Program Planning and Evaluation Paper - 815 Words

Program Planning and Evaluation Paper Nicole Debski HSM/270 PROGRAM PLANNING amp; GRANT PROPOSAL WRITNG IN HUM SERV (AXIA) Janice Gilstorff, MPA Faculty University of Phoenix 8/1/2010 Program Planning and Evaluation Paper The first questions ask how program planning and program evaluation describe how the two components relate. In my opinion they relate because once you have a plan in order you have to evaluate it to see if the plan is working. You also need to know what area need to be work on and what the cause of the problem and how to resolve them. The second question Identify specific examples of how program planning and evaluation interrelate in your chosen scenario in Appendix B. in my opinion program planning and†¦show more content†¦Issue that in my opinion would affect the evaluation of a domestic violence program would be lack of information on the victim and abuser. Another affect on evaluation would be is there a data base on domestic violence crime. Is the data assessable, is there a statistic rate what is the ratio of women, men, and children been victim of domestic violence. Other issue that could affect the planning of domestic violence is the long term affect of being a victim of domestic violence. According to (N.D), [The long term effects of domestic violence have not begun to be fully documented. Battered women suffer physical and mental problems as a result of domestic violence. Battering is the single major cause of injury to women, more significant that auto accidents, rapes, or muggings. In fact, t he emotional and psychological abuse inflicted by batterers may be more costly to treat in the short-run than physical injury. Many of the physical injuries sustained by women seem to cause medical difficulties as women grow older. Arthritis, hypertension and heart disease have been identified by battered women as directly caused or aggravated by domestic violence suffered early in their adult lives. Battered women lose their jobs because of absenteeism due to illness as a result of the violence. Absences occasioned by court appearances also jeopardize womens livelihood. Battered women may have to move many times to avoid violence. Moving is costly and can interfere with continuityShow MoreRelatedProgram Planning and Evaluation Paper840 Words   |  4 PagesAssignment: Program Planning and Evaluation Paper Janice Minnis HSM/270: Programming Planning and Grant Proposal Writing in Human Services August 21, 2011 Terri Galindo Axia College of University of Phoenix I have chosen to work with Program Scenario Three, PEACE Domestic Violence Agency. Yuen/Terao (2003) states, â€Å"Program planning is an organized process through which a set of coordinated activities or interventions is developed to address and facilitate change in some or all of theRead MoreProgram Planning and Evaluation Paper Hsm/270747 Words   |  3 PagesProgram Planning and Evaluation Paper HSM/270 June 17th, 2012 Bonita Comer Program Planning and Evaluation Paper Program planning is a process to achieve a particular goal and/or mission. Program planning is an organized process through which a set of coordinated activities or interventions is developed to address and facilitate change in some or all of the identified problems. Program evaluation provides useful information for improving the programs and the service delivery systemsRead MoreProgram Planning Program Evaluation; Peace Domestic Violence Agency1087 Words   |  5 PagesProgram Planning amp; Program Evaluation; PEACE Domestic Violence Agency HSM 270 Abstract The overall purpose of this paper is to compare program planning with program evaluation in a human service organization by describing how the two components are related. There will be examples of how program planning and evaluation interrelate with the PEACE Domestic Violence Agency scenario from Appendix B. We will also look at the technical and political aspects of program planning and evaluationRead MoreEvaluation Of A Program Evaluation994 Words   |  4 PagesProgram Evaluation Time-Out is the title for the proposed program, providing prevention and solution-based services to African American high school student-athletes in Hampton, Virginia (Baskerville, 2015). To begin with, this paper will provide a comprehensive program evaluation model for the program. Secondly, it will outline the evaluation framework the program will use to evaluate the program. Next, the paper will provide a timeline detailing when critical evolution task for the program willRead MoreFinal Program Summary Hsm 2701701 Words   |  7 PagesProject Program Summary Jeerna Meador HSM/270 Program Planning and Grant Proposal Writing in Hum Serv (Axia) Instructor: Richard Perrone Week Nine The overall purpose of this paper is to compare program planning in a human service organization by describing how they are related.    There will be examples of how program planning and evaluation interrelate with the PEACE Domestic Violence Agency. We will also look at the technical and political aspects of program planning and evaluation that mightRead MoreThe Role Of Professional Training On The Community It Serves, It s Resources, And Activities1547 Words   |  7 PagesIntroduction The process of evaluating a program can be an arduous task requiring systematic and dedicated planning. It is describe as, the aspect of professional training aimed at helping to integrate research and best practices (Royce et al., 2015). The purpose of an evaluation is to assess a program’s value to the community it serves, it’s resources, and activities that enrich the learning of its members (Mondisa McComb, 2015). Proponents of STEM on the national and local levels have investedRead MoreAn Interview Via Email With An Adult Program Programmer1474 Words   |  6 PagesThe intent of this paper is to provide the details of an interview via email with an adult program programmer. The person selected was Ms. Desiree W. Dixon. Ms. Dixon duty position and the title are Subject Matter Expert, Contractor with the Army Lifelong Learning Center, U.S. Army Combined Arms Center (CAC), Army Training Support Center (ATSC), Fort Eustis, VA. The author came to know Ms. Dixon as the result of the author’s exposure to a Blackboard (Bb) online workshop that she programmed. TheRead MoreDesign The Program Planning, Timeline And Other Tools776 Words   |  4 Pages5. Design the program planning, timeline and other tools 6. Make the timeline and deadline to the program 7. Assess the resource availability 8. Visit the area and get into contact with local government bodies and other stakeholders 9. Rent and manage an office to handle program administrative and other activities 10. Make arrangements to execute the program 11. Educate the paddy farmers about causes and effects of chronic kidney disease, how to prevent and overcome the disease, usage of agrochemicalsRead MoreAlaska Team Support964 Words   |  4 Pagesinvolvement were in the Junior Achievement program, the Air Force Airman Financial Literacy program and in support of the Joint Base Elmendorf Richardson Wounded Warrior rodeo. In addition to this, I also participated in the local Fun Times activities with the rest of the Booz Allen team in Alaska. I volunteered as a mentor and presenter to a local high school with Junior Achievement. I combined my academic, military and business background in a program for high school to motivate and encourage excellenceRead MoreEssay on Hsm/270 Week 6 Checkpoint1205 Words   |  5 Pagesabout the programs it will offer they have to start thinking about the processes and outcomes they want to use and achieve through their program. They need to find the best ways to run their program that follows their mission and produces outcomes that help support that same mission. Process and outcome evaluations in a human service setting help the organization to better understand the outcomes of their programs and the processes in which the outcomes came. (Yuen, Terao, 2003) This paper will walk

Hardware and Software 2D CAD

Question: Discuss about the Hardware and software for 2D CAD. Answer: The minimum Hardware and software requirements for using 2D CAD depending on the latest version of the applications available are. S.NO ITEM DESCRIPTION 1 PROCESSOR Intel Pentium IV or AMD Athlon 64 2 RAM 1 Giga Byte 3 STORAGE 2 GB 4 OPERATING SYSTEM Windows XP, windows 7 , Vista 32 Bit 5 INPUT AND POINTING DEVICE Standard MS complaint USB Mouse and keyboard 6 DISPLAY 1024x768 VGA display 7 DRIVE Standard CD/DVD reader , burner 24x 8 BROWSER Internet explorer 6.0 Processor These processors have a moderate clock speed (= 1.3GHz).This helps the CAD application to perform, calculate and response faster . The time between the user input command and its performed action in the application is greatly reduced. RAM The RAM provides the temporary storage during the CAD wok. The user is able to work on complex drawings that involves number of features and elements without compromising on the speed. 3. OPERATING SYSTEM. A basic operating system is required for operating a computer. STORAGE A free space of at 500 Mb is required for installation of the CAD application and 1 GB additional for storing CAD generated Data and files. The data such as company formats, standard symbols are stored in it and is required during drafting. The 2D data is also saved on the Hardisk and can be retrieved anytime when required. DISPLAY A larger display helps in better visualization during work, and offers the user a good reach in drawings while drafting. INPUT AND POINTING DEVICES The input devices are essential for entering input commands (dimensions , text, )and operating Graphical user interface. 7.CD/DVD ROM A standard CD/DVD drive with burner. It is required for installing the CAD application and also for creating an External storage CD/DVD of CAD data for back-up. It should have a 48x writing and 24x reading speed. All the hardware except for display should be assembled in a single unit which is good ventilated by cooling fans. Using AUTO CAD has the following advantages: Accuracy. In manual Drafting of Big Components and Assembly , a scale has to be selected for drawing on a selected sheet of paper, Which requires every dimension to be scaled accordingly. In AutoCAD the drafting is done on 1:1 scale depending on any unit the user choose. Redraw/correction/Revision If another copy of the drawing is required with a little change in some dimensions, then in manual work the complete drawing has to be remade. but in electronic CAD any number of copies can be easily made at any instant and any of the dimension can be easily changed. Constraints The CAD package has built in constraints (perpendicular, parallel, tangent) for drafting , thus makes it user during drafting. Flexibility The CAD software automatically detects the midpoint, intersection, corner , centre of circle. Visualization In Electronic CAD it is easy to zoom at certain section, enlarge text and dimensions. It is very easy to make detailed view of section, auxiliary views the user requires.

The Employee Recognition Culture in McDonald

Question: Discuss about theEmployee Recognition Culture in McDonalds. Answer: Introduction Organisations typically rely on a variety of resources and organisational inputs in order to realize their objectives. Such resources include physical capital, financial capital and a variety of inputs. Yet, regardless of the nature of an organisation or its industry of operation, the human resource component is one of the most widespread inputs. This is the first reason why the human resource component is so unique. The second reason for the uniqueness of the human resource component is its ability to significantly differentiate one organisation from another, in comparison to other organisational resources. The complex interplay of these two factors, that is, the ability of the human resource component to act as a source of competitive advantage despite its prevalence makes human resource management one of the most significant activities. This paper considers human resource management through a case study of McDonalds Australia. Employee Recognition in McDonalds Human resource management plays an important role in supporting the objectives of an organisation. This is through the different activities that the human resource department performs. One of these functions is recruitment and selection of employees. The human resource department is responsible for sourcing the organisations labour, thereby allowing the organisation to meet its objectives. The human resource department also caters for training needs of employees. An even more important function of the human resource department, particularly with regard to the current case study is its role in influencing the attitudes of employees and the overall organisational culture. Rugman Collinson (2012) indicate that human resource managers usually utilize culture as a tool to foster certain behaviours like innovation, openness and dynamism within their organisations. Consequently, corporate culture is an important tool for human resource managers. In the case of McDonalds, it has developed a culture of employee recognition. The entrenchment of recognition and its development into a cultural component has had significant positive impacts in supporting the organisations future leaders program. Employee recognition is an important organisational practice, which has the capacity to support the organisations goals particularly with regard to its human resource component. This is because employee recognition encourages employees to work harder, thereby leading to improved performance(Markos Sridevi, 2010). One the organisational goals of McDonalds is to develop future leaders. Employee recognition supports this goal by allowing the organisation to determine those individuals who have the greatest capacity to be future leaders. This is because employee recognition encourages individuals to offer their best input, as they seek to receive the benefits of recognition. Another way in which recognition contributes to McDonalds attainment of its organisational goals, particularly its future leaders program, is by promoting employee retention. McDonalds indicates that a majority of its employees are young individuals aged between 14 and 18 years (70 %). If these individuals are to become future leaders within the organisation, then they must stay at the company for a long period. Indeed, McDonalds position is that it yearns to bring people through the ranks of the company because then, they have a better understanding of the businesss focus and purpose. This makes employee retention an important imperative. According to Hausknecht, Rodda, Howard (2009), employee retention is important in organisations as it facilitates the retention of talent. Going by McDonalds assertions, the company has, in the past, been able to retain employees and meet the goals of its future leaders program. The case study file indicates that in the past 30 years, three of the managing directors of the company originated as 15-year-old individuals working in the organisation. From a review of the case study, it would appear that McDonalds Australia recognizes the power of employee recognition. The company uses recognition as a tool to drive the performance of its employees. The use of employee recognition in this manner receives strong support from the social exchange theory (Saks, 2006). This theory portends that obligations are the culmination of sustained interactions between individuals in a reciprocal state of interdependence. In accordance with the theory, individuals interactions are governed by a set of rules of exchange, whereby each party responds to the actions of the other. In the case of McDonalds, the organisational is in reciprocal interdependence with its employees. In order to get the best from its employees, McDonalds uses recognition as an action to instigate a response from employees, and as a tool to reciprocate. This is in addition to other tools such as pay and benefits. In response, McDonalds employees provide optimal performance, to fulfil their obligations within a social exchange perspective. Consequently, recognition is a useful tool that allows McDonalds to realize its organisational obligations. Employee retention is an important organisational imperative, which enables organisations to realize their long-term goals. As noted above, this process facilitates employee retention. There is a growing need for employee retention, particularly with prevailing trends of increased shortage of individuals with high skill levels(Allen, 2008). This need is further exacerbated by organisational trends of a convergence of organisational inputs such as technological resources. The human resource component is important as a source of competitive advantage for two reasons. First, from a cultural perspective, the human resource component typically has an ability to differentiate one organisation from another. This is because culture is an aggregate of the interactions of the various components comprising it (Ismat Bashir, 2011). Different components culminate in different inputs, making each organisational culture unique from the other. A second way in which the human resource contributes to competitive advantage is through its qualities. Resources that offer a competitive advantage usually have four characteristics, the most important one being inimitability (Bingham Eisenhardt, 2008). The other three are rarity, strategic value, and a quality of being imperfectly substitutable (Bingham Eisenhardt., 2008). Of all other organisational resources, the human resource stands out as the most difficult to imitate. This is because although it can be imitated to a certain extent, it is impossible to duplicate the intrinsic business knowledge(Bobb Harris, 2011). On their part, Tarique and Schuler (2010) argue that only those organisations that are able to obtain the right configuration of human resources will be able to obtain a competitive advantage within the global perspective. An important imperative that has been pointed out is that organisations need to retain talent in their organisations. Talent management is one of the avenues through which successful organisations are able to harness the competitive advantage offered by human resources. According to Lewis and Heckman (2006), there is no concise definition of talent management in the literature. The approach, however, is embedded in the above view of the human resource component as a source of component advantage. Consequently, under talent management, human resource managers seek to identify those individuals with the greatest capacity to occupy vital positions in an organisation (Hughes Rog, 2008). The management then engages in activities, which are aimed at preventing these individuals from leaving the organisation. The advantage of talent management as opposed to employee retention is that it allows the organisation to focus its energy and resources on those individuals who offer it the greatest value. An implicit part of talent management is a focus on leadership. Tarique and Schuler (2010) indicate that leadership is an integral component of the cultures of organisations that are ultimately successful in talent management. Indeed, this can be seen through the case study of McDonalds. Its recognition culture is built around its future leaders program. This is consistent with the argument in the literature. Secondly, the company also involves its senior leaders in its leadership endeavours, as depicted by the case of Frank McManus. This senior vice president and director for people resources in the firm indicates that about 30 to 40% of his time is spent on executive development and talent management. Again, this is also consistent with the assertion in the literature. Evidently, McDonald engages in astute talent management practices, which culminate in the retention of its top talents, and the success of its future leaders program. Apart from employee recognition, McDonalds is also able to drive employee retention through employee satisfaction. Recognition in itself results in the satisfaction of employees, through a satisfaction of their higher-level needs. To understand this outcome better, one can consider some motivational theories such as Maslows hierarchy of needs. Under this framework, recognition fulfils the self-esteem needs of employees. At this level of need, individuals normally want to attain a high level of respect from others(Brad Shuck, Rocco, Albornoz, 2011). When they are recognized, feelings of respect and esteem proceed, hence raising the job satisfaction of employees. Brad Shuck, Rocco, and Albornoz (2011) go on to highlight the motivator-hygiene theory by Herzberg, under which recognition is categorized as a motivator. Such factors encourage an individual to engage in their work. It is worthwhile to not that the absence of these factors does not lead to dissatisfaction. Based on motivatio nal theories, therefore, McDonalds recognition culture motivates employees to perform their duties, as they seek to satisfy their self-esteem needs. Ultimately, McDonalds also offers its employees an opportunity to satisfy their highest level of need, the self-actualization need. At this level, individuals usually seek to become everything that they can (Brad Shuck, Rocco, Albornoz, 2011). McDonalds facilitation of the attainment of this need is through the outstanding achievers award, which is a corporate level recognition scheme. This award has the ability to help employees achieve all that they can while working as McDonalds employees. In this way, McDonalds is able to keep employees engaged, a phenomenon that will be discussed later. While considering motivational theories, it is worthwhile to indicate that other factors of McDonalds human resource management play an important role in supporting the recognition culture. One such factor is McDonalds pay practices. McDonalds has an elaborate pay structure, which seeks to involve employees to the greatest extent possible. Under its compensation policy, McDonalds bases its pay structure on an objective framework. Moreover, the organisation strives to explain pay decisions to its employees on a sound basis, and to ensure that individuals have an exquisite understanding of their pay packages. Ultimately, the organisation also ensures that there is equity between roles. Factors such as pay are considered dissatisfiers under the two-factor theory, meaning that they have the capacity to result in employee dissatisfaction(Griffin, Phillips, Gully, 2016). Employee dissatisfaction results in adverse outcomes such as lowered productivity and ultimately, a decision by employe es to leave an organisation(Gregory, 2011). Under the Maslow hierarchy, pay falls at the lowest category of need, the physiological needs. The Maslow hierarchy provides an important framework for organisations seeking to keep their employees satisfied and hence retain them. While applying the hierarchy, it is important to keep in mind the nature of the pyramid whereby needs diminish in intensity as they are satisfied, with the next level of need then predominating(Griffin, Phillips, Gully, 2016). When individuals are unable to satisfy the needs at their particular level, they become vulnerable and start to seek an alternative approach to satisfy these needs. Consequently, it is important for organisations to evaluate their employees continuously, to determine their predominant level of need. As noted, employee dissatisfaction can lead to disengagement. In order to keep employees satisfied, and therefore engaged, organisations should strive to motivate them. The report by Penna (2007) develops a framework for employee engagement that is closely linked to Maslows hierarchy. In fact, this model is in itself a hierarchy, w hich they refer to as the hierarchy of engagement. The hierarchy has five levels akin to those of Maslows hierarchy. This framework is presented below. The hierarchy of engagement provides a new way for organisations to understand and meet the needs of their employees and avoid turnover. Based on this pyramid, McDonalds appears to be performing well at each level. Its pay and benefits policy are elaborate and well explained, and hence contribute to employee satisfaction. At the next level is learning and development. McDonalds has an extensive training program, with an annual training budget in excess of $40 million. It therefore satisfies this second level as well. Opportunity, promotion and development needs are also catered for in the organisation. Employees at McDonalds are able to aspire towards top positions, given the examples of individuals who have ascended the ranks of the organisation to get to the highest level. Leadership is a key tenet of McDonalds, a feature that has already been discussed. Finally, McDonalds also provides avenue for value and meaning through its recognition scheme. This illustrates a high level of en gagement in McDonalds. Indeed, the case study indicates that employee surveys have returned favourable feedback on employee engagement in the company. The use of recognition by McDonalds provides an avenue through which the organisation is able to retain its employees. This approach can be applied across different types of organisations to yield the same results. This includes non-profit organisations. Non-profit organisations can apply recognition as an avenue towards the retention of volunteers, this would be important, considering that like business organisations; non-profits also have to contend with a shortage of personnel. The approach, however, cannot be applied ubiquitously. Instead, it would depend on the nature of the non-profit and the nature of the volunteer. For example, in a review of motivational methods for baby boomer volunteers, Culp (2009) indicates that this class of volunteers are motivated by incentives rather than recognition. Consequently, the use of recognition schemes would be inadequate for such volunteers. In a different study, Warner, Newland, Green (2011), report the indifference of noncontinuous spor t volunteers to recognition. Nonethelesss, all other classes of volunteers reported that recognition was an important aspect. It appears that unlike business organizations where talent management techniques can be applied nearly universally, non-profit institutions require an audit of the individual non-profit as well as the volunteering individuals. Such an audit would allow non-profits to understand the key motivations behind the voluntaryism of different volunteers. Importantly, Shye (2010) reports that individuals seeking volunteering opportunities may be driven by altruistic or egotistical motivations. When a non-profit understands the motives behind a volunteers motivation, it is in a better position to meet the expectations of such a volunteer, thus leading to volunteer satisfaction. In the long term, this enhances the capacity of such an institution to retain such volunteers. Such retention is ultimately important for non-profits due to the significant costs of volunteer training, accompanied by the concomitant limitation of resources at the disposal of such institutions. Conclusion Employee recognition is an important practice that enhances the ability of a company to retain its employees. The importance of employee retention is underscored by a growing scarcity in the availability of skilled individuals. Successful organizations are therefore those that are able to foster cultures that promote retention, by catering for the various needs of individuals. Increasingly, companies need to focus on talent management, which requires an investment in leadership. When organizations engage in these practices, they are better positioned to retain their employees and achieve their organizational objectives. The recognition approach, however, cannot be applied universally across non-profits, due to differences in the nature of non-profits and volunteer motivations. References Allen, D. G. (2008). Retaining talent: A guide to analyzing and managing employee turnover. SHRM Foundation Effective Practice Guidelines Series, 1-43. Bingham, C. B., Eisenhardt., K. M. (2008). Position, leverage and opportunity: a typology of strategic logics linking resources with competitive advantage. Managerial and Decision Economics, 29(2-3), 241-256. Bobb, L. M., Harris, P. (2011, August). Information Technology and Information Systems: Its use as a Competitive and Strategic Weapon. Journal of Global Business Management, 7(2), 1-7. Brad Shuck, M., Rocco, T. S., Albornoz, C. A. (2011). Exploring employee engagement from the employee perspective: Implications for HRD. Journal of European Industrial Training, 35(4), 300-325. Gregory, K. (2011). The importance of employee satisfaction. The Journal of the Division of Business Information Management, 29-37. Griffin, R. W., Phillips, J. M., Gully, S. M. (2016). Organizational Behavior: Managing People and Organizations. Boston, MA: Cengage Learning. Hausknecht, J. P., Rodda, J., Howard, M. J. (2009). Targeted employee retention: Performance?based and job?related differences in reported reasons for staying. Human Resource Management, 48(2), 269-288. Hughes, C. J., Rog, E. (2008). Talent management. International Journal of Contemporary Hospitality Management, 20(7), 743 - 757. Ismat, S., Bashir, I. (2011). Determinants of Culture: An Analytical Study of Business Organizations Working in Faisalabad, Pakistan. Asian Social Science, 7(6), 177-183. Lewis, R. E., Heckman, R. J. (2006). Talent management: A critical review. Human resource management review, 16(2), 139-154. R Markos, S., Sridevi, M. S. (2010). Employee engagement: The key to improving performance. International Journal of Business and Management, 5(12), 89. Penna. (2007). Meaning At Work. PENNA. Rugman, A. M., Collinson, S. (2012). International Business (6th ed.). Harlow England: Palgrave. Shye, S. (2010). The motivation to volunteer: A systemic quality of life theory. Social Indicators Research, 98(2), 183-200. Tarique, I., Schuler, R. S. (2010). Global talent management: Literature review, integrative framework, and suggestions for further research. Journal of world business, 45(2), 122-133. Warner, S., Newland, B. L., Green, B. C. (2011). More than motivation: Reconsidering volunteer management tools. Journal of Sport Management, 25(5), 391-407.

Things That You Might Learn After Writing a Bergen Academies Sample Essay

Things That You Might Learn After Writing a Bergen Academies Sample EssayAfter completing a Bergen Academies sample essay, there are many different things that can be taken away from it. Some of these might be easy to apply to your own writing and some might not. It is important to remember that the author was the only person who wrote the essay and everyone should be grateful for the amount of writing skills that they were blessed with.There are things that might be hard to deal with in a Bergen Academies sample essay that can be easily dealt with. The most important thing is to always start out by taking responsibility for what you write. Don't jump into the next paragraph as if it were your second and your last paragraph as if it were your first. Take your time when you get to your conclusions and work on the details.People will be more likely to read a Bergen Academies sample essay if you get all of the facts right and you don't start with a statement that is false. Think of it a s your thesis statement in your own paper. You want to make sure that every paragraph that you write contains the correct information. Every paragraph that you write should contain the information that you learned from the paragraph before it. You need to make sure that you go over all of the information that you learned in a very detailed way.If you begin a paragraph with a question that is wrong and you have to go back to a section that provides an answer, you may be delaying the overall flow of the entire essay. It is good to write in paragraphs, but you should always remember that you are writing a student's essay. You should allow your student to add their own comments about what they learned from the essay.Some other great tips that you might want to take away from a Bergen Academies sample essay include choosing your words carefully and knowing when to use and when not to use boldface and italics. This is very important when you are writing a school essay. Always have an idea of what is in the topic sentence, because you never know what type of assignment you might get the next day.If you feel that you got stuck on something in a Bergen Academies sample essay then don't be afraid to use the 'close' button. You can get stuck on anything when you are trying to write the best essay that you can. If you use this button, you can close off a paragraph without having to go back and edit it or do anything else.As you are completing a Bergen Academies sample essay, always make sure that you leave a little bit of space so that you can organize all of the information that you have learned. Also, use this space to work on your conclusion and a few other things that you might have left off to make room for in the essay. However, don't go overboard. Remember that a lot of students have a difficult time with wordiness.Finally, after completing a Bergen Academies sample essay, you should write about three or four essays about the same subjects. Try to think of somethin g that you might have learned about as well as something that you know about. Then, take the time to explain the different topics in detail so that you will be able to write a persuasive essay.

Suppression of Flammable and Combustible Liquids in Storage Tanks

Introduction The suppression and control of full surface combustible tanks fire demands more commitments in terms of equipment, resources and human logistics. In fact, given the intensity of the experienced losses, fire safety industrial units have considerably enhanced the techniques used to successfully extinguish and control fires faced in the outsized inflammable storage tanks.Advertising We will write a custom research paper sample on Suppression of Flammable and Combustible Liquids in Storage Tanks specifically for you for only $16.05 $11/page Learn More These techniques are persistently updated since the major fires and explosions which might cause earthquakes, lightning, demises or injuries arise from inapt safety practices adopted when flammable or combustible liquids are being handled. Thus, the drastic measures assumed while using, handling and storing flammable chemicals or liquids necessitate suitable actions which might guarantee the protec tion of individuals from any kind of explosion or fire. Applicable terms used Given the nature of the subject being handled, it becomes imperative to highlight and shade light on different phrases that relate to the topic. First, the liquid vapor pressure as a term tends to designate the force that vapor exerts when chemicals or liquids are sealed in a vessel. Second, according to Shelley et al., the liquid boiling point (BP) tends to define the measurable temperature where both the atmospheric pressure of a liquid and its saturated vapor pressure are equal (p.63). Finally, NFPA defines the liquid flash point as the least temperature that allows liquids to produce sufficient vapor which forms a combustible fusion with any air that is near the surface of the liquid. This implies that, the term flash point is quite essential when classifying both flammable as well as combustible liquids. NFPA 30 classification of combustible and flammable liquids Basically, any liquid whose vapor pres sure is equivalent to or not more than forty pounds per square inch at 37.80C and equally has a flash-point which is less than 37.80C (1000C) can be termed as flammable liquid (NFPA 6-198)(NFPA 30–4.2.3).Advertising Looking for research paper on engineering? Let's see if we can help you! Get your first paper with 15% OFF Learn More On the other hand, liquid mixes consisting of ninety-nine percent or even greater total mixtures and whose flash point constituents surpass 1000F are deemed nonflammable liquids. From this information, inflammable liquids are apparently grouped into three categories as discussed below: All liquids whose flash points either surpass or are equivalent to 1000F but less than 1400F are categorized under class II. All liquids having flash points that are less than 2000F but surpass or equal 1400F are grouped under class IIIA, and All liquids having flash points that either equals to or exceed 2000F are grouped under class IIIB. Furthermor e, the American Petroleum Institute asserts that combustible and flammable liquids can be classified under two major classes’ namely polar solvent (soluble) and hydrocarbon (insoluble) (p.6). From these classifications, polar solvents comprise of soluble liquids including alcohols, ketones and esters. Hydrocarbons in contrast encompass petroleum products that are insoluble for example jet fuels, crude oils and gasoline. Flammable storage tanks In each and every industrial facility, there is a storage tank specifically designed to store combustible liquids and chemicals. Such industries always comprise of automobile manufacturing plants, oil or petroleum factories alongside power plants. Based on NFPA Code 30, quite a number of such complexes usually hoard combustible liquids within their respective atmospheric storage tanks. However, these inflammable storage tanks simply vary in dimensions and have breadths stretching from three hundred and fifty feet. Hildebrand and Noll cl aim that such a tank can hold flammable liquids with capacity above one million five hundred thousand barrels (p.18). Storage tanks can be classified founded on the kind of roofing they have. For instance, at present, there are different kinds of flammable storage tanks including fixed roof tanks, external open top detached or floating roof tank, covered internal floating roofed tanks and external floating domed storage tanks (Institution of Chemical Engineers 12).Advertising We will write a custom research paper sample on Suppression of Flammable and Combustible Liquids in Storage Tanks specifically for you for only $16.05 $11/page Learn More Irrespective of the varieties, it is advisable that when storage tanks are being selected, critical factors should be taken into consideration. The factors include the location of tanks and the kind of liquid the storage tank will contain. It is worth noting that combustible liquids should be stowed in outsized co ned roof storage tanks. In case this is impossible, they should be stored in low pressurized tanks or underground storage tanks. Shelley et al. asserts that, when in large capacities, combustible liquids ought to be stockpiled in tanks that have open-top floating roofs or internal floating roofs (p.63). The small quantities can however be stored in either vertical or horizontal low pressured tanks as well as in underground tanks Various flammable storage tanks and the adopted methods used to combat fire incidences are as discussed below. Fixed roof tanks Basically, these flammable storage tanks are perpendicular cylinders in nature and they bear lasting attached roofs. The rooftops of these inflammable tanks are marginally hemispherical or flat to let in air spaces and obstruct water accretion amid the underneath rooftop and the inflammable liquid surface. Such tanks have frail rooftop shell seams and are constructed as per the API standards (American Petroleum Institute 11). When a n interior overpressure ensued from an outburst, the design lets the rooftop to disengage from the perpendicular shell to forestall the bottommost seams failure which might cause the inflammable tanks to impel or fly upwards. The inflammable tanks integrate some sort of emitting capacities which let the inflammable storage tanks to puff in great temperature disparities during packing and unpacking.Advertising Looking for research paper on engineering? Let's see if we can help you! Get your first paper with 15% OFF Learn More The pressure space outlet lets the amassing pressure within the inflammable storage tanks to stay idem to the exterior atmospheric-pressure. From the flammable storage tanks location, the vents are sometimes equipped with flame diverters or arresters and environmental controls which aids in capturing fugitive emissions (Shelley et al. 64). External open top detached or floating roof tank These storage tanks are upright (steel) cylinders having roofs which float in the tanks liquid surface. They are open to the above atmosphere given that they do not have the overhead fixed roofs. In fact, the open top floating roofed tanks have double decks which aids in the liquid surface floatation and pan which floats on the pontoons (Hildebrand and Noll 29). Often, the roofs fall and rise as the liquid levels change. Moreover, these inflammable hoarding tanks have rim closures that aid in averting the evading gases and are regularly utilized in the stowage of rudimentary lubricants or crude oils . Covered internal floating roofed tanks These tanks have self-sustaining fixed roofs or upright supports inside the fixed roofed tanks. The pan which is the internal roof floats on the liquid surface while rising and falling as the flammable liquid level changes. The pan either has a double floatation deck or floats on the pontoons. The overhead immovable roofing has a vulnerable air outlet that lets the thatched interior space to take in air. The vent allowance for the fixed roofs assumes this strategy given that their vapor spaces are deemed to be less than the flammable limits (Institution of Chemical Engineers 19). In the rim cover spaces, stoppers are customarily offered to deter any evading quick discharges. Such inflammable storage tanks are characteristically utilized in packing widespread and highly inflammable products including gas. The causes and preventions of storage tank fires It is usually reported in the trade journals and newspaper clipping that petroleum product storage tanks have caught fire. Such news is common both locally and internationally. Despite the reported cases of global flammable storage tank fires that are rampant, the causes are attributable to; natural sources, simple flammable storage tanks designs, unsuitable safety policy measures and errors made by human beings. The next section highlights numerous bases for the storage fires as well as the suitable fire prevention methods. Vent fires Vent fires are linked to the fixed roof tanks including the internal floating and cone roof tanks. These categories of fires are primarily triggered by lightning strikes which kindle the elusive fumes that could be available at the inflammable packing tanks chimneys. They majorly occur when the flammable storage tanks are being filled (Hildebrand and Noll 35). Apart from lightning, vent fires might be caused by human activities, electrical arcing and static charges that occur close to the flammable storage tanks location. Vent fires may tra nspire in kind of flammable storage tank except in the externally suspended cone roofed storage tanks. However, it is a diminutive yet austere fire type that is often extinguishable via reducing the accumulating pressure inside the storage tanks or using dry chemical fire extinguishers. NFPA guidelines (NAFP 20-217) also stipulates that vent fires can be suppressed through close monitoring of human activities which take place near flammable storage tanks and by installing lightning arrestors to inhibit the occurrence of static charges. Rim seal fires They involve a vast bulk of external floating roof tanks fires yet occur also in domed roof or internal floating roofed tanks. Lightning seems to be the prime detonation source albeit according to the detached roofed inflammable storage tanks, electrically prompted charges which have uninterrupted lightning hit could similarly arise. Studies indicate that lightning cause 95% of the total rim seal fires. To successfully extinguish the ri m seal fires, the protective rim seal fire systems including the foam chambers are normally installed. National Fire Protection Association 780 also necessitates that rim seal fires can be suppressed through installing roof shunts. This will help in dispelling lightning strikes energy and consequently suppress fire (p.12). Further, rim-seal fires might be barred by fixing constricted stoppers to contain gas from skirting from the inflammable storing containers. The submerged ground cables should be properly set up to aid in connecting the roof of the storage tank and the shell. Firefighting and monitoring systems must be installed to assist in quick detection and rapid response in case of rim seal fires. Overfill ground fires Also dubbed as dike fires, these types of fires emanate from tank or piping leakage. Any flammable storage tank that is situated above the ground is prone to these types of fires. Habitually, overfill ground fires result from other causes including equipment ma lfunctioning or the errors of the operators. Such errors and failures cause the combustible liquids to spill and form dikes above the surface. It is recommended that when a leakage ensues devoid of an ignition, caution should be exercised and all ignition sources must be isolated. When an ignition occurs, the fire should be treated as an outsized pool fire. Dike fires are apparent in internal, domed, external floating, fixed cone and internal floating roof tanks (Shelley et al. 51). Unobstructed and obstructed full surface external fires According to Hildebrand and Noll claims, these fires take place when whole surface of the flammable liquid storage tanks catch fire (p.37). They can occur either as unobstructed or obstructed full surface external fires. As regards to obstructed-full surface fires, it becomes difficult to access the flaming parts because they are blocked by the pan or roof. When the pan or the roof sinks, these fires are bound to occur. The roof might sink when rain accumulates on top of it thus surpassing the flammable tank design standards. It can also sink if unsuitable firefighting materials are used in case of rim seal fires. Finally, filling the platform with rust and other materials from the tank may cause the roof to sink. These types of fire pose significant challenge to firefighters. This is because of presence of the pan or roof blocks to enter the burning flammable storage tank surface. Thus, the pan or roofs are made such that they can sink or tilt to cease any fires. Alternatively, large water supply could be used to cool, suppress vapor and ultimately extinguish fire (American Petroleum Institute 21). Regular inspection should be conducted to aid in the identification of platform letdowns and drain plugins. When people are freely allowed to access flammable tank surfaces, unobstructed bursting surface fires are likely to arise. They are commonly found in fixed roof tanks which lack the internal roofs or pans. These fires cause t he weak welding amid the shell and the roof to break causing the two to separate. They can equally be witnessed when the storage tanks capacity is overawed by heavy rains as is the case with external floating roof flammable tanks. Case study: Flammable storage tanks Barton Solvents on fire An explosion accompanied with fire was witnessed in Barton Solvents Wichita complexes in Kansas Valley Center on July 17th 2007. A firefighter and eleven people were injured and got medical treatments. Basically, this incident considerably interrupted businesses in Barton, destroyed the farms where the tanks were located and triggered Valley Center evacuations where nearly six thousand residents were displaced. When an investigation was carried out by the United States Chemical and Investigation Board (CSB), it was found that the first explosion took place right inside the perpendicular but above ground flammable storage tank which at that time was being packed with VMP (Varnish Makers and Painter s naphtha. VMP is a flammable liquid classified under Class IB. Due to its low level of electrical conductivity, the liquid accumulated dangerous static electricity and produced ignitable air-vapor mixtures inside the tanks. It was a result of these that the first explosion happened when a tank farm administrator initiated the transfer of VMP naphtha into a fifteen thousand gallon above the ground inflammable storage tanks. http ://www.youtube.com/watch?v=QZkBfFHNgb8 Buncefield oil depot Cases of flammable storage tanks fire have been experienced in the U.S., East Coast, West Coast and other cities. A very spectacular fire case occurred in the Hertfordshire Oil Storage Terminal fire which erupted at Buncefield Oil Depot, England. Despite the incessant overlook of the common element namely volunteer firefighters and industrial hazard training that flammable storage tanks ought to have, the storage tanks failed the close monitoring by firefighters (Shelley et al. 47). Failure to put i n place the preplan and construction features required to respond to fire incidences exposed the petroleum industry to immense storage tank fires. While the petroleum industry full-fledged, it demanded fire protection, better construction, design and upgrading of standards and codes intended to curb flammable storage tank fires. Regardless of such measures, it is worth noting that despite the decrease in storage tank fire frequencies, the tank sizes had increased. This presented austere hazards in fire events. Fires which embroil immense aboveground inflammable storage reservoirs attested to be actually very pricey in regard to commerce disturbance, public judgment, ecological destruction and assets loss (Shelley et al 47). The fire took nearly five days to be extinguished burning down twenty three flammable storage tanks. There were no deaths even though 43 people got injured. http: //www.youtube.com/watch?v=N-M-z9JYX0Yfeature=related Management of fire risk It is indeed very diffi cult to eliminate incidences of inflammable storage tanks fires. However, such incidences can be abridged via proper operations, design and well-articulated maintenance practices. It is deemed necessary to execute fit inspections based on the API 635 standards (Shelley et al. 68). These standards requires once-a-month routine visual operational inspection to check incidences of corrosion, leakages shell alterations and tint crust. The formal operational external inspection should entail obligatory inspections done on storage tanks after 5 years if the rusting allowance is below twenty years. The focus under this kind of inspection relates to fire protection systems in place, internal floating surfaces, coverings, foundations, conduits, airstream guiders, the entrance constructions and shell accessories. Report should be prepared on the operational capacities and conditions to gauge the levels of safety. Internal inspections named out of service needs to be performed once after twent y years to determine the rate of storage tanks corrosion. If there are no signs of corrosion, this kind of inspection must be performed after ten years (American Petroleum Institute 86). These inspections need to be performed after emptying and cleaning the storage tanks. Besides, a blend of leakage testing, magnetic fluxes and ultrasonic breadths should be carried out on top of the visual inspections. These might help in identifying and evaluating the status of tanks as regards to rust, leakages and incidences of failures. Conclusion Evidently, the stored combustible and inflammable liquids tend to bring with them innate risks of fire threats which follow explosions. This calls for the classification of combustible and inflammable liquids into three classes to aid in determining the suitable facilities that could be used to store such liquids. Quite a number of tanks have however been designed to help store the inflammable liquids and all these storage tanks are susceptible to part icular kinds of fire risks. While most risks are pooled to all types of storage tanks, maintenance practices, numerous designs, inspections as well as standards like NASP that have established should be adopted to minimize the risks of storage tanks explosions and fires. Entities are advised to choose from a list of the developed firefighting systems and equipment to be certain that all combustible and inflammable liquids are stored safely. To avoid incidences of flammable storage tank fires, proper inspection should be conducted based on the instituted standards given that it is the best suppression technique. This technique warrants that flammable storage tanks incessantly appraised in order to give room for amendments prior to loss of lives and emergence of disasters. There should also be planned emergency techniques to assist in curbing storage tank fire incidences. Works Cited American Petroleum Institute (API). Prevention and Suppression of Fires in Large Above Ground Atmosphe ric Storage Tanks. Washington, DC: API, 1998. Print. Hildebrand, Michael and Noll Gregory. Storage Tank Emergencies: Guideline and Procedures. Annapolis, MD: Red Hat, 1997. Print. Institution of Chemical Engineers (IChemE). BP Process Safety Series: Liquid Hydrocarbon Tank Fires, Prevention and Response. Rugby, United Kingdom: IChemE, 2005. Print. National Fire Protection Association (NFPA). Fire Protection Handbook. Quincy, MA: NFPA, 2008. Print. Shelley, Craig, Antony Cole and Timothy Markley. Industrial Firefighting for Municipal Firefighters. Tulsa, OK: Fire Engineering, 2007. Print. This research paper on Suppression of Flammable and Combustible Liquids in Storage Tanks was written and submitted by user Hezekiah Burt to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Strategic International Human Resource Management for the Chinese Region

Strategic International Human Resource Management for the Chinese Region Introduction Expatriation of our managers to the greater China republic can be taken as an honor, success, and opportunity to increasing our global economy. It portrays how broad our spectrum can be than just exploring China, but also a dozen of different countries in the world.Advertising We will write a custom report sample on Strategic International Human Resource Management for the Chinese Region specifically for you for only $16.05 $11/page Learn More However, our move to China is not a simple task. It requires an efficient, effective, and complex management team that can formulate the best international policy choices that compete with the demands of the international integration.1 Notably, a strategic human resource management system should link and coordinate the standard international human resource to our strategies. It will seek to move our most qualified staff and advertising managers to china to limit catastrophic results caused by lack of quali fied expatriates.2 Therefore, it is critically important to incorporate an international human resource management system since the international assignments require adequate training before deployment. Through expert knowledge, consultation, and academics, this report seeks to identify themes, strategies, directions, and issues for international human resource management for the Chinese region. Generally, the primary objective of the human resource management will be to oversee the importance of the human labour in relation to the current physical resources and finance in order to make the most effective use of human lab our. Differences between human resource management and international human resource management Even though human resource managers have similar tasks compared to the international human resource managers, the international human resource managers have responsibilities that are more complex.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More International human resource managers will have an obligation of coordinating what is happening in their home and the host country. Additionally, they will have to cater for the needs of the different national subsidiaries, the parent country nationals, and the third country nationals.3 Local human resource managers only administer programs to a single group of national employees who are bound by similar taxation and compensation policies. However, international human resource managers are faced with challenges of administering and designing policies for a diverse group of employees. Additionally, international human resource managers have a greater involvement with their workers personal lives as compared to the local human resource managers.4 Recommendations in Management of Expatriates Preferably, management of expatriates is a critical aspect in our company. Therefore, the company has to agree on the m ost efficient integrated international human resource strategy. The strategies that will be developed are required to support the international relations. Notably, our findings have approved the ethnocentric approach to be a suitable practice for our company. The reason is that this approach will allow us to control the expatriates right here in Australia so as to regulate the cost and the company resources. Additionally, in order for our organization to run strategically, the firm will have to link the operational requirements with the new foreign assignment. The approach will allow our managers to identify the strategic decisions and the manner in which the advertising assignment will be managed. The success of the company depends on how the global managers manage their staff. Research has shown that most of the expatriates leave their companies after repatriation, which means that there is much loss of talents and experience.Advertising We will write a custom report sampl e on Strategic International Human Resource Management for the Chinese Region specifically for you for only $16.05 $11/page Learn More Therefore, loss of ex-repatriates mean another incur of cost by the firm since it will be required to train new managers for the future tasks5. Another important point to note is that these experienced managers are a loss to the competitors giving them a chance to outweigh the company. Lastly the company’s long term goals are lost. From this observation, it may be recommended that a good working relationship ought to be maintained between the company and the managers in terms of remuneration packages, appraisals and training programs.6 Preferably, training programs will help the expatriates to become prepared for the task. Through international human resource strategies, we can create new insights as to how regional economies and cultural diversity as well as political differences affect the international human resource in Ch ina. It will allow the managers to learn the current emerging issues of human resource management in china; the future directions and the innovations in the human resource management for the China republic.7 This will clearly create self-awareness, interpersonal skill, emotional stability, and flexibility to our advertising managers as they leave for their respective assignments.8 For instance, in the movement to China, the international human resource management will need to concentrate on language, culture, local living details, accommodations, expatriate administration, and local business briefing so as to adequately train our managers.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Recruitment and selection Selection of managers and recruitment that allows their deployment into international assignments will be the most challenging practice that our company is going to undertake. These assignments can only become efficient and effective only if we identifying the best and efficient expatriates for the China adverting operations. Through our international human resource management, we can develop competitive global managers who can effectively adapt to the constraints of the host country.9 Selection criteria In order to minimize poor returns and failure by our expatriates, it is important to have a selection program, which can help us choose the best team to deploy.10 Therefore, our international human resource management team for the selection criteria proposed the following considerations: Technical ability This will be the most vital factor to consider for our managers. Therefore our selection team needs to evaluate personal records of the selected managers so as to review the candidates potential and only come up with the most competent and skilled managers. Family requirements It is very important to look at the family requirements. The family ties will greatly influence the success of this assignment. It is very important to consider the expatriates’ willingness to serve overseas due to family ties or the willingness of the expatriates’ spouses to accept living overseas. Cross culture suitability Noting that out assignment will greatly relate to cultural interactions, it means that the expatriates have to be very conversant with the Chinese culture. Therefore, our managers will require positive attitude to foreigners and desirable attributes such as emotional stability, diplomacy, ease of adapting to languages and maturity so as to face the hardships and pressures when living in China.11 Considerably, what would seem as a normal practice and a custom for our country may turn out to be a taboo or an illegal practice in another country. Recruitment The next critical step after selection will be recruitment of our expatriates. This will ensure effective performance and no failure of our expatriate while abroad. Training them on cultural expectations will aid the managers to easily adapt to their new environments and exercise their cross cultural managerial skills. Additionally, having cultural seminars could help the affected parties to discuss their various experiences in different cultures.12 Performance and strategic management Frequent up-to-date feedbacks on the managers will be required during the assignment in order to measure their performance. Notably, this will help to decrease the risk of incurring losses from the failures of expatriates.13 For instance, feedback will help them to regulate costs such as payments of poor performing or failed employees. However, how will the international human resource strategy become implemented? The following are some of the recommendations that our team forwarded for an effective strategy implementation: The firm should ensure that the international human resource data base is computerized through ways such as creating a website so as to create an easy access to the human resource data The international human resource should be formulated in conjunction with the line managers so as to create a transnational mindset within the firm. Before implementation of any policies, it is important to investigate the degree into which the political, economic, cultural, and legal factors affect the integrated human resource policies. Remunerations Management of expatriates is a complex task since it comes from different backgrounds, and varies in skills and expediencies. Therefore, it is important that our human resource system comes up with a strategy that fairly distributes salary among our employees so as to avoid conflicts. This proposes that our international human resource managers ought to adapt must clearly define the terms and condit ions for the different remuneration packages. The managers must therefore be aware of their proposed salaries and the reason for having the stated packages before their deployments are set in order to avoid conflicts.14 For instance, the Chinese remuneration policies have been found to be inappropriate and inefficient according to the living standards. This depicts that our standard payment policy would have to be affected so as to match with the local practice. Conclusion International human resource management is a very critical system of managing human labour for global business, and differs from local human resource since it has wider and complex aspects that it should cater for. Managers in international human resource assignments need to evaluate issues including laws, culture, payment expectations, and integrated procedures in order to ensure that they have the best working relations with their staff. Bibliography Armstrong, M 2007, Strategic Human Resource Management: A Guid e to Action, Kogan Page Publishers, London. Aswathappa, K Dash, M 2006, International Hrm and the process of global staffing, Tata McGraw-Hill Education, Mumbai. Beck,T 2011, Differences and Similarities Between International and Domestic Human Resource Management, GRIN Verlag, London. Bhattacharyya, D 2010, Cross-Cultural Management: Text And Cases, PHI Learning, London. Brewster, C Harris, H 2012, International HRM, Routledge, London. Briscoe, D, Schuler R TariqueI 2012, International Human Resource Management, CRC Press, New York. Dowling, P, Festing ,M Engle, A 2008, International Human Resource Management: Managing People in a Multinational, Cengage Learning EMEA, London. Jackson, T 2002 , International HRM: A Cross-Cultural Approach, SAGE, California. Perkins, S Shortland, S 2006, Strategic International Human Resource Management: Choices And Consequences In Multinational People Management ,Kogan Page Publishers, London. Schuler, R Jackson, S 2008, Strategic Human Resourc e Management, Wiley India Pvt. Limited, Mumbai. Scullion, H Collings, D 2006, Global Staffing Volume 7 of Routledge Global Human Resource Management Series Global HRM Series, Rout ledge, London. Sengupta, N Bhattacharya, M 2007, International HRM, Excel Books India, Mumbai. Stahl, G, Bjà ¶rkman, I Morris, S 2012, Handbook of Research in International Human Resource Management, Edward Elgar Publishing, New York. Zacker, C, Faller, F, Holderbach, K, Plodeck, C Sterzer, F. 2004. IHRM –The Process of Foreign Assignments, GRIN Verlag, London. Footnotes 1 M Armstrong 2007, Strategic Human Resource Management: A Guide to Action, Kogan Page Publishers, London. 2 C Zacker, F, Faller, K Holderbach, C Plodeck F Sterzer 2004. IHRM –The Process of Foreign Assignments, GRIN Verlag, London. 3 T Beck 2011, Differences and Similarities between International and Domestic Human Resource Management, GRIN Verlag, London. 4 N Sengupta M Bhattacharya 2007, International HRM, Excel Book s India, Mumbai 5 K Aswathappa M Dash 2006, International Hrm and the process of global staffing, Tata McGraw-Hill Education, Mumbai. 6 P Dowling, M Festing A Engle 2008, International Human Resource Management: Managing People in a Multinational, Cengage Learning EMEA, London. 7 D Bhattacharyya 2010, Cross-Cultural Management: Text And Cases, PHI Learning, London. 8 C Brewster H Harris 2012, International HRM, Routledge, London. 9 G Stahl, I Bjà ¶rkman S Morris 2012, Handbook of Research in International Human Resource Management, Edward Elgar Publishing, New York. 10 D Briscoe, R Schuler TariqueI 2012, International Human Resource Management, CRC Press, New York. 11 T Jackson, 2002 International HRM: A Cross-Cultural Approach, SAGE, California. 12 S Perkins S Shortland 2006, Strategic International Human Resource Management: Choices And Consequences In Multinational People Management, Kogan Page Publishers, London. 13 R Schuler S Jackson 2008, Strategic Human Resource Mana gement, Wiley India Pvt. Limited,Mumbai. 14 G Stahl, I Bjà ¶rkman S Morris 2012, Handbook of Research in International Human Resource Management, Edward Elgar Publishing, New York.

Sociology paper Essay Example | Topics and Well Written Essays - 250 words

Sociology paper - Essay Example Because of their physical strength of men believe that they are more competent than women. This attitude has been persistent in world history and religion and culture have always tried to reinforce this belief. The female sex is perceived to be weak and feeble, and this becomes the cornerstone of sexism. For this reason women face more domestic violence than men (Brinkerhoff, Lynn, Suzanne & Rose, 2008). The belief is so ubiquitous that from childhood the same attitudes are inculcated in children and this is how it has become a social problem. It is very important to identify sexism as a problem and only then a solution can be prescribed. The education system can play a key role in it. Children should be taught at a very early age that men and women are equal. Role play exercises can be sued to break the stigma about particular jobs being more ‘female’. Also gender discrimination laws should be made stronger so that punitive action can repel sexist practices from