical advice on how to overcome the difficulties that they are going through in life. Question 6. Essential characteristics of an effective client/therapist relationship. The three main characteristics of an effective client/therapist are, (a) the relationship is based on trust (b) the relationship is open, in that the client and the therapist are open to each other (d) the relationship is cordial and friendly. The relationship between client and therapist is quit important in counselling because it determines the effectiveness of counselling. Question 7. The following are the three main values that I live by, (a) honesty, (b) respect, (c) confidentiality. These values will influence me as a counsellor because counselling requires that the counsellor or the therapist should be honest in his/her dealings with the counselee, the counsellor also should respect the counselee,

Interest group Essay Example | Topics and Well Written Essays - 500 words

Interest group - Essay Example Lack of attention by the Congress has paralyzed implementation. It is very crucial to address these problems to avoid further loopholes that include handout by the special interest groups, for example, the American Civil Liberties Union which fights for the rights of immigrants. Although the government is working hard in securing the border, more stringent laws need to be put in place to fully take charge of the situation. Dempsey and Forst (341) elaborate that research shows that there are more than ten million illegal immigrants in the country. This means that the federal government is not working hard enough. Another failure by the government is the lack of reforms in the visa section. It has failed to ensure that those people who get into the country on a temporary visa do not stay in the country permanently. According to Nownes (218), interest groups are people who have come together with similar interests who try their best to influence public policy. They are very important to democracy in that they represent the views of the citizens and also allow the people to have a chance of their voices being heard. In the environmental policy, an example of the interest group is the American Council for an energy efficient economy. It works towards ensuring that the economy prospers with a protected environment. Environment and energy are areas that have managed to capture a lot of interest from the citizens including interest groups. It is a policy that is determined by the federal, local entities and the state. They tackle the issues of production of energy, consumption, as well as distribution. The responsibilities include determining gas lineage standard and also building codes. The problems in energy and environment include poor government incentives and poor legislation. Being a sensitive sector, more attention is required to ensure that all citizens can enjoy a favorable environment that is clean, safe and healthy for all. It is important for the

Barriers to Communication Essay Example for Free

Barriers to Communication Essay The communication topic that I have chosen to write about is The Barriers to Communication in the in the workplace. My focus will be on the Apple Organization as well as other organizations that have had communications issues. My interest in this topic stems from the fact that Ive encountered many barriers to effective communication while in the work place. I understand personally how ineffective communication by all levels of an organization can lead to the decrease work morals, productivity etc. I am also interested in this topic in that as a Business Management major I would like to be as affective in my communication with the organization I will join as well as with the individuals that will comprise the company. Based on a research done In July 2011, a Maritz Poll, an annual employee attitude survey conducted by Maritz Research, reported that 25 percent of employees indicated having less trust in their management than they did the previous year. Bad communication breaks down trust. Barriers to communication in the work place can be very detrimental to the sustainability, longevity and success to the organization. There are numerous barriers that effect communication in the work place. According to skillsyouneed.com, these barriers range from nonverbal communication, lack of feedback and cultural differences. These barriers to communication may and can occur at any stage in the communication process. Barriers may lead to your message becoming distorted and you therefore risk wasting both time and/or money by causing confusion and misunderstanding. Effective communication involves overcoming these barriers and conveying a clear and concise message. References Barriers to effective communication. (n.d.). Retrieved from http://www.skillsyouneed.com/ips/barriers-communication.html Duggan, T. (n.d.). Communication problems in a business. Retrieved from http://smallbusiness.chron.com/communication-problems-business-2828.html

Cultural competence and its promotion in the education system Essay Example for Free

Cultural competence and its promotion in the education system Essay The demise of racial segregation in the 1960s saw the emergence of cultural diversity with colored and non colored students now being taught under the same roof. From then on, schools have seen an increasingly diverse mix of students, matters having been complicated further by globalization, which has resulted in more diverse cultures making the United States their country of choice. Diversity is good and must be appreciated; the only problem is that if not handled well it may have the potential of creating apathy between the different cultures making up the cultural mix so that instead of a system becoming a cultural melting pot, it becomes the crystallization chamber. The aim of this paper is to examine the role of culture in molding competent students. Cultural competence More often than not, competence is construed in its narrowest definition, which is mostly in reference to acquisition of the necessary skills for the performance of a job. For this paper however, competence will be in reference to both culture and knowledge. Ahlawat and Ahlawat (2006) found the influence of globalization to be so enormous to the extent that multicultural diversity is now amongst the key ingredients for students aspiring for a global career. An equally important finding is by Thomas (2006), who emphasized the importance of cultural intelligence in the business environment. The role of culture within the organizations is captured by Berrell and Gloet (1999), who did a study on influence of culture in organizational culture and found it significant. The study implies that for one to blend seamlessly in to an organization there must be a level of cultural competence because there seems to be a thin line between the culture within and without the organization. For instance, according to the study, an organization within Malaysia will most likely have a culture similar to that of Malaysian people. If one has problems adapting to the Malaysian culture then the person’s work output may be greatly limited. The role of the education system in such a scenario will be to create a culturally competent global citizen. It cannot of course be expected that students will be trained to adapt to certain cultures only, instead, skills to adapt to diverse cultures will be imparted. Such a skill is given by Arizaga, Waldo and Castellanos (2005), who found that teachers who participated in multicultural enhancement program showed increase cultural competence in the form of listening and expressive skills. Evidently, these are adaptive skills that once acquired may be applied in any cultural setting. Educator’s role in promoting cultural competence The design of the education system should ensure that it produces tolerant people capable of adapting to any cultures. One of the ways given by Arizaga et al (2005) is by having multicultural enhancement programs to promote listening and expressive skills. Pope and Mueller (2005) also emphasize the need to integrate diversity issues in designing education programs. This can perhaps be described as the cornerstone of achieving cultural competence because if its importance can be taken in to account in the training of educators then eventually the educators that will end up in the field preparing the students will know what it entails to be culturally competent, and will thereafter pass on the skill. Pope, Mueller and Reynolds (2009) appear to agree with the importance of having culturally competent educators when it pays tribute to student affairs professionals for the increased number of multicultural scholarships in the last three decades. The emphasis should therefore be on getting culturally competent educators on board the educational system if substantial results are to be expected. . Further to that, the authors are also urging the educators not to simply embrace diversity; they should actually seek it proactively. In addition to promoting cultural competence in as far as interacting with people from other ethnic, racial and national cultures, the education system should promote tolerance to homosexuals. This is according to Liang and Alimo (2005), who suggested that the education system could promote a more positive attitude of heterosexual students towards homosexual students by encouraging interaction between the two groups, something the study found to increase tolerance between the two groups. An equally important aspect of attitude development in the education system is the acquisition of positive views of self worth and meaningfulness Coll and Zalaquet (2007). Its importance in promoting cultural competence may not be obvious, but it is not hard to imagine how a person with a feeling of high self worth and meaning will find it rational to respect other people’s rights. A challenge to achieving cultural diversity is presented by Salazar (2005) who cites challenges faced by counsellors of color. Counselors of color according to the research are faced with prejudices in their interactions with white middle class students. Sadly, this may be an in built mentality, which may take some time to get rid of but fortunately, cultural competence presents one of the remedies to this inappropriate attitude. Implications of the findings Most people spend over two decades in school, meaning that the education system plays a big role in shaping the national psyche. Among other functions, Gay (2009) says that education plays an important role bringing up constructive students. The element of constructiveness goes beyond cultural competence and ropes in other areas such as raw knowledge and social skills. In fact, according to the article the education system may play role in promoting democracy. The upshot of all this is that an educator must realize that the challenges and objectives of the education system are dynamic and for one to remain relevant, it is important to continuously adapt to the changes. For instance, a few years ago it would have been unthinkable that the education system would want to promote tolerance towards homosexuals; these were outcasts for whom there was little concern. However, the reality of the output focused employment present today has ensured increased tolerance to such people and thus the need for a change in approach. An educator will be differentiated from any other knowledgeable person from their ability to produce all rounded graduates. Some of the important traits to be considered include cultural competence and tolerance. For example, if the task is to teach students mathematics without considerations to the other aspects then that can even be done by anybody with the basic knowledge needed to teach the particular subject. The professional educator must be easy to differentiate from other people possessing the same level of knowledge, and one of the hallmarks of this is the ability to produce culturally competent students among other things. Conclusion From the study, cultural competence has proven to be a very important subject area for one’s development. Most people spend over two decades in school, meaning that they will acquire some of their lifelong traits there. Global occupational mobility is on the rise and one of the key ingredients to it is cultural competence. People with less of it will have a very hard time adapting to the different work environments that will be made available by the increased mobility. One’s work output is not a function of skills competence only; it must also include the person’s ability to work with people, which means adopting the narrow minded definition of education will produce half baked students. References Ahlawat, S. , Ahlawat, S. (2006, ). Competing in the Global Knowledge Economy: Implications for Business Education.. Journal of American Academy of Business, 8(1), 101-105. Arizaga, M. B. , Waldo, M. , Castellanos, L. (2005). Multicultural Sensitivity and Interpersonal Skills Training for Preservice Teachers. Journal of Humanistic Counseling, Education and Development, 44(2), 198-202. Berrell, M. , Gloet, M. (1999). Reflections on the cultural dimensions of educational administration. EAF Journal, 13(2), 10. Coll, J. , Zalaquet, C. (2007). The Relationship of Worldviewsof Advisors and Students and satisfaction with advising: A Case of Homogenous. Journal of College Student Retention, 9(3), 273-281. Gay, G. (2009). Similar Concerns, Different Perspectives of Social Studies and Multicultural Education. Social Studies Review, 48(1), 25-27. Liang, C. , Alimo, C. (2005). The Impact of White Heterosexual Students’ Interactions on Attitudes Toward Lesbian, Gay and Bisexual People: A Longitudinal Study. Journal of College Student Development, 46(3), 237-250. Pope, R. , Mueller, J. (2005). Faculty and Curriculum: Examing Multicultural Competence and Inclusion. Journal of College Student Development, 46(6), 679-688. Pope, R. , Mueller, J. , Reynolds, A. (2009). Looking Back and Moving Forward: Future Directions for Diversity Research in Student Affairs. Journal of College Student Development, 50(6), 640-659 Salazar, C. (2005). Outsiders in a White, Middle-Class System: Counselor Educators of Color on Academe. Jounral of Humanistic Counseling, Education and Development, 44(2), 240-252. Thomas, D. (2006). Domain and Development of Cultural Intelligence: The Importance of Mindfulness. Group Organization Management, 31(1), 78-99.

A Study Of Change Management At Mcdonalds Commerce Essay

A Study Of Change Management At Mcdonalds Commerce Essay McDonalds  is one of the biggest food organisation in the world, and  has  established its own operating restaurants and its franchises   which is  about  28,700  selling points  in 110 countries.  Another most important aspect is  Food business is  much interested  among  young adults,  children  and  adolescents.  Therefore,  The Company  provides an enjoyable environment to their customers which is very secure and safe  where  all of their customers spend to  joyfully and they can get less expensive  food in a clean installation  as well as the food company offers a unique interior  designs and its own inner clown  (Debre, 2005).  Furthermore,  McDonalds  put tremendous  efforts to  maintain  healthy  relationships with its  suppliers and  franchisees.  The organisation continuously enhancing their services, supporting timely management and its capital operations to their partners. Therefore, this makes  its   suppliers and  the franchisees  loyalty  I think, this kind of strategies will make their partners involve more effectively in work to achieve the organisation goals  (Aswathappa, 2006).  However, the food corporation  continuously  works with innovative  ideas  towards the needs and  to grow during the operation without problems (Russell and  Gubman,  2006).  In this research paper, I  am determined to find out  key strengths and challenges of  managing change  at Mc Donalds and will present a comprehensive documentation by discussing an important areas with examples about How this food company managed  to survive  competitively  in the  global  business environment. The most surprising news is that from over 110 countries everyday approximately about 53 million customers eat at McDonalds. Although McDonalds  has huge private  franchisees to its chain of  restaurants. However I think, the core management  functions  play a vital role to determine the success of the any organisation.  Therefore, i would like to take an opportunity to  discuss how  the core functions influencing the organisational management with the impact of  globalization  such as  controlling, directing, organising and  planning. McDonald is constantly leading as a present and future leader in the global food business environment.  At the same time, it is very important that the company must have to focus on international and local investment and trade as this food corporation working more than in 100 countries. Moreover,  the company should keep utilizing creative and new technologies to enhance  the business and to promote  new solutions and products to sustain  its  position as a global business leader in food business.  Furthermore, McDonalds should look at  its  common goal and also, take care of  publicity and  Customers  satisfaction. The demands McDonald, McDonald strongly urge for what he strongly component McDonald should win for that diversity with McDonalds is thinking about the meet. With a daily reach of every culture daily scope McDonald McDonalds just about access to almost all cultures, which many operations ambiguous / moral issues is clearly working. To solve more complex than the wider dissemination of a culture growing demand for spreading culture and morality. In this letter, we will examine how / external / internal factors impact the McDonalds impact of globalization, technology, innovation, diversity, one of four work ethics affect management. Globalization is the process of interaction and integration between people, companies and governments of various n ations. It is a process driven by international trade and investment and international assistance is aided by technology. It affects the environment around the world, around the culture in society, political systems and affects the welfare of human betterment. Purpose    Goals and objectives The purpose of this report for the purpose of change for an integrated portfolio of integrated change McDonalds McDonalds is present. The purpose of this study was found outside the driver for this purpose, the local fast food joint to identify the causes of change and this will be achieved through and insects. With analysis of the region I field army insect. It is also to identify and study the kinds of changes facing McDonalds McDonalds exchange rate I justify the purpose of SS cause. In addition, management of change within the repo repo I T IT change management process will introduce the McDonald McDonald, contextual change model using model reference currency. A number of books, magazines and newspapers to magazines to prepare this report information collected was deposited. The report will be divided into several sections and will include a summary of findings and recommendations is also as well as the findings and conclusions. Collection and interpretation: The need for change Now this report analysis of an insect plague, force field analysis force for change in the operational reasons will be identified. McDonald. McDonalds policy is that U.S.A.A. politicians were invited by the U.S.A.A. government to ensure the health of their customers are. The company admitted that their suppliers have some heavy promotion of development roughly antibiotic chicken, beef and pork through the use of antibiotic drugs were stimulants. These chemicals were shown to be harmful is harmful to human health and food giant to help the authorities to curb the practice is said. McDonalds has asked the suppliers to the meat industry to eliminate or phase out businesses lose custom. Company for the Ethical Treatment of Animals is working with people, animals and took the checkered (Greider, 2003) are killed reform. McDonalds has faced its share in the management of its activities have had to face difficulties. How about discussing the issue of using McDonalds uses and how to manage their stock before the last work of its new stock management system the company benefited their implementation. Securities business will benefit. To manage stock efficiently, it requires a balance of meeting customers needs is needed between reducing waste. After customers to reduce waste. The last element of the demand for accurate prediction is that food need not be done by forecasting threw away rejected once more efficient and often not be efficient control should be controlling shares of stock of raw material. However, it can be hard as a customer, because customer preferences often change. The McDonalds need to focus on product expansion and many products are produced To reduce waste and become more challenging and are less focused. difficult. All companies face business challenges every day. Major challenges facing McDonalds stock management of. Stock list management. List Management Meeting customers need to create a balance between customers, while at the same time together to reduce waste whilst. Lack of waste: is: First, the stock was taken care of restaurant knowledge and information by using first and restaurant managers participated. The great amount of time because mangers cribs demand forecast spend. This prophecy. Also, its going one way and not one easy account and other factors (seasonal changes changes, holidays) do not have. In 2004, McDonalds McDonald implement a new stock management team as the Restaurant Supply Planning Department Planning Department offers restaurant called shares was launched. Team, local restaurant, local restaurant managers, many factors that affect many stocks, including many in communicating with the demand expected in the forecast system to predict the menu items. To ensure that content is used only new stock always used, but were mangers McDonald, fifo method uses cribs to address McDonalds stock. Meet different people. Stock action is needed to be done for the management of various types were a.Raw content. Former content. Example: vegetables, meat, packaging Progress in b.Work. Goods are in the process of becoming a finished product that is being converted into products c.Finished products. The products of these items are ready for sale venda Management system using the stock list, stock enough for McDonalds was able to ensure safe enough stock was available when needed. Use Porters competitive forces model Porter to gain a competitive advantage 1. A good model to analyze competitive position analysis McDonalds that are living within your industry estimates using the known model Porters    Porters five forces model to analyze the competitive forces including the need. Analyzed. These forces include the intensity of rivalry from competitors are the traditional rivalries, new market entrants to the market risk, options and threats products or services, bargaining power of customers and suppliers Laudon (Laudon, 2007) the bargaining power. See picture below; Traditional competitors (competitive rivalry) McDonalds    Traditional rivals, competition, rivalry () McDonalds fast food shops traditional competitors other restaurants across the country, namely, ie including the number, Burger King, Taco Bell, C, F, is Wendy. Wendys. This is shown Professor Michael (2004) Waterson was demonstrated by the presence of a Burger King, for example, the likelihood that growth will be open from McDonalds McDonalds. It this way. So you have seen can be seen that the risk of more intense competition from traditional rivals, but never do. Quality Internationally for the quality of McDonalds McDonalds quality reputation is known. It is known. It is particularly unusual, unique, because the highest quality standards are maintained at very reasonable prices. When you eat McDonalds, McDonalds customers expect high quality food and food service. Ensures that customer expectations McDonald McDonalds are all met. Only the best best quality food products is not guaranteed that they serve the food to ensure quality standards are met and fulfilled any hot food hot and fresh that fresh, is served is not. Keys for quality submitted by a manager for McDonalds is TLC tender love and care, where all efforts are motivated directed to maintain this quality standard. Why one needs a change was necessary In the past, orders were served individual stock orders restaurant managers had the responsibility of managers. Restaurant, ordered the stock. Using their local knowledge Sort by stock, and as well as data from the shop sold the last days, weeks and months. For example, if last weeks sales figures revealed last week they were selling coffee that sold 100 units and net sales were up 10% increase, he expects this week to sell 110 units is expected. New System In 2004, McDonalds list of restaurant management, restaurant supply scheme known as the Department shares a central role in the ceremony started Planning Department provides a specialist. The team with the restaurant manager, restaurant communications computer regularly on a regular basis to detect Learn about local events. Teams new planning and forecasting system based on these factors makes (Manugistics is called) for the menu item over the possibility of forecasting the demand forecast (Mac egBig MACS egBig). This case study looks at how McDonalds check through their management systems and gain share is operating its activities has been successful. However, none involved a simple way to calculate and account factors such as national promotion or national school holidays is to take. The restaurant manager restaurant manager, a very long long time, leaving less time for the quality of restaurant food, service and cleanliness to focus on. Economic Accommodation: Increase in the number of children in the 1950s due to increased per capita income. This time saw a good economic period in the number of suburbs in the United States increased U.S.A.A. growth districts and encouraged to increase the series promotes dissemination chain restaurants like McDonalds restaurant. The company has opened restaurants in convenient locations where families in the performance of their car very cheap fast food meal can Debres ((Debre, 2005). McDonalds restaurants in the U.S.A. by the number present in a large number of American suburbs and in 1965 the company decade of 1970 to avoid locations within the city center locations avoided. The company has gone outside the U.S.A.A in 1967 move into the U.S.A.A. and Canada and came to Puerto Rico. It raided in Europe and later forayed revealed that this address will not be successful if it continues to successfully work in the suburbs. This has been a commercial business development Europes main markets in Europe suburbs and central cities (Debres city (Debre, 2005) did. Social: During 1950 and 1960 McDonalds increased its popularity increased in the decade when the U.S.A.A. changed in my lifestyle change and the pleasures of post-war period began. The high number of Americans have decided that more children have chosen and a common three or more families of children with visual spectacle visited. McDonald family is oriented towards the market and focus young children, adolescents and young adults (Debres Debre, 2005) has focused on attracting. Today, customers receive the visit of these places appreciate food joints to eat a sense of freedom they think they see in convenience at a time step. Young established. Young Adult Self concept and self-service with minimum adult are very happy about the adults who have contact with a minimum in the restaurant. Customers also enjoy the noise fun, comfortable environment and McDonalds restaurants (Debres Debre, 2005) a bright color. Technical Technology McDonald to face difficult times during the late 1900s 1900 season and was quickly -2000 late 2000. The car company in the leadership of their products and services focus on product innovation. Company to bring these changes to beat the competition to control and maintain market created. McDonalds has increased focus on customers and asked people to invite new ideas. These ideas are turned into new products and processes and the company, launched a new mantra in action: a guess, start small and scale fast Gubman (and Russell, 2006). The company has set up shop with a model number with a number one in the kitchen cooking produced a warehouse. New product and process innovation and tried and tested in some restaurant experts to participate in peer test. This helped them to Market a new product Gubman (unching and Russell, 2006 LA first menu test) Force Field    Analysis Group Field Lewins    Field Force identified problems Lewin analysis helps to identify and planned efforts to change organizations in the deployment of the deployment. The analysis for the driving force behind both change and resistance (Harwell, 2000) recognizes the changing forces. Force Field Analysis Group Field Resistance to change driving force resistance Resistance to change: We all know that people are generally resistant to change. Less often from the comfort of familiar challenge of the unknown is acceptable palatability. Home. When human organization a human face to talk constituent components are confronted with new ways to adopt, it is not surprising that they can be very uncooperative co. It is said that most people resist change this song Most people that have not been successful in their opposition to any change pockets. Your pocket. For resistance may be rational or emotional sources of change, but the fact is that if early elections in the first phase of the protest did not cause serious problems if the major focus in the organization, as well as in implemented, says the change, as quoted by Maurer correct claims resistance kills change .. Therefore,    So a first step in the management of change because people change and opposition know. Some of them happen, can not not like them can change the choice: uncertainty with negative impact on the interests alleged eagerly reported discomfort; Attachment established culture / talk to / following methods; alleged psychological contract alleged bleach , lack, lack of confidence that change, lack of need required; what is expected as the lack of clarity, confidence in expectations, a significant change being that the proposed change is unfair, faith, believe that while the weather is wrong .s bad. Excessive change, cumulative adaptation, The cumulative effect of changes in the lives of others, in the lives of others admitted, alleged encounter with ethics, reaction, reactions to the experience of past changes, disagreements like how they are managing Disagree with change is managed, etc. is going. Order., Some of the strategy to overcome some resistance, such as education, education and communication can be used, participation, partnership and participation, convenience, convenience and assistance, discussion, dialogue and compromise, manipulation, manipulation and cooperation, clear clear and ambiguous rape etc. and Jaffe Scott, according to the resistance that is one step away from that person when people start their ends and as a past and their potential role ability to pay more confident that those who face the future For the best strategy to use partnered Use participation to reduce resistance is to reduce resistance to change. Change. Once people believe that change is necessary, and that change in terms of doing the right changes, your right, this time with the implementation and sustainability of changes to move forward. Implementation    Few problems easily implemented without income, but Kurts Force Field Analysis Lewin Lewin great help in implementing the changes can be very helpful. Step 3 to change the process of change Lewin has, these are steps Unfreezing The current state of the company present - descongelacions ; making, change use; refreezing , refreeze in the company because its new desired state so as members work and her previous role of behavior and behavior on paper is not returned. Then comes the last final stage where changes are consolidated. A McDonalds food for some communities accepted food standards (Debres Standard (Debre, 2005). B. late for McDonalds that of 1990 lasted for decades in the business quickly -2000 faced recession faced recession. Income gains were dipping diving, and competition Gubman (and Russell, 2006) was increasing. A McDonalds management McDonalds until they change their product with a very constant opposition to (Debres, Debre had refused to face opposition, 2005). B. 1990 McDonalds leaders capable way out of recession in the decade of business to solve problems arising contraction result were not able to locate. Only operations only company, focusing on distribution, and concentrate costs and customers did not pay much attention on customer needs. The company should not be devalued their Brand, but a degree of regional variation to allow local clients Gubman (attracting and Russell, 2006). McDonald McDonalds restaurant to change local cultures are known for their needs must. The company changed its business to modify its methods and optimization does not like foreign cultures (Debres Debre, 2005) is not conducive to. Strong change Organizational change process in an organizations resources to help test, the organization reviews its strengths and its weaknesses and. For those involved in change management, managing the biggest one of the biggest challenges to try to try to ensure that change is not just a temporary phase. Therefore, a permanent one for something to stop it going to be new and different from common usage and to be seen as, it should be, but for those newcomers to the organizations general condition became normal . organization. Thats why it should become an integral part of day to day work. everyday work. Types of organizational change O rganizational Change Type: The four types of organizational change model, there is a description of four types of organizational change model described by S. Nadler et al (1995) are: Tuning, reorientation, adaption or re orientation, re-creation or adaptation (Jain, 2005) that . These models now have 4 reports describing the report describes and models that McDonalds. McDonalds is being used by identity. Tuning    Authors description as the most common type of transition model tuning adjustments. Tuning is also at least, fast and least risky. The following companies less risky. Such type of model predictions and the companies learn to avoid problems should stop. They should not just wait for the bus is expected to go before they do something wrong that some appropriate action in any appropriate has decided to fix. example, for example, dupont a client program has adopted to promote their customer marketing efforts. Under this program the company themselves blue collar workers said that their clients once a month Visit clients. This was discussed during the visit were to employees needs customers and customers in their dupont factory act as representative. This approach is very different from the traditional model, where companies usually customers usually expect complaints from customers, and try to wait for them to heal when they try to achieve a complaint (Jain, 2005). Optimization To some extent the model of organizational change organizational model is similar to tuning adjustments. However, the model problems of companies in foreign companies, or in response to pressure changes in their organization to implement. Example, for instance, General Motors and Chrysler quite experienced great change their strategy after Ford was under pressure was a great success with aerodynamic styling. Design. This success led both companies to expand their product lines to effectively compete with larger competition with Chrysler did (Jain, 2005). Reorientation    The rate of change of such changes in business strategy reorientation and some anticipation. Even as researchers Researchers organizations bending structure as frame bending model to include this type of model should be mentioned is important redirected. However, funnel. However, companies should not have to completely break from their past and only a few relevant changes apply. This approach to a fast food companies to come with a little creativity to your customers (Jain, 2005) is between reaching very popular among people. Re-creation is the model of organizational changes to bring the most intense and high-risk types have been identified type. These changes began as common as common due to the high pressure is a strong contender. For example, Mercedes is trying very hard to make great in the U.S.A.A. are the two most rapidly growing areas sharply increase its footprint effort. America. The companys attractive market for light trucks, minivans market and a market share is and want to introduce minivans and four wheel drive sports utility vehicles, sport utility (Jain, 2005) vehicles. Analysis of this discussion shows that using McDonalds McDonalds reorientation reorientation model is changed .. Not change its entire business strategy is not great food, but for some reforms of his business success in new markets Debres (This ensures Debre, 2005). Management    Change Management Process Although researchers know that I changed a stable S, He, who recently have begun to understand the dynamics change. Principles for managing change. Are still in theory of change management is emerging and existing companies are currently testing a number of series and error using the address change process (Mclagan McLagan, 2002) procedures to deal with. One popular model of change is changing Lewins three steps: unfreeze, transition, infection Refreeze. Refrozen. The first phase includes steps to open more employees to change and reduce her anxiety level. In this stage, employees begin to get ready to become a more ready to hear about new changes listen. The second phase includes early employees, which can be done on trust by human resource professionals or professional managers involved in introducing new ideas or human resources department. The final phase of development at the end of stage employees change their behavior in organizational behavior and tax Weick (and agreed to a ccept the staff include Quinn, 1999). McDonalds to use this model can apply major changes in the organization of relevant McDonalds management. The first company that already describe the benefits of employees may change gradually implementing changes in facilities and staff to persuade workers to use new policies and practices. Thus doing so, the new company will quickly adjust to new areas in local culture. Too. Similarly, it would be better, will the company compete with other players in the market equipped. Human Resources Human Resource Department for the company with the objective of which is the effect that employees are advised of changes to optimize organizations can use to adjust the lawyer can. Summary of findings, conclusions and recommendations Research clearly shows that despite the huge popularity McDonald met, this McDonalds, which still needs to be changed continuously Gubman (and Russell, 2006) to enhance change. Pest analysis organization that monitors the conduct of companies reflects the political pressure on the pest companies .. McDonalds to ensure access to healthy food policies for obtaining raw materials should ensure procurement of materials and their uses changed suppliers when necessary (required Greider, 2003). The company has received U.S.A.A. economic success in America but in Europe it is a different European market-driven (Debres Debre, 2005) should have. Thus, management must recognize that the business model may not be applicable in all areas of the world. Their environment, their atmosphere so high customer company (Debres Debre, 2005)) will not change is not appreciated by, but to consistently maintain their products and services and maintain a new Gubman (living and should Russells , 2006). Army forces also showed resistance to change as McDonalds McDonalds management changes introduced only when faced by opposition consistently shows analysis of the field analysis. The company should immediately adopt a foreign culture and customer focus more on customers ((Debre, 2005) Debres needs. As noted above discussed, the companys organizational model of organizational change model type reorientation as is using and will use Lewin Lewins three stages of the process of change uilitzeu necessary changes in relevant organizations Weick (to receive and bring Quinn, 1999). Challenges: Despite their efforts, still remains Britains McDonalds McDonalds unhealthy food, increase in obesity in Britain associated with employment growth and employment, without prospects, need time Word image constructed by the organization. Organization. His nationally recognized for its ability accredited diploma through the development of staff training efforts, QCA is valid, refuses to recognize them has been compromised by universities refused to recognize. Books and films, promotional films McDonald McDonalds which is the target of severe criticism of the negative aspects of the organizations propaganda. Organization. Company healthy company, options thats healthy criticism has been criticized, for example in salad dressing, high fat content for a salad .. McDonald has seen the McDonalds instigated litigation petition, because the companys electric power generation companys financial public legal proceedings was considered aggressive. Outlook: McDonalds as a small short-term approach, because it is positive McDonalds has responded to consumer demand and provides a comprehensive expansion of its territory affected by the recession hit a low cost to get takeaway option provides is. Company image and appeal of the problem has been addressed that attract consumers to a wider scope wider range offering a larger increase in business. Instead of expanding into new areas to expand the existing market development through moving step plan to develop, with opportunities in emerging markets economies, due to, for example, increased use of car to drive cars, use restaurant through more premium. Overall, in general, a good organization organization works to expand your business potential margin expansion and broadening its offer through the covered areas is already ambivalent. Conclusion McDonald McDonald for their products and services constantly change constantly to stay ahead of the competition put Gubman (and Russell, 2006) is. The company must meet soon for the local market is very conducive to attract local customers that you more easily accepted in this area can. Phase three phases of Lewins model of change in the mindset of bringing Lewin model can be achieved McDonald Weick (and Quinn, 1999 age old stereotypical thinking management of McDonalds management). His view can replace with contemporary theories can, but they can protest and are sticking like, old ways of customs operations tend to live with. But still, this change will benefit the organization in a very long term, as the globalization of the market and more players can change may have begun reluctantly For the development of the company proved the companys market is fatal.