Security Management Paper Essay Example | Topics and Well Written Essays - 1250 words

Security Management Paper - Essay Example Because of these, several hiring selection matrix are being developed to help employers to choose the appropriate person for the job. With the help of the hiring selection matrix the employer will be able to compare the applicants more accurately and objectively. The matrix is use to be able to provide equal opportunity to all the applicants on lawful job related and non-discriminatory criteria. A pre-designed tool was created by Texas Tech as a hiring selection matrix. The matrix composed of a spreadsheet, which helps to evaluate the applicant. The snapshot of the matrix is shown below (figure 1). To start with this matrix on the upper portion of the matrix just types the required qualification of the person needed for the job. The preferred skills may include education, Clerical experience, MS Office experience, ten key by touch, TTU experience, bookkeeping experience, keyboarding score and spelling score. On the lower part of the preferred skills you can rate the skills from 1 to 5 (with 5 as the highest scale). Once the application received, the name of the applicant can be inserted on the applicants’ column. Opposite to the applicant column are column wherein you can put your rate for a certain applicant (rate 1 to 5 – 5 is the highest). Once done with the rating an application score will be shown, this is where the basis as to who will be interviewed or not. If someone does not meet the minimum requirement, put an X on the minimum requirement column of the applicant. To better view who among the applicants got the highest rate click the â€Å"sort† button. The applicants name will be arranged from highest to lowest. From here it is easily to pick who among the applicants will continue to the next step and who are not. After the interview the score are place on the interview score column and the reference score are inserted. The Hiring Selection Matrix will automatically show the total

Personal Development in Human Relations

Personal Development in Human Relations Robert McGregor Section I Is Human Relations (HR) an art or a science? Personally, I believe that HR is a science that must be artfully managed to utilize lessons learned and best practices for improving the well-being and effectiveness of employees within the organization. As our planet becomes interconnected, via satellites and the internet, it is now just as easy to communicate with someone across the globe as it is someone across the street. Therefore, it becomes increasingly important to gain a better understanding of the different people and different cultures that enrich our every shrinking planet. HR professionals have the very important task of gathering, training, and organizing the human assets who make the difference for an organizations success or failure. According to DeCenzo and Silhanek (2002) Human Relations is the composite of interactions that exist between people in all aspects of their personal and professional lives (p. 2). This broad and all-encompassing definition provides a general baseline for the study of HR and its guiding principles. However, it is necessary to dig deeper in order to understand the connections and relationships between the people and the organization. In doing so, it becomes possible to unlock the maximum effectiveness of both. The history of Human Relations, or Human Resources, can be traced back to England, where masons, carpenters, leather workers, and other craftspeople organized themselves into guilds They used their unity to improve their working conditions (Ivancevich, 2010, p. 5).ÂÂ   The industrial revolution brought about a significant change to the work environment and shifted the demand for the workforce. The introductions of machines in manufacturing propelled the need for workers, supervisors, and employers to build the complex new society. Time, efficiency, and productivity became the only metrics of concern in the workplace. As the population increased so did the demand for mass produced products which propelled the demand for the labor force. The people moved from rural and agricultural areas to fill jobs in the growing cities. The economic growth spurred the production requirements. As a result, in 1878, Fredrick Taylor, an engineer in Philadelphia began to study worker efficiency in an attempt to find the fastest and best way to do a job. His efforts summarized scientific management, the focus of job efficiencies (DeCenzo Shilhanek, 2002, p. 12) The manufacturing processes brought about bigger organizations which required increasing the number of workers. The workers, in turn, organized and formed unions to communicate their needs to the managers and owners for better pay, benefits, and working conditions. Ivancevich (2010) observed that in the 1920s, more firms began utilizing personnel departments to bridge the gap between management and workers. Researchers from Harvard, Elton Mayo, and Fritz Roelthisberger, started a series of experiments to research how physical working conditions affected worker productivity. Over the course of a decade, their observations led them to shift their focus to interpersonal relations among workers and management. Sundstrom et al. (2000) documented the Hawthorne studies research and found that employees needs and desires to belong to a group proved more influential than monetary incentives and good working conditions at improving employee productivity. This investigation into human factors and the work environment began human relations movement. Much like the advent of machines during the industrial revolution, todays technology pushes change to organizations and the labor force they employ.ÂÂ   The need for HR is vital now more than ever for firms that want to remain relevant in the global economy. Globalization has forced the business environment to evolve, thus strongly influencing the organizational behaviors of managers and workers of today. Laptops, iPads, and smartphones have mobilized the workplace. In addition, the immediate ability to connect has abolished the notion of managing locally. Firms now have offices around the globe and supervisors, are no longer limited to their geographic location. They must know and understand their new workforce who live in different countries, practice different religions, and come from vastly different cultures. The HR professional is key to bridging the new geographic, cultural, communication gap that now separates employer and employees. The valuable human relations information necessary to aid organizational communications both linguistically and culturally, flow is the responsibility of the HR team who must shape and develop the most valuable asset to the firm; people. Technology is forever advancing and pushing economic growth. Therefore, change will always be a part of the organizational structure. This means future workplace will be vastly different than what previous generations could have ever dreamed. Meister (2010) predicts that the next decade will usher in companies and business models that are unimaginable today, and will dramatically change how we live, work, learn, communicate and play. However, people will still be at the core of the company. HR will be needed to continue aiding in the interpersonal relationships necessary to make everything and everyone work together. Section II My coursework in Human Relations provided a solid foundation of the three primary areas of study. I found the organizational module particularly interesting and selected it as my literature area of emphasis. The organizational aspect of Human Relations provides a significant challenge to the HR professional. Large or small, simple or complex, the HR department must understand completely the company and its mission in order to recruit, train, and employ the best most efficient workforce needed. Ultimately, people make the organization and it is the job of the HR team to fit people into work an environment that will motivate them to work together harmoniously. As a field of study, there are many different facets to the organizational setting that must be considered. The Society for Human Resource Management (SHRM) has developed a competency model which details the knowledge requirements the HR professional needs to help meet the needs of the company (SHRM, 2016). The organizational behavior, structure, culture, strategy, diversity, and quality of life are just a few of the areas of competencies the HR team provides guidance on to the management team when they are strategically managing people as business resources. According to author Stephen Robbins (2014), the goal of studying organizational behavior is to understand and predict human behavior in organizations.ÂÂ   Several different specialties, such as psychology, sociology, and anthropology, contribute to the comprehensive literature for human behavior. While they are not as concrete as the laws of physics or chemistry, understanding these disciplines allow the HR professional to generalize about human behavior and how it will impact the organization. The organizational structure is identified by Hitt, Ireland, and Hoskission (2015) as the formal reporting relationships, procedures, controls, authority, and decision-making process. The U.S. military has a very ridged and formal chain of command organizational structure; however, human behavior still drives the culture and customs. If change is to be made within the organization, it must begin with the people. HR is one of the central vehicles for creating culture change (Grundy and Brown, 2003, p. 171). Many organizations focus on changing the organizations culture in order to improve performance and becoming more competitive in the marketplace. This is best accomplished by aligning the HR strategy with the organizations overall strategy for the business culture. Edgar Schein (2010) defines culture as A pattern of shared basic assumptions learned by a group as it solved its problems of external adaptation and internal integration, which has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems. An organization determined to change their current culture will often release a large number of employees such as CSX laying off 1000 managers or Hershey terminating 2000 employees (Utermohlen, 2017, Wattles, 2017) These drastic changes should be made with the HR team in full understanding of the personnel requirements desired for moving forward. They must get the people part right; then the strategy and execution will happen. A diversity strategy is another important consideration for todays global organizations. As companies branch out into new developing countries, it is important to consider the idea of differentiation and integrations. Morgan (2006) refers to this as requisite variety; the internal regulatory mechanisms of a system must be as diverse as the environment in which it operates (p. 44). Basically, the employees of a multinational company should reflect the suppliers with whom they work and customers whose business they wish to attract. Humphrey and Stokes (2000) predicts that twenty-first-century caliber supervisors must understand the purpose of building a dynamic team is to enhance performance and to grow a successful organization of the future. Diversity is a complex and challenging strategy for the HR leader to manage. Some of the employees within the company will be unwilling to see the need to integrate as well as to see the discriminatory nature of their actions. HR must be proactive in protecting the organization from individuals who fail to understand Federal Employment Laws and potentially jeopardizing the company with potential litigation. Employers must be careful when they treat similarly situated employees differently because discriminatory intent can be proven by either direct or circumstantial evident (Muller, 2013, p. 152). Legal ramifications due to discriminatory practices can destroy an organization. The HR professional should be proactive in training all staff members on the importance of diversity, acceptance, and inclusion as well as the dangers of discrimination. Organizations often depend on human resource professionals to help maintain positive relations with employee (Noe et al., 2016, p. 10). I believe the art of human relations management relies on the knowledge, experience, and competence of the HR team and it is a major function of what makes a business work. A stable and appealing workplace with a content workforce are more likely to attract and retain the best employees, maintain loyal customers and adjust to the ever-changing marketplace. These concepts were very apparent in the organization I was fortunate to work for during my internship. The personnel were very well trained, the work environment provided a comfortable place to work with challenging tasks that made a difference on the world stage. The communication both up and down the chain was clear and effective without being condescending or overbearing. Workers were allowed to have meaningful input on assignments and feedback from supervisors was timely and on target. The training and skills I learned both through my classroom literature and my internship experience, prepared me very well for the international relations challenges that I will discuss in the next section. The HR professional must be prepared to utilize a wide array of skills, techniques, and competencies to meet the organizations needs for a stable work environment. They should also continually add to their toolbox by remaining current in new trends in the human relations field. However, they can never forget at the end of the day, it is all about the people. The human talent that makes the company great.ÂÂ   Authors Sartain and Finney (2003) noted that companies depend more than ever on the unique contributions, passion, commitment, and heart of every single individual within them (p. 104). I am excited about the HR community and its future. Section III This country recently completed a presidential election that will have social repercussions for years to come. The shift in our new government is having a tremendous social impact, both domestically and abroad. It reverberates around the globe as so-called enemies and allies work to determine exactly how to reestablish their relationship with America. During my internship, I experienced first-hand Americas political and social interactions with many other nations; learning how critical the human element is to the negotiation and agreement on issues important to the national security of our country and its allies. Understanding and relating social theory to actual social practice is critical when working with the delicate intricacies of human relationships in a highly charged political environment. This is perfectly illustrated by the situation faced by former National Security Advisor Mike Flynn. He ultimately resigned because he allegedly overstepped in his discussions Russian leaders, and his behavior potentially violated the Logan Act (Miller Rucker, 2017). This will be discussed later. Over my 26-year military career, I have held a wide range of positions; from Dental Assistant to Helicopter Pilot. However, my brief internship in the Foreign Affairs Office for the Commander of Naval Forces Europe has had a profound impact on my understanding of human relations. In my primary function as a pilot, I naturally held leadership positions that correlated with the rank that I held. My aviation units did not have HR departments to hire, train, and help manage workers. As leaders, we simply did it all. I grew accustomed to taking care of my people and for the most part always giving orders. When a new person reported on board, I reviewed their records and arranged for the training they needed. If they had pay or benefits problems, I sent them to our administrative department to get them fixed. All basic HR functions were handled in-house. Although we had general leadership training, we did not have formal training in human social relations. I gave orders and they were obeyed, if not then the offender was disciplined. Sounds a little draconian, but military units are focused on accomplishing a mission that often puts lives in danger, not for sensitivity groups wanting to get in touch with our feelings. So I grew accustomed to dealing with people in a certain way. This mentality would rapidly change as my internship progressed. Lacking a formal HR department, I chose to do my internship with the local Foreign Affairs Office. The Foreign Affairs Officer (FAO) is a specific career path in the U.S. Navy. The officers are specially trained to for a variety of diplomatic assignments around the world. Navy FAOs maintain knowledge of political-military affairs; familiarity with the political, cultural, social, economic, and geographic factors of the countries and regions in which they are stationed; and proficiency in one or more of the dominant languages in their regions of expertise. (Navy Personnel Command, 2017) These skills I would have to learn through on the job training. The function of the FAO office in Europe is to plan and execute operations, provide liaison with foreign militaries operating in coalitions with U.S. forces, conduct political-social-military activities, and execute military-diplomatic missions. This is known as Theater Security Cooperation. I was assigned to help in the Black Sea department of the FAO office during a unique time. Russia had recently annexed the Crimean Peninsula by force from the Ukraine. Many of our NATO allies were deeply concerned that President Putin would not stop there and continue to push his forces into other neighboring nations and eventually occupy the entire Black Sea region (Treisman, 2016). The FAO office was tasked with coordinating meetings and activities to reassure our allies of Americas commitment and support to NATO. In the beginning, my role was to coordinate simple maritime interactions with Turkey, Bulgaria, and Romania. I learned to work with our embassies in those countries to set up port visits by U.S. ships. Having our troops in their cities was a big boost of confidence to our partner nations. I also organized Passing Exercises (PASSEXs), these are maneuvering drills that the ships do together to render honors to each other as they pass. This seemingly simple activity required considerable coordination as numerous messages must be sent back and forth from our commanders to our embassy over to their embassy to their commanders. However, these engagements provide a sense of comradery. In my opinion, it is reflective of the findings from the Hawthorne studies mentioned in earlier which show the strong intrinsic desire for human beings to belong to a group. We continued to plan activities to reassure our allies. I took on the daunting task of arranging and organizing a Secretary of the Defense to visit Constanta, Romania. Another task that sounds simple, however, requires a tremendous amount of preparatory work to execute smoothly. The diplomatic coordination required was astounding to me. Especially in light of the recent Russian and Ukraine hostilities. The detailed attention to social protocols and customs were particularly challenging. The visit extremely well, projecting the desired effect of NATO unity. However, I was admonished by my supervisor for failing to delegate. Due to the sensitive nature of the information, all the details were reviewed by the senior officers before approval. Trying to do everything myself, and lacking formal diplomatic training, I happen to miss a few necessary items that could have impacted the trip. Fortunately, my supervisor caught my errors before they became an issue. Official diplomatic negotiations were another aspect of the FAO liaison duties I was able to observe. The United States and Romania agreed to build a U.S. military installation in Romania. The specific details required for construction had to be discussed at length in very formal diplomatic meetings. I was fortunate to attend two of these meetings. The process is long and drawn out with extensive cultural activities that must be considered and observed. Our European hosts enjoyed visiting and drinking coffee before a meeting started. It would be offensive if we did not partake in this ritual before getting down to business. This was a big part of the social theories that I had to put into practice. It was interesting that while a lot was said during the official meeting, the real agreements were worked out during the breaks when counterparts could talk offline and come to an understanding. However, as Mike Flynn learned, you have to be very careful what you discuss during these moments. The Logan Act basically forbids any citizen of the United States, from promising or influencing any foreign government or agent thereof, any disputes or controversies without proper authority (Legal Information Institute, 2017). Our partners always want more than we are able to give and it is imperative that we refute them without insulting them. Communicating skills are vital for building successful professional relationships. My final major event was planning, directing, and executing all aspects of the Eurasian Partnership Dive exercise (EP Dive).ÂÂ   EP Dive is a multilateral interoperability event, involving over 30 Officers and Sailors from Azerbaijan, Bulgaria, Georgia, Greece, Romania, and Ukraine. The goal is to promote Theater Security Cooperation as well as increased maritime stability within the Black Sea Countries. This exercise demanded all of my leadership, communication, and human relations skills without being in a combat environment. I led a team of 4 junior officers. We obtained approval and funding, then planned the facility, the equipment, the translators, and the rooms. We enabled over 30 divers from different countries, with different languages, and different cultures, to conduct coordinated, military, deep sea dive exercises for a week without incident or injury. The EP Dive engagement exemplified the purpose of the Foreign Affairs Office; to build cooperation and interoperability while enhancing theater security. This is done by engaging the human element in the spirit of friendship and not battle. As an organization, the FAO office faces many challenges, however, through creative use of human relations skills, they work to resolve issues in the European community. Cooperating with diverse international staffs, U.S. Embassies, and U.S. State Department personnel, the organization meets the ever changing demands of our partner nations. It is difficult to be critical of this organization as I was completely impressed the FAO department. They are well suited to meet the needs of the international community with whom they work. The staff is exemplary, and they are managed and trained very well in the art and science of human relations.ÂÂ   It was a pleasure getting to know some of the smartest people I have ever met. I was immediately accepted as part of the team even though I lacked their formal training and language skills. My supervisor provided solid guidance while still allowing me to learn and operate independently. The demands of the job are never ending as the political climates around Europe change almost day to day. They must continually adapt to fluctuating needs of the partner nations. Therefore, my only recommendation would be for more exceptional personnel to help relieve the stress. Otherwise, they are successful at accomplishing a difficult mission. I truly enjoyed learning by doing. I made my fair share of mistakes, but I learned from them. Fortunately, the lessons I learned in Grad Studies, the techniques acquired in Stress Management, and the understanding I gained in Organizational behavior helped me adjust quickly to the international relations community. I interacted well with foreign counterparts and gained a breadth of experience in relating to a diverse community. I did not cause an international incident, so I would say this internship was a very successful venture. I can now see myself potentially working for the State Department in the future by using the human relations skills that I have learned in this program to make difference help our allies. The European Foreign Affairs Office for Commander of Naval Europe is an organization I would be happy to work for again and one that I would highly recommend as an internship opportunity to future Oklahoma University HR students. REFERENCES DeCenzo, D., Silhanek, B. (2002). Human Relations: Personal and Professional Development (2nd ed.). Upper Saddle River, NJ: Prentice Hall. Grundy, T., Brown, L. (2003) Value-based Human Resource Strategy. Burlington, MA: Elsevier Butterworth-Heinemann. Hitt, M., Ireland, R., Hoskisson, R. (2015). Strategic Management: Competitive and Globalization Concepts. Boston, MA: Cengage Learning. Humphrey, B., Stokes, J. (2000). The 21st Century Supervisor: Essential Skills for Frontline Leaders. San Francisco, CA: Jossey-Bass/Pfeiffer. Ivancevich, J. (2010). Human Resource Management (11th ed.). New York, NY: McGraw-Hill Irwin. Legal Information Institute. (2017) 18 U.S. Code ÂÂ § 953 Private correspondence with foreign governments. Cornell University Law School. Retrieved from https://www.law.cornell.edu/uscode/text/18/953 Meister, J., Willyerd, K. (2010). The 2020 Workplace: How Innovative Companies Attract, Develop, and Keep Tomorrows Employees Today. New York, NY: HarperCollins Publishers. Miller, G., Rucker, P. (2017, February 14). Michael Flynn resigns as national security adviser. The Washington Post. Retrieved from https://www.washingtonpost.com/world/national-security/michael-flynn-resigns-as-national-security-adviser/2017/02/13/0007c0a8-f26e-11e6-8d72-263470bf0401_story.html?utm_term=.64e02686f459 Morgan, G. (2006). Images of Organization. Thousand Oak, CA: Sage Publications Ltd. Muller, M. (2013). The Managers Guide to HR (2nd ed.). New York, NY: American Management Association. Navy Personnel Command (2017, February). Foreign Area Officer (PERS-473C). Retrieved from http://www.public.navy.mil/bupers-npc/officer/Detailing/FAO/Pages/default.aspx Noe, R., Hollenbeck, J., Gerhart, B., Wright, P. (2016). Fundamentals of Human Resource Management (6th ed.). New York, NY: McGraw-Hill. Robbins, S., Judge, T. (2014). Essentials of Organizational Behavior (12th ed.). Upper Saddle River, NJ: Pearson Education. Schein, E. (2010). Organizational Culture and Leadership (4th ed.). San Francisco, CA: Jossey-Bass. Sartain, L., Finney, M. (2003). HR from the Heart: Inspiring Stories and Strategies for Building the People Side of Great Business. New York, NY: AMACOM. Society for Human Resource Management (SHRM). (2016). The SHRM Body of Competency and Knowledge 2016. Retrieved from https://www.shrm.org/certification/about/ bodyofcompetencyknowledge/pages/default.aspx Sundstrom, E., McIntyre, M., Halfhill, T., Richards, H. (2000). Work groups: From the Hawthorne studies to work teams of the 1990s and beyond. Group Dynamics: Theory, Research, and Practice, 4(1), 44-67. Retrieved from https://search-proquest-com.ezproxy.lib.ou.edu/docview/614355706?accountid=129464 Treisman, D. (2016 May/June). Why Putin Took Crimea. The Gambler in the Kremlin. Retrieved from https://www.foreignaffairs.com/articles/ukraine/2016-04-18/why-putin-took-crimea Utermohlen, K. (2017, February 21). CSX Corporation (CSX) Layoffs: Company to Cut 1,000 Management Jobs. Investor Place. Retrieved from http://investorplace.com/2017/02/csx-corporation-csx-layoffs/ Wattles, J. (2017, February 28). Hersheys bitter news: Cutting more than 2,000 jobs. CNN Money. Retrieved from http://money.cnn.com/2017/02/28/news/companies/hershey-job-cuts/index.html

Rebecca Wests The Return of the Soldier and Virginia Woolfs Jacobs R

Rebecca West's The Return of the Soldier and Virginia Woolf's Jacob's Room Rebecca West and Virginia Woolf give great significance to the families of their respective main characters in The Return of the Soldier and Jacob’s Room because it gives the reader a greater insight to the formation of and reasoning for both Chris and Jacob’s nature. Each of these characters have multiple families to deal with: Chris has Kitty and Jenny on the one hand, and Margaret on the other, while Jacob deals with his mother and brother as well as his connections to society and academia. The distinctions between each character’s multiple families cause them to behave differently in various situations, and provide reasons for their actions. It is said that we are shaped by our surroundings and molded by our families, and Woolf and West’s male protagonists prove to be no exception to this rule. The opening scene of Jacob’s Room depicts Mrs. Flanders and Archer searching for a young Jacob along the beach, already showing that the titular character is detached and separate from those around him. Instead of walking with his mother and brother on the shore, Jacob is more interested in the escapades of a crab in a tidal pool, an early indication of his future pursuit of knowledge and his penchant for isolation. Aside from this first mention, Jacob’s biological family is mentioned very rarely throughout the remainder of the novel, as Woolf focuses on his social and academic family instead. However, Jacob’s tendency to distance himself from many of his friends probably stems from the slightly distracted air of his mother, who seems to love and care for him but at the same time is scatter-brained and somewhat unaware of her surroundings. Jacob i... ...e complete without the care and heartache handed them by the families they gain and lose throughout the courses of their short lives. Woolf states it perfectly, realizing that â€Å"life is but a procession of shadows, and God knows why it is that we embrace them so eagerly, and see them depart with such anguish, being shadows... Such is the manner of our seeing. Such the conditions of our love† (Woolf, 96). Jacob is only partially loved and cared for by his mother, and therefore carries this half-affection into his social interactions, eventually regretting the supremely human act of falling in love. Likewise, Chris is two completely different people between Margaret and Kitty– loving and content with Margaret, once he is returned to reality he becomes one of the â€Å"brittle beautiful things† that Kitty so loves to have in her presence, a mere shadow of his soul (West, 6).

Osiris and Iris Creation Myth

GiGi Orphali 9-17-12 p. 7 Osiris and Isis Creation Myth Mythology opens up a hidden gate of information about the lives of ancient peoples. Through it, modern people have insight to the beliefs and culture of a civilization long since passed. No better example of this exists than the Egyptian tale of Osiris and Isis. According to this tale, when the world first started it was ruled by the benign god Osiris and his equally generous wife, the goddess Isis. Together they ruled the earth and through this time it was a utopia. Crops prospered, people spoke to each other in poetry, and there were no wars.It remained this way until Osiris was trapped by his wicked brother Seth, who then took full control of the world, exposing humanity to its first taste of heartache. Osiris was eventually freed and Seth dethroned, but when it came time to destroy Seth Isis didn’t have the heart. She let him live, and though he still exists he is now a lowly god with less power. This explains the Egy ptian belief of why there has to be good and evil in the world. It also explains that since Seth has less power than Osiris, good will always trump evil. The Egyptians were so rare in their day because of their positive outlook on death.While other civilizations around them looked on to death in a craven manner, Egyptians embraced the beauty of the afterlife and the riches to come. All this stemmed from the belief that Osiris, an oh-so-benevolent god, would make their afterlife paradise, as he had once done here on earth. Because the afterlife is ruled by a kind god, it also explains the way to get there. Egyptians believe that through morality and kindness, they will forever be joined with their princely god in paradise. Egyptian culture stressed love and loyalty between husband and wife and that is clearly expressed throughout this myth.The story of Osiris and Isis is punctuated with Isis’s undying devotion to her husband and her willingness to go above and beyond to find h im. Though Osiris is lost for many years on more than one occasion, Isis never stops searching for him. Even when he is sent to the afterlife, she follows. Readers can assume from the numerous examples of Isis’s loyalty that this was an important value to the ancient Egyptians. Through Isis modern people can see what the ideal Egyptian wife must have been. Osiris and Isis is a myth that has carried on through the ages, portraying an excellent well of information on what Egyptian culture was.Modern readers can see what the ideals and beliefs of a place (beliefs that are still followed today) which give a better understanding than any history book can. Ancient Egyptians held in high esteem what their gods taught and were quick to follow their example. Their conclusions on the afterlife, polytheistic pantheon and good vs. evil are all expressed in this myth. This myth offers us a glimpse into a long ago world, and is perhaps, along with the pyramids and ancient temples, one of t he greatest gifts the ancient Egyptians have given modern society.

Mba 1st Sem, Principle and Practice of Management

IIBM Institute of business Management Semester – 1 Principle and Practice of management Answer Sheet Section ‘A’ – Part One: 1. A plan is a trap laid to capture the FUTURE. 2. STAFFING is the function of employing suitable person for the enterprise. 3. DEPARTMENTATION means â€Å" group of activities & employees into department†. 4. ACCEPTANCE THEORY states that authority is the power that is accepted by others. 5. DECENTRALIZATION means dispersal of decision-making power to the lower level of the organization. 6.MASTER CHART is the basic document of the organizational structure. 7. Communication which flow from the superior to subordinates with the help of scalar chain is known as DOWNWARD COMMUNICATION . 8. Needs for belongingness, friendship, love, affection, attention & social acceptance are SOCIAL NEEDS. 9. A management function which ensure â€Å"jobs to be filled with the right people, with the right knowledge, skills & attitude i s STAFFING DEFINED. 10. COUNSELING is a process that enables a person to sort out issues and reach to a decision affecting their life. Part Two: 1). The difference between management & administration are that:-Administration is the function in industry concerned with the determination of the corporate policy, the co-ordination of finance, production and distribution whereas Management is the function concerned with the execution of policy within the limits setup by administration. Thus, administration is formulation of policies and is a determinative function while management is execution of policies and is an executive function. Administration involves the overall setting of major objectives determination of  Ã‚  policies, identifying of general purposes laying down broad programmes etc. hile management is the active direction of human efforts with a view to getting this done. 2). The common drawbacks of the classical and the neo classical theories of management are listed be low:- i) Both the theories had certain unrealistic assumptions and hence were not applicable to the organisation at a later date. ii) Both the theories had limited application, the formats and structures of organisations are not universal in both the theories. There is no particular structure which may serve the purpose of all the organisations.They also overlook some of the environmental constraints which managers cannot ignore and this lapse makes the practicability of the theory limited. iii) Lack of Unified Approach: The theories lack the unified approach of an organisation. 3). Line Organisation is the oldest form of an organisation. This is known by different means, i. e. , military, vertical, scalar and departmental. All other types of organisation structure have mostly been modifications of the line organisation. The concept of the line organisation holds that in any organisation derived from a scalar process, there must be a single head who commands it.Although an executive can delegate authority, he has ultimate responsibility for results. According to some writer â€Å"Line structure consists of the direct vertical relationship which connect the positions and tasks of each level with those above and below it, and some others say â€Å"organisationally, the line is the chain of command that extends from the board of directors through the various delegations and re-delegations of authority and responsibility to the point where the primary activities of the enterprise are performed. 4).Acceptance theory is a theory which states that authority is the power that is accepted by others. Formal authority is reduced to nominal authority if it is not accepted by the subordinates. The subordinates accept the authority if the advantages to be derived by its acceptance exceed the disadvantages resulting from its refusal. The subordinates give obedience to the mangers because they visualise the following advantages- i) Receipt of financial incentives. ii) Contr ibution in attaining the objectives of the enterprise. iii) Fulfilment of responsibilities. v) Appreciation from colleagues. v) Setting of an example for others. vi) Responsibility to leadership of superior. vii) Moral obligation because of regard for old age, experience, competence, etc. According to acceptance theory, authority flows from bottom to top. A manager has authority if he gets obedience from the subordinates. Subordinates obey the managers because of the fear of losing financial rewards. This theory emphasises sanctions that a manager can use and overlooks the influence of social institutions like trade unions. Section ‘B’- Case let – 1Q1) Critically analyse Mr. Vincent’s reasoning. Ans: Mr. Vincent was a good and successful manager but he followed the traditional type of management skills, and that is why he was not unsuccessful. But when he was taught of many other ways of managements he started to think that he should only know it for the t est because he was confident thinking that whatever he knows is enough as he was successful, but he was wrong because with other skills applications he could have not only been successful but could also grow his organisation and take it to the top of his competitors.He could make an increase in the profit of his organisation and save the wastes as much as possible. Being an manager he should have always been innovative in his ideas of management but he was going the other way, even though his professor was teaching him new thought he was busy thinking that he will stick to his old way of planning, organising and controlling approach to manage his store. Q2) If you were the professor and you knew what was going through Vincent’s mind, what would you say to Vincent?Ans: If I was the professor and knew what was going through Vincent’s mind then I would have explained him the concept again but this time the other way giving him his own example and then make him feel the la cking part of his successful management career making him feel that his thought were also correct put old enough and needed to be updated according to the needs of the environment today.I would have told him that with modernization he should become innovative too and that not only planning, organising and controlling are steps of successful management but it could also be thought of as quantitative models, system theory and analysis, and even something called contingency relationship, so that he could implement many other theories and methods in his process of managing his job, so that he should not only be successful but Also that his organisation should grow and give good competition to the other organisations around him and so that he could make good and proper use of his available resources.Case Let – 2 Q1). Diagnose the problem and enumerate the reason for the failure of D’Cuhna? Ans: D’Cuhna was a good professional executive but being good and equal someti mes might go against one’s self only.The problem with D’Cuhna was that he was going to quickly in his work and not giving others time to catch up, everyone knew that he was selected because of his experience, background and abilities but he should also understand that he was the part of an organisation which was new and not even fully trained for the work so how could they work at his speed and expectations, the problem with D’Cuhna was that he being an old executive should know that in an organisation there human beings and that they are emotional in nature so he should not treat everyone i. . male and female staffs in the same manner, he had no right to scold someone on account of others pending work, because it was his duty to see that if someone is on sick leave he should replace that position temporarily, but D’Cuhna did not do so and went on to scold the female staff. When he was cross answered by the female staff for the first time then only he sho uld have understood her emotional nature and talked to the higher authority for suggestions. Q2). What could D’Cuhna have done to avoid the situation in which he found himself?Ans: If at the very beginning only D’Cuhna had looked into the matter as why the female clerk was submitting nil returns and after knowing it if he would have filled the vacant officer’s place with a temporary staff then the matter would not have been raised higher, later when the lady clerk was cross answering him then instead of firing her and scolding her if D’Cuhna had gone and spoken to the higher authorities regarding the matter then planned and taken any step to solve the problem and then taken any strict action then also D’Cuhna could have found himself out of this trouble.Even after all this had happened if D’Cuhna had apologised to the lady staff and then explained her politely then also some chances were there for him to get out of this trouble which he had created for himself, as ladies are very emotional in nature and like politeness. But after all what had been done and finally the only option for him to get out of all this was to quit as he did. Section ‘C’ – Q1) What is training? Explain the different method of training?Ans : Training is the act of increasing the knowledge and skills of an employee for doing a particular job, traditionally training had focused on technical and mechanical skills. Training has to focus also on interpersonal and social skills, on listening, on control over body language, on communication and presentation skills, etc. The different method of training is as follows:- i) Case Method: This method can be said to be midway between â€Å"learn by doing† and â€Å"learn by listening. In this method the trainees get a descriptive record in the form of a case. The participants, have chance to see themselves as one or another person in the case ii) Incident Process: Unlike the case m ethod the incident is also a brief statement of an event or a situation. Additional data is event or a situation. Additional data is made available in response to specific questions from the participants. iii) Lecture Method: This is a very popular method. The lecture is actively involved while the participants are largely passive. v) Business games: In business games, the participants may form into groups of three or four, each groups would be given data about plant capacities, material costs, availability of materials, cost of carrying inventories, etc. and based on the fact provided to the participants they have to make decisions simulating situations which arise in business organisation form time to time. v) Role Playing: In this method different participants are given details and fact of a character about its past and are told to act like it. Q2) Explain Decision–Making Process of an organization?Ans: Decision-making: Management process involves decision making at all le vels. Decision-making describes the process by which a course of action is selected as the way to deal with a specific problem. If there is only one alternative, the question of decision making does not arise. The quality of alternatives which a manger selects determines the organization’s performance, and the future of the organization. The decision making process of an organization are listed below:- * Setting objectives: Rational decision-making involves a concrete goal of objectives.So the first step in decision-making is to know one’s objectives. * Perception of the problem: Perception involves defining and recognising the problem in a clear-cut manner. * Analysing the problem: After defining the problem, the next step in decision-making is analysing it. The problem should be thoroughly analysed to find out adequate background information and data relating to the situation. * Developing alternative solutions: After analysing a problem, with the help of relevant in formation, the decision-maker should formulate several alternative solutions for the problem. Screening the alternatives: After developing various alternatives, the next stepshould be to judge and evaluate them through some decision criteria. * Selecting the best solution: After evaluation of various alternatives, the nextstep is the selection of the best solution. * Implementing the decision: After taking the final decision the next problem isto put decision into effect. * Feedback and Control: The last step in the process of a right decision is to follow up the decision.