Call Now to Buy Your Very Own Sham Essay

In â€Å"The Hard Sell: Advertising in America†, Bill Bryson gives specific insight on the necessity of being more aware of why you buy what you buy. Bryson argues that the product name must be short, simple and unique. He states, â€Å"First. It is short. Second. It is not capable of mispronunciation. Third. It does not resemble anything in the art†¦Ã¢â‚¬  (425). Another effective advertising strategy that Bryson observes is the â€Å"giveaway†. Bryson states, â€Å"Consumers became acquainted with the irresistibly tempting notion that if they bought a particular product they could expect a reward†¦Ã¢â‚¬  (427). Bryson also asserts the importance of creating in the consumer a feeling of anxiety that makes the consumer feel as if they NEED the product and not just merely WANT it (428-429). Another efficient selling tactic is the use of scientific-sounding terms, according to Bryson, â€Å"There was never slightest hint of what GL-70 was, but it would, acc ording to the advertising, not only rout odor-causing bacteria but ‘wipe out enzymes!’† (434). Bryson is very insightful and emphatic in his arguments about the alluring thought of a reward, the necessity to create an anxiety in the consumer, and the conclusive â€Å"scientific studies†. Take, for example, any product you can find on a late-night television infomercial. One of the most effective advertisements is the commercial for the ShamWow. Like all the products found on the infomercials, the ShamWow â€Å"comes at an UNBEATABLE offer, call now and get not one, but TWO ShamWows for the price of one!† The company does a very effective job at pulling in the viewer with this line, sometimes you can get even more products like books and containers if you call quick enough. The announcer does a great job at creating the anxiety by asking, â€Å"Does your car always have unsightly water spots? Do your friends ask you when the last time you cleaned your car? Fear no more! The ShamWow will WOW your friends and family!† This causes the viewer to become embarras sed if their vehicle has water spots on it, leading them to want to purchase the ShamWow so they can dry their car before the sun bakes on the water spots. Lastly, and most effectively, the company includes an exaggerated quality by stating that the ShamWow â€Å"holds 12x its weight† to get the consumer to think that they do some kind of study. If you pause in your daily life and take a step by and analyze all the commercials and advertisements that you are bombarded with every day, you will begin to notice the advertising schemes employed by the companies. Bryson’s advice still holds its weight in gold, much like the ShamWow does with water, today. Consumers are tricked into think they need products that they have no use for and can get at a cheaper price.

College Education Essay

College education essentially is the key to success in the future. It opens many doors of opportunity and allows us to explore every option available. College education can provide a student with many more new and exciting opportunities that they never would have had if they drop out at high school. College education is important because you need a degree in order to get a good job or a stable career. I’d like to talk of some of the benefits that furthering your education can provide. It is common for students in high school to wonder if college education is really important. Many high school students don’t enjoy their school life, so it is little wonder that when they have the chance to leave education many of them are tempted. However the importance of college education, as well as the huge differences to high school, should not be overlooked. Many students don’t know what they want to do with their life yet, thats why I feel everyone should go to college. In college you can learn about things you are really interested in and pinpoint what you want to do in life. In high school you can’t really do this so many students don’t know the opportunities they can fulfill. Lastly, these days if you don’t have a college education it’s likely that you won’t make it very far in life. Businesses today only want the smartest people working for them, so they always overlook the drop outs and people that never went to college. If you want to make a good amount of money and be successful I strongly encourage you to go to college and get a good education. I would say this is the most important reason to go to college. In today’s economy I believe going to college is the best decision you can make. having a good education has so many great aspects. Never overlook getting a quality education, it will always do you good in the longrun.

Human Resource Planning

HR Planning: * The process for ensuring that the HR requirements of an organization are identified and plans are made for satisfying those requirements. * Planning for the personnel needs of an organization based on internal activities and external environment * How many people? What sort of people? Definitions: * HRP determines the human resources required by the organization to achieve its goals. It is â€Å"the process of ensuring that the human resource requirements of an organization are identified and plans are made for satisfying those requirements† – Bulla & Scott. It is the process, â€Å"including forecasting, developing and controlling, by which a firm ensures that it has the right number of people and the right kind of people at the right places at the right time doing the work for which they are economically most useful† – E. B. Geisler. * It is a strategy for the acquisition, utilization, improvement and preservation of the human resources of an enterprise. It is the activity of the management to coordinate the requirements for and the availability of different types of employees.This involves ensuring that the firm has enough of the right kind of people at the right time and also adjusting the requirements to the available supply. Objectives of HR Planning: * To ensure quality and quantity of HR at the right time and the right place * To ensure optimum utilization of human resources * To avoid understaffing and overstaffing Importance: * Reservoir of Talent * Expansion/ Contraction * Cutting costs * Succession Planning MANPOWER PLANNING MAKES FOR DIFFERENT PURPOSES AT DIFFERENT LEVELS: MACRO-LEVEL NATIONAL SECTOR – WISE INDUSTRY – WISE MICRO- LEVEL ORGANISATION LEVELOrganizational Objectives & Policies: * Downsizing / Expansion * Acquisition / Merger / Sell-out * Technology up gradation / Automation * New Markets & New Products * External Vs Internal hiring * Training & Re-training * Union Constraints HRP includes four factors: * Quantity- How many people do we need? * Quality- Which skills, knowledge and abilities do we need? * Space-Where do we need the employees? * Time-When do we need the employees and for how long do we need them? Steps in HRP: * Forecasting future people needs * Forecasting the future availability of people * Drawing up plans to match supply with demandHR Demand Forecast: Process of estimating future quantity and quality of manpower required for an organization. * External factors – competition, laws & regulation, economic climate, changes in technology and social factors. * Internal factors – budget constraints, production levels, new products & services, organizational structure & workforce factors. Forecasting Techniques: * Expert forecasts * Trend Analysis * Workforce Analysis * Workload Analysis * Job Analysis Supply Forecasting: * Internal Supply ( Skill Inventory) * Age, gender, education, experience, training, job assignments, past perfor mance, future potential. External Supply Important barometers of Labor Supply: * Net migration into and out of the area * Education Levels of the workforce * Demographic Changes in the population * Technological developments and shifts * National and regional employment rates * Actions of competing employers * Govt. policies, regulations and measures * Economic forecasts for the next few years * Attractiveness of the area/ industry THE PROCESS OF HUMAN RESOUCE PLANNIG GENERAL OVERVIEW: BUSINESS STRATEGIC PLANS RESOURCING STRATEGY PLANNING DEMAND / SUPPLY FORECASTING MANPOWER TURNOVER ANALYSIS WORK ENVIRONMENT ANALYSIS HUMAN RESOURCE PLANSOPERATIONAL EFFECTIVENESS ANALYSIS RESOURCING RETENTION FLEXIBILITY PRODUCTIVITY WORK ENVIRONMENT THE MANPOWER PLANNING PROCESS–FROM THE ORGANISATIONAL VIEW POINT: COMPANY OBJECTIVES AND STRATEGIC PLANS MARKET FORECASTS PRODUCTION OBJECTIVES / CAPITAL PROCESS FINANCE PLAN MANPOWER ANALYSIS INVENTORY EMPLOYMENT PRODUCTIVITY ORGANISATION MANPO WER FORECASTS (FUTURE SITUATION) OVERALL UNIT BUDGET MANAGEMENT MANPOWER MANPOWER APPROVAL MANPOWERFORECAST FORECAST ESTIMATES TOP MANAGEMENT APPROVAL MANPOWER OBJECTIVES AND POLICIES MANPOWER PLANS AND PROGRAMMES RECRUITMENT & SELECTION, CARER PLANNING, PERFORMANCE MANAGEMENT, TRAINING, RETIREMENT ANALYSIS, REDUNDANCIES etc. Formulating HR Plans: * Recruitment Plans * Redeployment Plans * Redundancy Plans * Training Plan * Productivity Plan * Retention Plan Example of the Basic Human Resources Planning Model: Organizational Objectives Human Resource Requirements Human Resource Programs Feasibility Analysis 1 2 3 4 5 Example of the Basic Human Resource Planning Model: Open new product lineOpen new factory and distribution system Develop staffing for new installation Production workers Supervisors Technical staff Other managers Recruiting and training programs feasible Transfers infeasible because of lack of managers with right skills Recruit skilled workers Develop technical trainin g programs Transfer managers from other facilities Develop new objectives and plans Recruit managers from outside Too costly to hire from outside 1 2 3 4 3 5 Forecasting as a Part of Human Resource Planning: DEMAND FORECASTING SUPPLY FORECASTING Determine organizational objectives Demand forecast for each objective Aggregate demand forecastDoes aggregate supply meet aggregate demand? Go to feasibility analysis steps Choose human resource programs External programs Recruiting External selection Executive exchange Internal programs Promotion Transfer Career planning Training Turnover control Internal supply forecast External supply forecast Aggregate supply forecast No Yes Manpower flow in an organization: Inflow Outflow Job Transfers Job recruits Job Relocations Job Hopping Transfers(out) Retirement VRS Scheme Discharge/ Dismissal Termination of service Resignations HR Pool in the Organization Internal Labor Supply: * Analysis of Manning/ Staffing Tables. Replacement Charts- Present incumbents, potential replacements. * Skills Inventory-education, interests, experience, skills, etc. * Succession Planning. * Turnover Analysis. * Wastage Analysis- Retirements, resignation, deaths, dismissals- Labor turnover Index, Stability Index, etc. Trend Analysis: * Projections-Basing it on Organizational Sales * Workforce Analysis- last 5 years * Workload Analysis * Job Analysis Job Analysis: * A systematic process by which information is collected and analyzed with respect to tasks, duties and responsibilities of the jobs within the organization * Job Analysis: What is to be done? How is it to be done? * Under what conditions is the job to be done? * What skills, knowledge and competencies are required to perform the job? * Job Content: Duties, responsibilities, job demands, machines, tools, equipment, performance standard * Job Context: Physical, organizational ad social context, working conditions, work schedule * Human Requirement: Job related knowledge, skills, educatio n, experience, personal attributes Components of Job Analysis: Job Description: written summary of the content and context of the job * Job Specification: Written statement of the knowledge, skills and abilities and other human requirements Questions in Job Analysis Interviews: * What is your job? * What are the major duties of your job? * What are the responsibilities of your job? * What physical locations do you work in? * Under what environmental conditions do you perform your job? * What are the skills, knowledge and experience requirements of your job? * What are the physical and emotional demands that the job makes on you? * What is the performance standards expected on your job? Human Resource Planning Human Resource (HR) Planning is the practice of determining and analysing the requirement for and supply of workforce in order to achieve the organisation’s goals and objectives, fulfil its mission and reach its vision (Mathis & Jackson, 2000). HR planning predicts forces that will affect the availability and requirement of employees in the future. This process will result in top executives having superior analysis of human resource measurement for its decision making; HR expenditure being decreased due to the fact that management can forecast imbalances prior to them becoming costly; additional time will be available to place skills since requirements are predicted and analysed before staffing is done; excellent opportunities are present to comprise female and ethnic groups in upcoming developments; training of new managers can be improved. The outcomes of these can be calculated and can be used for the evaluation of the accomplishments of HR planning (Mathis & Jackson, 2000). Human resource planning is a course of action that will aim to facilitate the organisation’s plan in recruiting, improvement and training, substitution, cross-functional development and management of programs for benefits and rewards. Subsequently to guarantee in building the best valuable human resource plan, the organisation should analyse the necessity of a strategic business plan, work proficiency plan, workforce planning, training and improvement planning, career development planning and planning for right-sizing (Macaleer & Shannon, 2003). Undeniably because of this analysis in HR planning, it is essential to have a sufficient Human Resource Information System (HRIS). The purpose of this is providing accurate, balance and on time information for the process. Now a computer-based system should provide a form of information about human resources necessary for strategic business decision making. This system reflects the relationship between work requirements, employee’s individual skills and levels of performance. In this instance, the information system serves as simple reflections of reality which will help develop better and effective business decisions which are known results in the codification of knowledge (Liff, 1997). In HR planning, external environmental forces should be considered such as present technology, political climate, economic situation, legal issues, social responsibility and cultural differences. Besides these external considerations are extremely important to HR activities especially, if HR planning is globally implemented. The serious pressures that are involve in a business are scarcity of talents, fast shifting technology, government regulations, environment, health, safety and changes in the market. In this situation, the human resource planning innovations of the company are affected. This will make sure that the organisation has the right work force with the right skills in the right jobs at the right moment. There is no argument that human resource planning should be associated with the strategic goals of the company. Hence, human resource planning is an important factor in managing an organisation competently and successfully. Accordingly, HR planning positively improves organisation performance if the HR plan is strategy-based and human resource is a convincing strategic collaborator (Macaleer & Shannon, 2003). Most parts of the world may be in recession and economies are in disorder will result in worldwide effects on organisations and businesses. Any type of HR planning is presented with a surmountable differences of opinion connected with unpredictable and uncertain times. In this case, if the planning is done by HR professionals who have superior knowledge of magnitude and quality of essential resources needed for revitalization, there is optimism of future positive outcomes. According to Robert A. Simpkins (2009), an organisational adviser and educator, there are two types of plans. One is designed to guarantee ‘business continuity’ in the appearance of manmade or natural catastrophe. Second is a plan that is framed for the ‘uncertainty’ of the business environment. HR planning is the most critical part of the organisation’s strategic plans for the reason that observing and adjusting for environmental changes will make the success of the process. All the drivers of the company’s internal and external environment are altering at an accelerating speed including advancements in technology with respect to hardware, software and connectivity, globalization, shifting of sources and consumers, changing competition, changes in markets, the alteration of demographics, change of population lifestyle, the macro and micro changes in economics and the progressively more bewildering government and international regulations (Simpkins 2009). Businesses have the desire to stay significant in the face of consumers and stakeholders. Mostly, the organisations that maintained their importance have built remarkable HR plans that are continually reviewed and modernized. Regrettably, other businesses build better folders that compose overall strategic human resources plans that are short of any back-up planning, and these stay behind on the shelf gathering dust for years, inappropriate to a present shifting business climate. Finally, Simpkins (2009) concludes that an organisation needs to design a communicable HR plan that is not detailed enough to slow down operation. Since HR professionals are with higher-level of understanding, the group will have the elasticity to adjust what will take place in the future. The solution to a positive result is to keep HR plan flexible (Simpkins, 2009). Human resources issues have been the first among all business issues to affect the outcome of a business organisation. Human resources have risks and these risks are the challenges that resulted from managing your employees, processes and procedures. Therefore by dealing with these risks in HR and finance, one can make positive organisational outcomes. On the other hand, if these issues are not addressed appropriately these possibly will cause major harm to the business (Steffee, 2008). Public personnel management research and practices increasingly focus on creative human resource management (HRM) strategies for recruiting individuals with Information Technology (IT) expertise and retaining employees with institutional knowledge, particularly in light of impending retirements. Some agencies face unique workforce demographic challenges, while others face shifts in missions or technologies. For these reasons, the U. S. Office of Personnel Management relaxed some regulations to allow federal agencies to meet their staffing needs (Mastracci, 2009, p. 19). With regards to staffing needs, workforce planning is the course of action that companies utilize to recognize and deal with the staffing implications of their strategic human resources plans or change of business plans. Workforce planning has a sole objective, to develop a long term perspective within which short term workforce decisions can be achieved efficiently. Staffing strategy is a long term plan that makes sure that availability of employees matches its requirement for employees. Staffing plans illustrate short term plans which an organisation will make in the immediate future to deal with staffing gaps and excesses. By implementing this procedure, the businesses can make certain it has the accurate quantity of people, with the appropriate skill, in position at the right moment. Workforce planning can facilitate the execution of business changes and innovations. The growth in organisations is anticipated overtime during the workforce planning phases. This process is essential in determining the staffing that would be required for growth that will make sure the needed skills will be obtainable to accomplish those development goals. It also allows a business company to construct and implement downsizing plans in the best efficient method. The absence of this strategy makes it hard to identify staffing reductions that have a positive effect on the future of the organisation (Bechet, 2008). Rightsizing or downsizing or organisational decimation is a persistent strategic human resource practice for the last thirty years (Gandolfi, 2008). This refers to the planned removal of big quantity of workforce intended to improve organisational efficiency. In fact, this process is a commonly accepted company solution in times of financial difficulties of the organisation. Although studies show enough indication that rightsizing companies is not generally a successful method of reaching goals of optimum output and maximum profit. However, rightsizing sometimes cannot be avoided; workforce reduction ought to be a management means of last resort rather than first option. For the duration of an economic recession, an organisation should think of all its options and examine the viability and applicability of cost-reduction alternatives before considering rightsizing. In fact predicting a business decline can be very hard, therefore, organisations have the immediate reaction rather than forecasting economic downturns (Gandolfi, 2008). Take the case of IBM, although the company planned to steer clear of downsizing its workforce however, the company declared plans of workforce reduction and by the early 1990’s IBM right sized its organisation by decreasing its employment by 40,000 at that time alone. However, IBM made an effort to become reactive by changing products and attempted to acquire the promptness and responsibility edges of fast reacting manufacturers (Greer, 2001). On the other hand, back in the 1980’s a small number of organisations marked workforce planning and marked as part of their human resource strategy. AT&T and some large oil firms were the models of this. Due to the fact that having a large volume of employees, these organisations called for some forms of workforce planning. AT&T made recognition for its succession planning, evaluation and career advancement programs. Rightsizing and reorganising achieved momentum for this time period. Strategic human resource was beginning to expand and become increasingly strategic because of the fast growing economy and globalisation at the end of the decade (Gubman, 2004). In another case, similar to any big organisations, Eastman Kodak has tried with a variety of human resource planning programs for the past decades. One of the successful programs centred on workforce requirements. HR planning by that time was perceived as a method to make certain that the right number and right kind of employees were at the right position at the right moments. Skills assessments were believed to be the suitable base for HR planning. Similar to any firm, Kodak discovered that there were no general definitions of HR planning. The company realised that they ‘borrowed, adapted, discovered and created’ their way to an approach to HR planning that was aligned to the market situation at that time and be reactive to its changes (Bennet & Brush, 2007). We have developed a framework and process for thinking about and doing HR planning, which I’ve labelled: â€Å"HR planning in â€Å"3D. † The three dimensional environment at Eastman Kodak – diversity, decentralisation, and dynamism – has significantly affected the character and objectives of the HR planning process (Bennet & Brush, 2007, p. 46). In this concept, the human resource function at Eastman Kodak Company was restricted with the goals on magnifying the strategic dimensions of human resource management. In this situation, HR is reshaped as a foundation of market competitive edge and new HR planning procedures were built to strengthen this edge. In the 1990’s, the implementation of this procedures required new HR abilities. The company’s made efforts to utilize HR planning to create a tougher and more aggressive corporation (Bennet & Brush, 2007). We have found several key integrative elements which, from an HR standpoint, seem to make sense in a â€Å"3D† environment. These elements are: corporate management themes; HR planning processes; and HR competencies. Working together, in an ensemble of influence and activity, these elements help to create, sustains, and reinforces strategic business unity (Bennet & Brush, 2007, pp. 48-49). Corporate management themes facilitate in building a focus for a united business environment to achieve its objectives. As of HR planning processes, planning is staged at the corporate and business points. In this process, Eastman Kodak Company is creating efficient HR staff and on this level, this will make the company’s HR planning a ‘competitive weapon in our business arsenal’ (Bennet & Brush, 2007). In the belief that the existing process of uniting and sharpening the corporation’s HR goals will result in considerable outcomes over the decades by concentrating our efforts and finances and giving to the corporation’s evolution. In HR competencies, HR planning is designed to support the Kodak Company by developing its ability to face the future and having the objective for improvement of Corporate Relations. An efficient production HR team, a competent HR planning process and the corporate themes put together will create unity of goals and objectives and create production’s capability to implement strategy. On the whole, the Kodak Company started to distinguish the advancement and positive results as the outcome of knowledge acquired on this process. As Kodak Company has started to achieve its goals, there is an opportunity for transformation of HR functions. The corporation anticipate that successful HR planning, in a ‘3D environment’, will be Kodak’s ‘vehicle for landing safely in the 21’st century’ (Boroski, 1990). The point of view on the Annual HR Strategic Planning Process of Corning Incorporated is that the HR staff employs to make HR investments and services the main concern in support with business needs. Overtime, this procedure has contributions from Human Capital Planning process, HR objectives and other organisation innovations. To efficiently attached HR strategy with business strategy a Human Capital Planning process was created in Corning Incorporated. The outcome gave managers tools and skills for ability development and gave HR a method of determining requirements over the organisation. To allow the determination of the skill that will affect the positive outcome of business strategy, HR planning should find out the quantity of employees needed and determine talent gaps. Incorporating both the workforce planning and operating plan process have facilitated to create a more aligned global HR function for Corning Incorporated. Important components of a good HR planning process are composed of different methods for collecting information; corporate strategy input from top executives; direction from top managers and business participation from each business facilitated by HR function. Furthermore, placement of the HR planning process with the business strategy procedures enhances HR’s capacity to support the functions it presents with the requirements for its market Bennet & Brush, 2007). In the early 1990’s, in order to meet Colgate-Palmolive Company’s objective of ‘becoming the best truly global consumer products company’ (Khanna & Randolph, n. d. ) it human resources made the building of its human resources strategy. The corporation is continually dedicated to developing the human resources for sustainable competitive edge in the global market. The HR strategy team was grouped into Geographic Excellence, Category Excellence and Functional Excellence. The Global Human Resources Business Plans is nothing until it is put into action. Colgate should consider consumer’s needs in order to accomplish the innovations of HR planning. HR plays an important part to assist Colgate employees to continually improve. HR makes an effort with management to build training, career planning, performance development, communications and reward systems. The process will make sure that Colgate employees have the chance for advancement, empowerment and continually improve its abilities (Smith, Boroski & Davis, 1992). On other respects, the organisation that is considering outsourcing, HR planning staff should be active partners of workforce planning processes. In the present economic situation, active human resource planning processes integrating flexible workforce preparations are adapted to a much greater degree. Outsourcing is not only part of workforce planning besides it is also a tool in human resource planning. HR planners should be part of the organisational change: evaluation, contract negotiation, transition and stabilisation as these control decisions of the process. HR planning should have the control of the decisions and as the effect of its absence of this practices may result in failures (Khanna & Randolph, 2005). The social responsibility of business encompasses the economic, legal, ethical and discretionary expectations that society has of organisations at a given point in time. The social responsibilities of a business include to produce goods or services, to make a profit, to obey the laws and regulations, to act ethically, to consider the public good in every decision that is made and to place ethics above personal gains. To be socially responsible a person or business must consider all aspects of society when making a decision. (Clark & Seward, 2000, p. 2) In human resource planning the process should incorporate the highest level of social responsibility. As Milton Friedman maintains that a business organisation has no social responsibilities other than to get the highest possible profits (Ramlall, 2009). In spite of this belief, now there is a general awareness among business organisations that sustainable achievement and stockholders share value cannot be materialised by maximising pr oduction but rather by having social responsible attitude (Ramlall, 2009). In another case, human resource should consider employee participation for good governance and corporate social responsibility. As an evidence of its importance is that, it is the basis as a legal tool in composing international institutions to regulate global corporations. In spite of this, business corporations make a general view in making HR procedures regarding the implementation of corporate social responsibility policies and personal views on employee relations that will affect the overall view of labour relations (Daugareilh, 2008). For multinational corporations like Enron, WorldCom and Citigroup, ethics are the most important aspect as an organisation. Everyday all kinds of organisations have to face some kind of moral issue that has the making of a scandal that sometimes will end up in the multimedia business sections. In today’s era, it is a challenge to confront moral dilemmas such as workforce retention, attracting people, promotion, pay, sexual harassment and other HR practices. How a business corporation will respond to these moral issues will affect organisational environment and will also incite legal actions and will result a negative perception from investors and consumers. Human resource planning practises call for not only reaching organisational objectives besides it will also institute and sustain these processes around ethical grounds (Kubal, Baker & Coleman, 2006). HR staff should have the foresight and the character to incorporate in its practises the various value systems in a business corporation. Although this is not just idealism, global competitions compel HR orientation to focus on profit. HR planning practices must consider decisions that are driven by the business or driven for the business. HR should lead as the guardians of the organisation’s strategic ability. Likewise HR practises must also be the guardians of the whole organisation’s ethical and moral integrity (Wright & Snell, 2005). Unquestionably, in having human resource management program it must recognize laws and regulations in dealing with its people. This will make the legal environment of human resources. Due to the fact that this is a complicated aspect of the organisation, this increasingly involves Human Resource Management. Persistent labour laws must be taken into consideration in overall Human Resource Planning formulation because in practising legal compliance is usually the source of strategic edge in the human resource management point of view (Greer, 2001). Human resource management policies and practices are designed to decide employee’s disagreements and make workplace justice. Similarly, an ethical decision to arrive at a solution to this dilemma is the innate character of human resource management practices and has brought about changes to Australian labour laws. Human Resource management role as a ‘strategic partner’ and also the one who will look after employees’ welfare cannot be seen as a neutral overseer of workplace disputes. That is why a development of a code of ethics should be considered when creating human resources planning processes (Van Gramberg &Teicher, 2006). Take the case in workforce resizing under human resource planning processes, there are legal implications in this situation. With regards to employing and terminating people in an organisation, there is training involved that covers different fair employment and antidiscrimination laws. A typical case in this matter was the case of United Steelworkers of America v. Weber (1979). Brian Weber sued Kaiser Aluminum and his union for racial discrimination (Clardy, 2003). On the whole, Human Resource (HR) planning is the process of combining human resource procedural plans with strategic business plans. HR planning is integrated along the whole of the business planning process. After identifying business goals and objectives, HR planning practices deal with building the workforce, capabilities and management needed to implement the strategic plans. HR planning is created to make sure that the organisation has the important ability to compete in the business world considering the unpredictability of today’s economy. External environment considerations such as economic, social, legal, cultural, political, ethics and technology should be taken into account since this will influence HR planning. The concept of HR planning of Eastman Kodak, Corning and Colgate Palmolive is to develop organisational capability that both will facilitate the innovation of human resource management strategy and integrating this with the companies’ business strategy. Human Resource Planning HR Planning: * The process for ensuring that the HR requirements of an organization are identified and plans are made for satisfying those requirements. * Planning for the personnel needs of an organization based on internal activities and external environment * How many people? What sort of people? Definitions: * HRP determines the human resources required by the organization to achieve its goals. It is â€Å"the process of ensuring that the human resource requirements of an organization are identified and plans are made for satisfying those requirements† – Bulla & Scott. It is the process, â€Å"including forecasting, developing and controlling, by which a firm ensures that it has the right number of people and the right kind of people at the right places at the right time doing the work for which they are economically most useful† – E. B. Geisler. * It is a strategy for the acquisition, utilization, improvement and preservation of the human resources of an enterprise. It is the activity of the management to coordinate the requirements for and the availability of different types of employees.This involves ensuring that the firm has enough of the right kind of people at the right time and also adjusting the requirements to the available supply. Objectives of HR Planning: * To ensure quality and quantity of HR at the right time and the right place * To ensure optimum utilization of human resources * To avoid understaffing and overstaffing Importance: * Reservoir of Talent * Expansion/ Contraction * Cutting costs * Succession Planning MANPOWER PLANNING MAKES FOR DIFFERENT PURPOSES AT DIFFERENT LEVELS: MACRO-LEVEL NATIONAL SECTOR – WISE INDUSTRY – WISE MICRO- LEVEL ORGANISATION LEVELOrganizational Objectives & Policies: * Downsizing / Expansion * Acquisition / Merger / Sell-out * Technology up gradation / Automation * New Markets & New Products * External Vs Internal hiring * Training & Re-training * Union Constraints HRP includes four factors: * Quantity- How many people do we need? * Quality- Which skills, knowledge and abilities do we need? * Space-Where do we need the employees? * Time-When do we need the employees and for how long do we need them? Steps in HRP: * Forecasting future people needs * Forecasting the future availability of people * Drawing up plans to match supply with demandHR Demand Forecast: Process of estimating future quantity and quality of manpower required for an organization. * External factors – competition, laws & regulation, economic climate, changes in technology and social factors. * Internal factors – budget constraints, production levels, new products & services, organizational structure & workforce factors. Forecasting Techniques: * Expert forecasts * Trend Analysis * Workforce Analysis * Workload Analysis * Job Analysis Supply Forecasting: * Internal Supply ( Skill Inventory) * Age, gender, education, experience, training, job assignments, past perfor mance, future potential. External Supply Important barometers of Labor Supply: * Net migration into and out of the area * Education Levels of the workforce * Demographic Changes in the population * Technological developments and shifts * National and regional employment rates * Actions of competing employers * Govt. policies, regulations and measures * Economic forecasts for the next few years * Attractiveness of the area/ industry THE PROCESS OF HUMAN RESOUCE PLANNIG GENERAL OVERVIEW: BUSINESS STRATEGIC PLANS RESOURCING STRATEGY PLANNING DEMAND / SUPPLY FORECASTING MANPOWER TURNOVER ANALYSIS WORK ENVIRONMENT ANALYSIS HUMAN RESOURCE PLANSOPERATIONAL EFFECTIVENESS ANALYSIS RESOURCING RETENTION FLEXIBILITY PRODUCTIVITY WORK ENVIRONMENT THE MANPOWER PLANNING PROCESS–FROM THE ORGANISATIONAL VIEW POINT: COMPANY OBJECTIVES AND STRATEGIC PLANS MARKET FORECASTS PRODUCTION OBJECTIVES / CAPITAL PROCESS FINANCE PLAN MANPOWER ANALYSIS INVENTORY EMPLOYMENT PRODUCTIVITY ORGANISATION MANPO WER FORECASTS (FUTURE SITUATION) OVERALL UNIT BUDGET MANAGEMENT MANPOWER MANPOWER APPROVAL MANPOWERFORECAST FORECAST ESTIMATES TOP MANAGEMENT APPROVAL MANPOWER OBJECTIVES AND POLICIES MANPOWER PLANS AND PROGRAMMES RECRUITMENT & SELECTION, CARER PLANNING, PERFORMANCE MANAGEMENT, TRAINING, RETIREMENT ANALYSIS, REDUNDANCIES etc. Formulating HR Plans: * Recruitment Plans * Redeployment Plans * Redundancy Plans * Training Plan * Productivity Plan * Retention Plan Example of the Basic Human Resources Planning Model: Organizational Objectives Human Resource Requirements Human Resource Programs Feasibility Analysis 1 2 3 4 5 Example of the Basic Human Resource Planning Model: Open new product lineOpen new factory and distribution system Develop staffing for new installation Production workers Supervisors Technical staff Other managers Recruiting and training programs feasible Transfers infeasible because of lack of managers with right skills Recruit skilled workers Develop technical trainin g programs Transfer managers from other facilities Develop new objectives and plans Recruit managers from outside Too costly to hire from outside 1 2 3 4 3 5 Forecasting as a Part of Human Resource Planning: DEMAND FORECASTING SUPPLY FORECASTING Determine organizational objectives Demand forecast for each objective Aggregate demand forecastDoes aggregate supply meet aggregate demand? Go to feasibility analysis steps Choose human resource programs External programs Recruiting External selection Executive exchange Internal programs Promotion Transfer Career planning Training Turnover control Internal supply forecast External supply forecast Aggregate supply forecast No Yes Manpower flow in an organization: Inflow Outflow Job Transfers Job recruits Job Relocations Job Hopping Transfers(out) Retirement VRS Scheme Discharge/ Dismissal Termination of service Resignations HR Pool in the Organization Internal Labor Supply: * Analysis of Manning/ Staffing Tables. Replacement Charts- Present incumbents, potential replacements. * Skills Inventory-education, interests, experience, skills, etc. * Succession Planning. * Turnover Analysis. * Wastage Analysis- Retirements, resignation, deaths, dismissals- Labor turnover Index, Stability Index, etc. Trend Analysis: * Projections-Basing it on Organizational Sales * Workforce Analysis- last 5 years * Workload Analysis * Job Analysis Job Analysis: * A systematic process by which information is collected and analyzed with respect to tasks, duties and responsibilities of the jobs within the organization * Job Analysis: What is to be done? How is it to be done? * Under what conditions is the job to be done? * What skills, knowledge and competencies are required to perform the job? * Job Content: Duties, responsibilities, job demands, machines, tools, equipment, performance standard * Job Context: Physical, organizational ad social context, working conditions, work schedule * Human Requirement: Job related knowledge, skills, educatio n, experience, personal attributes Components of Job Analysis: Job Description: written summary of the content and context of the job * Job Specification: Written statement of the knowledge, skills and abilities and other human requirements Questions in Job Analysis Interviews: * What is your job? * What are the major duties of your job? * What are the responsibilities of your job? * What physical locations do you work in? * Under what environmental conditions do you perform your job? * What are the skills, knowledge and experience requirements of your job? * What are the physical and emotional demands that the job makes on you? * What is the performance standards expected on your job? Human Resource Planning Human Resource (HR) Planning is the practice of determining and analysing the requirement for and supply of workforce in order to achieve the organisation’s goals and objectives, fulfil its mission and reach its vision (Mathis & Jackson, 2000). HR planning predicts forces that will affect the availability and requirement of employees in the future. This process will result in top executives having superior analysis of human resource measurement for its decision making; HR expenditure being decreased due to the fact that management can forecast imbalances prior to them becoming costly; additional time will be available to place skills since requirements are predicted and analysed before staffing is done; excellent opportunities are present to comprise female and ethnic groups in upcoming developments; training of new managers can be improved. The outcomes of these can be calculated and can be used for the evaluation of the accomplishments of HR planning (Mathis & Jackson, 2000). Human resource planning is a course of action that will aim to facilitate the organisation’s plan in recruiting, improvement and training, substitution, cross-functional development and management of programs for benefits and rewards. Subsequently to guarantee in building the best valuable human resource plan, the organisation should analyse the necessity of a strategic business plan, work proficiency plan, workforce planning, training and improvement planning, career development planning and planning for right-sizing (Macaleer & Shannon, 2003). Undeniably because of this analysis in HR planning, it is essential to have a sufficient Human Resource Information System (HRIS). The purpose of this is providing accurate, balance and on time information for the process. Now a computer-based system should provide a form of information about human resources necessary for strategic business decision making. This system reflects the relationship between work requirements, employee’s individual skills and levels of performance. In this instance, the information system serves as simple reflections of reality which will help develop better and effective business decisions which are known results in the codification of knowledge (Liff, 1997). In HR planning, external environmental forces should be considered such as present technology, political climate, economic situation, legal issues, social responsibility and cultural differences. Besides these external considerations are extremely important to HR activities especially, if HR planning is globally implemented. The serious pressures that are involve in a business are scarcity of talents, fast shifting technology, government regulations, environment, health, safety and changes in the market. In this situation, the human resource planning innovations of the company are affected. This will make sure that the organisation has the right work force with the right skills in the right jobs at the right moment. There is no argument that human resource planning should be associated with the strategic goals of the company. Hence, human resource planning is an important factor in managing an organisation competently and successfully. Accordingly, HR planning positively improves organisation performance if the HR plan is strategy-based and human resource is a convincing strategic collaborator (Macaleer & Shannon, 2003). Most parts of the world may be in recession and economies are in disorder will result in worldwide effects on organisations and businesses. Any type of HR planning is presented with a surmountable differences of opinion connected with unpredictable and uncertain times. In this case, if the planning is done by HR professionals who have superior knowledge of magnitude and quality of essential resources needed for revitalization, there is optimism of future positive outcomes. According to Robert A. Simpkins (2009), an organisational adviser and educator, there are two types of plans. One is designed to guarantee ‘business continuity’ in the appearance of manmade or natural catastrophe. Second is a plan that is framed for the ‘uncertainty’ of the business environment. HR planning is the most critical part of the organisation’s strategic plans for the reason that observing and adjusting for environmental changes will make the success of the process. All the drivers of the company’s internal and external environment are altering at an accelerating speed including advancements in technology with respect to hardware, software and connectivity, globalization, shifting of sources and consumers, changing competition, changes in markets, the alteration of demographics, change of population lifestyle, the macro and micro changes in economics and the progressively more bewildering government and international regulations (Simpkins 2009). Businesses have the desire to stay significant in the face of consumers and stakeholders. Mostly, the organisations that maintained their importance have built remarkable HR plans that are continually reviewed and modernized. Regrettably, other businesses build better folders that compose overall strategic human resources plans that are short of any back-up planning, and these stay behind on the shelf gathering dust for years, inappropriate to a present shifting business climate. Finally, Simpkins (2009) concludes that an organisation needs to design a communicable HR plan that is not detailed enough to slow down operation. Since HR professionals are with higher-level of understanding, the group will have the elasticity to adjust what will take place in the future. The solution to a positive result is to keep HR plan flexible (Simpkins, 2009). Human resources issues have been the first among all business issues to affect the outcome of a business organisation. Human resources have risks and these risks are the challenges that resulted from managing your employees, processes and procedures. Therefore by dealing with these risks in HR and finance, one can make positive organisational outcomes. On the other hand, if these issues are not addressed appropriately these possibly will cause major harm to the business (Steffee, 2008). Public personnel management research and practices increasingly focus on creative human resource management (HRM) strategies for recruiting individuals with Information Technology (IT) expertise and retaining employees with institutional knowledge, particularly in light of impending retirements. Some agencies face unique workforce demographic challenges, while others face shifts in missions or technologies. For these reasons, the U. S. Office of Personnel Management relaxed some regulations to allow federal agencies to meet their staffing needs (Mastracci, 2009, p. 19). With regards to staffing needs, workforce planning is the course of action that companies utilize to recognize and deal with the staffing implications of their strategic human resources plans or change of business plans. Workforce planning has a sole objective, to develop a long term perspective within which short term workforce decisions can be achieved efficiently. Staffing strategy is a long term plan that makes sure that availability of employees matches its requirement for employees. Staffing plans illustrate short term plans which an organisation will make in the immediate future to deal with staffing gaps and excesses. By implementing this procedure, the businesses can make certain it has the accurate quantity of people, with the appropriate skill, in position at the right moment. Workforce planning can facilitate the execution of business changes and innovations. The growth in organisations is anticipated overtime during the workforce planning phases. This process is essential in determining the staffing that would be required for growth that will make sure the needed skills will be obtainable to accomplish those development goals. It also allows a business company to construct and implement downsizing plans in the best efficient method. The absence of this strategy makes it hard to identify staffing reductions that have a positive effect on the future of the organisation (Bechet, 2008). Rightsizing or downsizing or organisational decimation is a persistent strategic human resource practice for the last thirty years (Gandolfi, 2008). This refers to the planned removal of big quantity of workforce intended to improve organisational efficiency. In fact, this process is a commonly accepted company solution in times of financial difficulties of the organisation. Although studies show enough indication that rightsizing companies is not generally a successful method of reaching goals of optimum output and maximum profit. However, rightsizing sometimes cannot be avoided; workforce reduction ought to be a management means of last resort rather than first option. For the duration of an economic recession, an organisation should think of all its options and examine the viability and applicability of cost-reduction alternatives before considering rightsizing. In fact predicting a business decline can be very hard, therefore, organisations have the immediate reaction rather than forecasting economic downturns (Gandolfi, 2008). Take the case of IBM, although the company planned to steer clear of downsizing its workforce however, the company declared plans of workforce reduction and by the early 1990’s IBM right sized its organisation by decreasing its employment by 40,000 at that time alone. However, IBM made an effort to become reactive by changing products and attempted to acquire the promptness and responsibility edges of fast reacting manufacturers (Greer, 2001). On the other hand, back in the 1980’s a small number of organisations marked workforce planning and marked as part of their human resource strategy. AT&T and some large oil firms were the models of this. Due to the fact that having a large volume of employees, these organisations called for some forms of workforce planning. AT&T made recognition for its succession planning, evaluation and career advancement programs. Rightsizing and reorganising achieved momentum for this time period. Strategic human resource was beginning to expand and become increasingly strategic because of the fast growing economy and globalisation at the end of the decade (Gubman, 2004). In another case, similar to any big organisations, Eastman Kodak has tried with a variety of human resource planning programs for the past decades. One of the successful programs centred on workforce requirements. HR planning by that time was perceived as a method to make certain that the right number and right kind of employees were at the right position at the right moments. Skills assessments were believed to be the suitable base for HR planning. Similar to any firm, Kodak discovered that there were no general definitions of HR planning. The company realised that they ‘borrowed, adapted, discovered and created’ their way to an approach to HR planning that was aligned to the market situation at that time and be reactive to its changes (Bennet & Brush, 2007). We have developed a framework and process for thinking about and doing HR planning, which I’ve labelled: â€Å"HR planning in â€Å"3D. † The three dimensional environment at Eastman Kodak – diversity, decentralisation, and dynamism – has significantly affected the character and objectives of the HR planning process (Bennet & Brush, 2007, p. 46). In this concept, the human resource function at Eastman Kodak Company was restricted with the goals on magnifying the strategic dimensions of human resource management. In this situation, HR is reshaped as a foundation of market competitive edge and new HR planning procedures were built to strengthen this edge. In the 1990’s, the implementation of this procedures required new HR abilities. The company’s made efforts to utilize HR planning to create a tougher and more aggressive corporation (Bennet & Brush, 2007). We have found several key integrative elements which, from an HR standpoint, seem to make sense in a â€Å"3D† environment. These elements are: corporate management themes; HR planning processes; and HR competencies. Working together, in an ensemble of influence and activity, these elements help to create, sustains, and reinforces strategic business unity (Bennet & Brush, 2007, pp. 48-49). Corporate management themes facilitate in building a focus for a united business environment to achieve its objectives. As of HR planning processes, planning is staged at the corporate and business points. In this process, Eastman Kodak Company is creating efficient HR staff and on this level, this will make the company’s HR planning a ‘competitive weapon in our business arsenal’ (Bennet & Brush, 2007). In the belief that the existing process of uniting and sharpening the corporation’s HR goals will result in considerable outcomes over the decades by concentrating our efforts and finances and giving to the corporation’s evolution. In HR competencies, HR planning is designed to support the Kodak Company by developing its ability to face the future and having the objective for improvement of Corporate Relations. An efficient production HR team, a competent HR planning process and the corporate themes put together will create unity of goals and objectives and create production’s capability to implement strategy. On the whole, the Kodak Company started to distinguish the advancement and positive results as the outcome of knowledge acquired on this process. As Kodak Company has started to achieve its goals, there is an opportunity for transformation of HR functions. The corporation anticipate that successful HR planning, in a ‘3D environment’, will be Kodak’s ‘vehicle for landing safely in the 21’st century’ (Boroski, 1990). The point of view on the Annual HR Strategic Planning Process of Corning Incorporated is that the HR staff employs to make HR investments and services the main concern in support with business needs. Overtime, this procedure has contributions from Human Capital Planning process, HR objectives and other organisation innovations. To efficiently attached HR strategy with business strategy a Human Capital Planning process was created in Corning Incorporated. The outcome gave managers tools and skills for ability development and gave HR a method of determining requirements over the organisation. To allow the determination of the skill that will affect the positive outcome of business strategy, HR planning should find out the quantity of employees needed and determine talent gaps. Incorporating both the workforce planning and operating plan process have facilitated to create a more aligned global HR function for Corning Incorporated. Important components of a good HR planning process are composed of different methods for collecting information; corporate strategy input from top executives; direction from top managers and business participation from each business facilitated by HR function. Furthermore, placement of the HR planning process with the business strategy procedures enhances HR’s capacity to support the functions it presents with the requirements for its market Bennet & Brush, 2007). In the early 1990’s, in order to meet Colgate-Palmolive Company’s objective of ‘becoming the best truly global consumer products company’ (Khanna & Randolph, n. d. ) it human resources made the building of its human resources strategy. The corporation is continually dedicated to developing the human resources for sustainable competitive edge in the global market. The HR strategy team was grouped into Geographic Excellence, Category Excellence and Functional Excellence. The Global Human Resources Business Plans is nothing until it is put into action. Colgate should consider consumer’s needs in order to accomplish the innovations of HR planning. HR plays an important part to assist Colgate employees to continually improve. HR makes an effort with management to build training, career planning, performance development, communications and reward systems. The process will make sure that Colgate employees have the chance for advancement, empowerment and continually improve its abilities (Smith, Boroski & Davis, 1992). On other respects, the organisation that is considering outsourcing, HR planning staff should be active partners of workforce planning processes. In the present economic situation, active human resource planning processes integrating flexible workforce preparations are adapted to a much greater degree. Outsourcing is not only part of workforce planning besides it is also a tool in human resource planning. HR planners should be part of the organisational change: evaluation, contract negotiation, transition and stabilisation as these control decisions of the process. HR planning should have the control of the decisions and as the effect of its absence of this practices may result in failures (Khanna & Randolph, 2005). The social responsibility of business encompasses the economic, legal, ethical and discretionary expectations that society has of organisations at a given point in time. The social responsibilities of a business include to produce goods or services, to make a profit, to obey the laws and regulations, to act ethically, to consider the public good in every decision that is made and to place ethics above personal gains. To be socially responsible a person or business must consider all aspects of society when making a decision. (Clark & Seward, 2000, p. 2) In human resource planning the process should incorporate the highest level of social responsibility. As Milton Friedman maintains that a business organisation has no social responsibilities other than to get the highest possible profits (Ramlall, 2009). In spite of this belief, now there is a general awareness among business organisations that sustainable achievement and stockholders share value cannot be materialised by maximising pr oduction but rather by having social responsible attitude (Ramlall, 2009). In another case, human resource should consider employee participation for good governance and corporate social responsibility. As an evidence of its importance is that, it is the basis as a legal tool in composing international institutions to regulate global corporations. In spite of this, business corporations make a general view in making HR procedures regarding the implementation of corporate social responsibility policies and personal views on employee relations that will affect the overall view of labour relations (Daugareilh, 2008). For multinational corporations like Enron, WorldCom and Citigroup, ethics are the most important aspect as an organisation. Everyday all kinds of organisations have to face some kind of moral issue that has the making of a scandal that sometimes will end up in the multimedia business sections. In today’s era, it is a challenge to confront moral dilemmas such as workforce retention, attracting people, promotion, pay, sexual harassment and other HR practices. How a business corporation will respond to these moral issues will affect organisational environment and will also incite legal actions and will result a negative perception from investors and consumers. Human resource planning practises call for not only reaching organisational objectives besides it will also institute and sustain these processes around ethical grounds (Kubal, Baker & Coleman, 2006). HR staff should have the foresight and the character to incorporate in its practises the various value systems in a business corporation. Although this is not just idealism, global competitions compel HR orientation to focus on profit. HR planning practices must consider decisions that are driven by the business or driven for the business. HR should lead as the guardians of the organisation’s strategic ability. Likewise HR practises must also be the guardians of the whole organisation’s ethical and moral integrity (Wright & Snell, 2005). Unquestionably, in having human resource management program it must recognize laws and regulations in dealing with its people. This will make the legal environment of human resources. Due to the fact that this is a complicated aspect of the organisation, this increasingly involves Human Resource Management. Persistent labour laws must be taken into consideration in overall Human Resource Planning formulation because in practising legal compliance is usually the source of strategic edge in the human resource management point of view (Greer, 2001). Human resource management policies and practices are designed to decide employee’s disagreements and make workplace justice. Similarly, an ethical decision to arrive at a solution to this dilemma is the innate character of human resource management practices and has brought about changes to Australian labour laws. Human Resource management role as a ‘strategic partner’ and also the one who will look after employees’ welfare cannot be seen as a neutral overseer of workplace disputes. That is why a development of a code of ethics should be considered when creating human resources planning processes (Van Gramberg &Teicher, 2006). Take the case in workforce resizing under human resource planning processes, there are legal implications in this situation. With regards to employing and terminating people in an organisation, there is training involved that covers different fair employment and antidiscrimination laws. A typical case in this matter was the case of United Steelworkers of America v. Weber (1979). Brian Weber sued Kaiser Aluminum and his union for racial discrimination (Clardy, 2003). On the whole, Human Resource (HR) planning is the process of combining human resource procedural plans with strategic business plans. HR planning is integrated along the whole of the business planning process. After identifying business goals and objectives, HR planning practices deal with building the workforce, capabilities and management needed to implement the strategic plans. HR planning is created to make sure that the organisation has the important ability to compete in the business world considering the unpredictability of today’s economy. External environment considerations such as economic, social, legal, cultural, political, ethics and technology should be taken into account since this will influence HR planning. The concept of HR planning of Eastman Kodak, Corning and Colgate Palmolive is to develop organisational capability that both will facilitate the innovation of human resource management strategy and integrating this with the companies’ business strategy.

Feminists Want Women to Be the Same as Men Essay - 1

Feminists Want Women to Be the Same as Men - Essay Example Feminists advocate for the rights of women as equal individuals in the society with men in the society and they support the equal treatment of all people within the society and in which case they are able to propagate the issues that promote the livelihood of all. In many instances, people have said that feminists have advocated for the gender equality in which men and women have to be treated in the same way regardless of the differences that exist between them. However, this caused a debate between in the people considering the fact that some people argue from the perspective of the modern feminists who advocate for gender equity rather than gender equality advanced by others (Kunin, 2012, p. 3-7). In this respect, the debate of whether feminists want women to be the same as men remain important and relevant among people who have knowledge about the perspectives of the feminists and the things they support. In the introduction of feminism in the society, the proponents had advanced the notion that there was unequal treatment between men and women who were expected to raise people to a level of worship. The inequalities that people pointed out did not favor women and therefore, they felt that there was a need to establish a system in which people who do similar jobs in an organization were to receive equal treatment in all aspects (Kunin, 2012, p. 12). This was aimed to improve the status of working in the society so that both women and men are able to benefit from what they do in the society and ensure that all effort is rewarded equally in the society. Feminists of the early times advanced the perspective that payments and other benefits that are guaranteed to one gender can be extended to other people regardless of the fact that they have differences. Feminism in its original form worked to establish gender neutrality between men and women so as to eliminate biases that existed in extending benefits to men and women who did similar jobs.

Methods And Models Of Critical Thinking Essay Example | Topics and Well Written Essays - 750 words - 1

Methods And Models Of Critical Thinking - Essay Example Critical thinking is effectively used in the decision-making process and helps to remove doubt. It involves having an objective to achieve and the tests of whether that objective is being achieved or not form the control criteria. Another definition is proposed by Halpern (1996): "Critical thinking is the use of those cognitive skills and strategies that increase the probability of a desirable outcome purposeful, reasoned and goal-directed - the kind of thinking involved in solving problems, formulating inferences, calculating likelihoods, and making decisions" (McGuiness, 2004). In general, decisions involve the future and involve choice, therefore, they can be wrong. The point to consider is, who makes decisions in an organization, and what are the criteria in delegating some decisions to subordinates These questions can be answered by finding out those decisions where the chances of being wrong are high and the cost of correction is large: these can then be reserved for top management. Lower ranks would be allowed to decide where there was more certainty of being correct and the cost of correction is low. Many decisions are made by managers from a certain number of factors they have considered. The reality of the situation is that there may, in fact, be many more factors unknown to them that they should have considered. Analysis (based on critical thinking) of alternatives and their possible consequences can be assisted by techniques and the use of probability theory. It may be useful to look at decisions in terms of systems theory. Any choice that induces flow, or changes in the flow rate, is a decision (McGuiness, 2004). The main benefit of critical thinking is that it allows managers to solve complex problems and to understand the consequences of the decision. Rates are where the action is, i.e. what takes place between levels in a system.

Information Management and a Business Environment Research Paper

Information Management and a Business Environment - Research Paper Example Ciena Corporation was founded in 1992, listed on the NASDAQ stock exchange (symbol CIEN) in 1997, and included in the S&P 500 market index in 2001. The company is headquartered in Linthicum, State of Maryland, USA, with offices located all over the US and Canada as well as Europe and Asia, totalling approximately 1500 employees. Ciena’s founding mission was to design, manufacture and sell optical transport and switching equipment. The company pioneered DWDM technology and became a world leader in the space. Following four acquisitions since 2003 and several key technology partnerships, Ciena deliberately augmented its portfolio to address the network applications with the most business value to its customers. My role as Human Resources Generalist for EMEA incorporates recruitment for the region as well as providing a fully supportive Human Resource/personnel function. There is a great need for effective Information Management within a business environment. The prime focus of the fieldwork was, therefore, the Travel Agent outlet, using a methodology designed to learn through interviews with counter staff what role the use of view data links to Tour Operators played in the servicing of customers (Feeny D. F., and Brownlee C. G. (2001). Subsequent interviews took place with management representatives of leading Tour Operators to elicit the role they saw for systems links to travel agents, and how it related to their overall strategy for competing in the industry. HR representatives interviewed were presented with a standard customer set and asked to explain how they would respond to each customer type.

The Ethics of Teaching Essay Example | Topics and Well Written Essays - 250 words

The Ethics of Teaching - Essay Example The case 16 -1: 'Out of Step' in the book The Ethics of Teaching: A Casebook by Spiegel, Whitley, and Balogh is a perfect situation which needs to be opposed. The sexist humor of Professor Anachronistic in the case is a perfect example of discrimination and only strong opposition to such behaviors can serve the good purpose of teaching. Sexist discrimination by learned people cannot be tolerated at any rate and teachers with such attitudes can devalue the status of this noble profession. There are also views which support the attitude of Professor Anachronistic who enjoys a sexist humor approach to making his point. They claim that such comments are not too condemnable, but need to be taken in a lighter spirit. According to this view, teachers need to enjoy such humorous sense in keeping the interest of the students. However, according to my personal opinion, the attitude and the comments by Professor Anachronistic must be regarded as an incursion into private and sexual freedom. "Sex is now clearly an issue in public policy" and strong actions must be made on such individuals who cause sexual discrimination. (David, 1983, p 141). Spiegel, Patricia Keith., Whitley, Bernard E., and Balogh, Deborah Ware. (2002). The Ethics of Teaching: A Casebook. Taylor & Francis. p 181.

Physics midterm Essay Example | Topics and Well Written Essays - 250 words

Physics midterm - Essay Example How does the weight of an object affect its motion? And finally what is the effect of other forces other than gravity on the objects motion? The following measurements were taken in the lab: The objects displacement over time during the fall and the Carts displacement over time starting from rest. The time interval for the cart for five different inclination angles and the time interval when the angle of inclination for the cart is constant, and the mass is varied were noted. The measurement taken in the lab relate to the principals used in the experiment. Using the measurements and the basic kinematic equations we have calculated displacement, velocity and acceleration. Therefore the motion of the object in free fall and an inclined plane has been described. The lab relates to the material covered in class since using the data we have confirmed the expected results from theoretical analysis using the actual results. Real world applications of this lab include orbit calculations, explorations of oceans resources, satellite launch, exploration of natural resources and isometric height measurements. Bjà ¶rk, B. C. (2012). The hybrid model for open access publication of scholarly articles: A failed experiment?. Journal of the American Society for Information Science and Technology, 63(8),

International Strategic Marketing Report based on case study Research Proposal

International Strategic Marketing Report based on case study - Research Proposal Example Other parks include the Disney Cruise line running business in Florida out of Port Canaveral as well as two hotels in addition to the Disneyland Park in California. The constituent generates management fees and royalties on revenues from Tokyo in Tokyo Disneyland as well as in France from Disneyland Paris. The former receives more than sixteen and a half million people every year. The Walt Disney Company also runs media networks with two subcategories namely; Cable Networks and Broadcasting. Among the broadcasting units the company owns and runs the ABC Television Network that ranks that behind CBS and NBC networks. Listed under the cable networks are Disney Channel., ESPN-branded cable networks, and Disney Channel International in addition to shaving major shares in Lifetime and E-Entertainment as well as start-up cable operations among them SoapNet and Too Disney. The mother company also has various consumer products on the market. In this case, Walt Disney Company provides licences for it characters to consumer manufacturers, publishers, and retailers across the globe. Through Disney Stores, the company takes in direct retail business where it produces magazines and books in Europe and in the entire United States. The company also produces other products associated with entertainment including film, computer software, audio software, and video besides those applied in the educational market. Owning the studio entertainment category enables the company to generate a broad range of television animation programs, movies, live stage plays some used in schools, as well as musical recordings. All these products come on the foothill of television distribution, home video, and theoretical Disney film. It creates a television library. The library entails much more apart from Touchstone, Walt Disney pictures, Miramax, and Buena. Scholars posit that strategic management is a function of management

Philips Maps Out a New Direction Essay Example | Topics and Well Written Essays - 750 words

Philips Maps Out a New Direction - Essay Example In the past, Phillips Inc. had diversified interests which were looked after by numerous divisions. The lack of inter-divisional communication did inculcate teamwork and therefore, information and experiences were not shared to thrash out the low performance of the organization. The company also lacked effective organizational leadership which could provide the workforce with focused approach and well defined visions and mission so that organizational goals could be achieved with more enthusiasm. The new EO was able to address these problems. Using a focused approach, Kleisterlee, reorganized the company into three major divisions which had defined goals and objectives: healthcare; lighting; and consumer lifestyle products. The company initiated well planned divestiture program and at the same time, aggressive merger and acquisition facilitated value addition to the products and services of the company. Kleisterlee also realized the vital importance of effective marketing strategies and therefore introduced mixed market strategy, based on innovation, brand creation and flexible approach with more dynamic strategic goals to meet the emerging new challenges. The major weakness of the new strategy was the problems with the brand creation because its brand creation strategy was not uniform across the globe and its products and services were marketed under different brand name in other countries like America. While the three new divisions had individual goals and objectives, there was distinct lack of communication amongst them that could jeopardize the long term vision of Phillips Inc. The major strength of the new strategy was that it was focused around the vital factors that significantly impacted its performances vis-Ã  -vis global competition. It realized that innovation is key issue in technology arena and promoted the decision on business relationship vis-Ã  -vis business partnership through collaboration, acquisition and mergers

Research Indicates Essay Example for Free

Research Indicates Essay Research indicates that the characteristics we are born with have much more influence on our personality and development than any experiences we may have in our life. Every people in our life born with some parametrics, like health, mental power and another ones. Some people think that the initial characteristics influence on our development and personality. I agree with it, but I think that any experience in our life have more impact too. Let us consider it. First of all, people learn anything during whole life. When people born they learn how to eat, how to move, how to read, write and another. All of these depend on our life experience, not on our characteristics. Secondly, each time when we make mistake, we try to analyze why it happened and how to prevent mistakes like this. We are developing according our mistakes. Also, parents have greatest influence on their children personality as from the early ages they teach children every aspects of life. Parents explain to their children what is right, what is wrong. According to this, children develop their positive or negative worldview. Also person who has good characteristics will study, work hard and develop his experience it will influence his development in life. In conclusion, I believe that the life experience has a great influence on our character and the man is never too old to learn. Is your memory changing with age? People who believe they have a poor memory are usually no worse at remembering than whose who believe they have a good memory. One theory for this is that people are influenced by their general beliefs about how memory changes with age. If you believe your memory will get worse as you grow older, you will pay more attention to memory failures and each bout of forgetfulness will reinforce your belief that your memory is getting worse. Common everyday memory failures tend to be judged more harshly when these failures belong to an older person. A large scale study over a ten year period found that cognitive decline is not a normal part of aging for most elderly people. 70% of the adults in the study showed no decline in memory. What has been found is that there are factors that may affect memory in older adults. These are high blood pressure, obesity and smoking. Is your memory changing with age?

Rise of E Vehicle Essay Example for Free

Rise of E Vehicle Essay MANILA, Philippines? There? s something about electric vehicles. They don? t use gasoline or diesel and therefore don? t pollute the air. They run without noise and are cost-efficient. If Filipinos are educated about the benefits of using these ? plug-in? modes of transportation, they would be wondering why we haven? t caught up with the craze yet. Going ? green? is all the rage right now because of climate change due to greenhouse gas emissions from human activities. Global warming threatens not only the survival of the human species, but also of other living things big and small that call Earth home. Serious efforts have been made to counter or at least minimize the adverse effects of global warming. Because emissions like carbon dioxide from fossil fuels are a major source of global warming, people have sought alternative sources of energy like solar, hydro and wind power. They have also come up with electric vehicles. Four different kinds of electric vehicles now on the market were showcased at PowerTrends 2009, a renewable energy exhibition held on Sept. 9-10 at World Trade Center in Pasay City. The e-vehicles displayed at PowerTrends? the e-jeep, e-car, e-bike and e-quad? are generally priced higher than their gasoline-powered counterparts. E-vehicle makers, however, are after advocacy, not profits, says Karl Magsuci, business planning and development manager for EVnnovations Inc. , distributor of the first Land Transportation Office-registered e-car in the Philippines. ?What we? re doing right now is education and raising awareness,? he says. All four e-vehicles have zero carbon emission. Their batteries could be charged via a simple household electric socket. Plans to build a biogas-powered recharging station are in the works. In some areas, like Puerto Princesa City and Boracay, plans to phase out gasoline-powered jeepneys are underway, with e-vehicles gradually being incorporated into their transportation system. e-car The Reva e-car, popularly known in London as G-Wiz, was first launched in Bangalore, India, in June 2001. EVnnovations Inc. wants to introduce Reva to the Philippines as a viable mode of transportation. This two-seater uses eight 48-volt deep-cycle-lead-acid batteries, which charge in eight hours at a cost of P84. Charging for two hours already powers 80 percent of Reva? s batteries, says Magsuci. Fully charged, Reva has a maximum range of 80 kilometers, 60 km when the air-con is used, and a top speed of 80 kph. By contrast, a gasoline-powered car would require about P350-worth of gas to travel 80 km. No change oil There? s virtually no maintenance involved when using the e-car, says Magsuci. ?No change oil, for instance.? The batteries have an average life span of two to three years. Changing batteries would cost around P50,000, says Magsuci. The only drawback to the e-car is the price, says Magsuci. ?There? s apprehension in the market due to the prohibitive price,? he says. The e-car is considered a luxury vehicle here, says Magsuci, thus, the cost almost doubles upon reaching our shores. Costing around $10,000 in India or around P500,000, plus import tax, Reva? s cost could reach close to a million pesos, he says. He explains, however, that Reva is initially not meant for everyone, but only for a very specific market? the ? high-end,? and environmentally conscious individuals and companies. ?Walk the talk,? he says. ?It? s time for us to introduce green alternatives, mitigate climate change, and make people ? green? in their motoring habits.? Leasing program. Selling Reva in the Philippines may not be that easy, says Magsuci. That? s why EVnnovation is looking at the possibility of a renting or leasing program. Introducing the e-car through public transportation, he adds, is also another way to make its presence known. The e-car, however, cannot compete with one? s existing car at this time, Magsuci says. ?It? s only meant to supplement your current fleet as an alternative vehicle,? he says. ?Think about the future, long-term effects.? At the moment, there? s still no tangible support from the government for the promotion of Reva, according to Magsuci. He hopes that trade shows such as PowerTrends will help promote ? green? alternatives. For more information on Reva electric car, contact Karl Pietrus Magsuci of EVnnovations at 3701314, fax No. 3741671-72, e-mail [emailprotected] com, or visit http://www. evnnovations. com/. Their office address is 8F Ramcar Center 80-82 Roces Avenue, Diliman, Quezon City. e-jeep The e-jeep was first launched in 2007 in the cities of Makati, Puerto Princesa and Bacolod as part of the Climate Friendly Cities project of Green Renewable Independent Power Producers Inc. (GRIPP). It started its commercial run last year. GRIPP is a local consortium of environmental groups, including Greenpeace. Tapped by GRIPP to produce the electric vehicle, the Motor Vehicle Parts Manufacturers Association of the Philippines now assembles e-jeepneys through its business arm, Philippine Utility Vehicles Inc. (PhUV). The first prototypes were imported from China. The e-jeep costs P650,000. It uses 12 6V 220AH batteries, which charge for eight hours at a cost of P150, says John Marasigan, PhUV assistant sales manager for electric vehicles. A fully charged e-jeep has a maximum range of 55 km and a top speed of 35 kph. Thirty-five units of this 14-seater have so far been sold to a number of government and private institutions in the Philippines, 20 of which are in Makati, says Marasigan. They include De La Salle University in Dasmarinas, Cavite; Plantation Bay Resort in Cebu; the Bangko Sentral ng Pilipinas in Manila; the House of Representatives in Quezon City; and Embarcadero waterfront development in Legazpi City. e-quad The e-quad, or e-tuktuk, marks its launching at PowerTrends 2009. With a seating capacity of six, the vehicle is designed as an alternative to tricycles in subdivisions, according to Marasigan. ?It is ideal in subdivisions because there? s less noise,? he said. ?Plus it can run in floods.? The e-quad sells for P300,000. For inquiries about the e-jeep, e-bike and e-quad, contact John Marasigan of Philippine Utility Vehicles Inc. at 9365022 or 9308012, e-mail [emailprotected] com, or visit www. gripp. org. ph and www. ejeep. org. The office address is 2 Susano Road in Bo. Deparo, Novaliches, Caloocan City e-bike. Twenty-five units of e-bikes have so far been sold by Philippine Utility Vehicles Inc. Ideal for use in beach resorts and other recreational spots, most e-bikes can now be seen running in Boracay. Selling for P27,000, the e-bike has a maximum range of 25 km and top speed of 20 kph. Its batteries require only four hours to fully charge, costing around P100. What? s good about the e-bike is that once the battery runs out of power, the bike can still be used in the traditional way. By pedaling the e-bike, one does not only get good exercise, but also charges the batteries.

The mesh generation

The mesh generation Describe general methods (structured, unstructured, hybrid, adaptive, etc.) and discuss their key features and applications A key step of the finite element method for numerical computation is mesh generation. One is given a domain (such as a polygon or polyhedron; more realistic versions of the problem allow curved domain boundaries) and must partition it into simple â€Å"elements† meeting in well-defined ways. There should be few elements, but some portions of the domain may need small elements so that the computation is more accurate there. All elements should be â€Å"well shaped† (which means different things in different situations, but generally involves bounds on the angles or aspect ratio of the elements). One distinguishes â€Å"structured† and â€Å"unstructured† meshes by the way the elements meet; a structured mesh is one in which the elements have the topology of a regular grid. Structured meshes are typically easier to compute with (saving a constant factor in runtime) but may require more elements or worse-shaped elements. Unstructured meshes are often computed using quadtrees, or by Delaunay triangulation of point sets; however there are quite varied approaches for selecting the points to be triangulated The simplest algorithms directly compute nodal placement from some given function. These algorithms are referred to as algebraic algorithms. Many of the algorithms for the generation of structured meshes are descendents of â€Å"numerical grid generation† algorithms, in which a differential equation is solved to determine the nodal placement of the grid. In many cases, the system solved is an elliptic system, so these methods are often referred to as elliptic methods. It is difficult make general statements about unstructured mesh generation algorithms because the most prominent methods are very different in nature. The most popular family of algorithms is those based upon Delaunay triangulation, but other methods, such as quadtree/octree approaches are also used. Delaunay Methods Many of the commonly used unstructured mesh generation techniques are based upon the properties of the Delaunay triangulation and its dual, the Voronoi diagram. Given a set of points in a plane, a Delaunay triangulation of these points is the set of triangles such that no point is inside the circumcircle of a triangle. The triangulation is unique if no three points are on the same line and no four points are on the same circle. A similar definition holds for higher dimensions, with tetrahedral replacing triangles in 3D. Quadtree/Octree Methods Mesh adaptation, often referred to as Adaptive Mesh Refinement (AMR), refers to the modification of an existing mesh so as to accurately capture flow features. Generally, the goal of these modifications is to improve resolution of flow features without excessive increase in computational effort. We shall discuss in brief on some of the concepts important in mesh adaptation. Mesh adaptation strategies can usually be classified as one of three general types: r-refinement, h-refinement, or p-refinement. Combinations of these are also possible, for example hp-refinement and hr-refinement. We summarise these types of refinement below. r-refinement is the modification of mesh resolution without changing the number of nodes or cells present in a mesh or the connectivity of a mesh. The increase in resolution is made by moving the grid points into regions of activity, which results in a greater clustering of points in those regions. The movement of the nodes can be controlled in various ways. On common technique is to treat the mesh as if it is an elastic solid and solve a system equations (suject to some forcing) that deforms the original mesh. Care must be taken, however, that no problems due to excessive grid skewness arise. h-refinement is the modification of mesh resolution by changing the mesh connectivity. Depending upon the technique used, this may not result in a change in the overall number of grid cells or grid points. The simplest strategy for this type of refinement subdivides cells, while more complex procedures may insert or remove nodes (or cells) to change the overall mesh topology. In the subdivision case, every â€Å"parent cell† is divided into â€Å"child cells†. The choice of which cells are to be divided is addressed below. For every parent cell, a new point is added on each face. For 2-D quadrilaterals, a new point is added at the cell centroid also. On joining these points, we get 4 new â€Å"child cells†. Thus, every quad parent gives rise to four new offsprings. The advantage of such a procedure is that the overall mesh topology remains the same (with the child cells taking the place of the parent cell in the connectivity arrangement). The subdivision process is similar for a triangular parent cell, as shown below. It is easy to see that the subdivision process increases both the number of points and the number of cells A very popular tool in Finite Element Modelling (FEM) rather than in Finite Volume Modelling (FVM), it achieves increased resolution by increasing the order of accuracy of the polynomial in each element (or cell). In AMR, the selction of â€Å"parent cells† to be divided is made on the basis of regions where there is appreciable flow activity. It is well known that in compressible flows, the major features would include Shocks, Boundary Layers and Shear Layers, Vortex flows, Mach Stem , Expansion fans and the like. It can also be seen that each feature has some â€Å"physical signature† that can be numerically exploited. For eg. shocks always involve a density/pressure jump and can be detected by their gradients, whereas boundary layers are always associated with rotationality and hence can be dtected using curl of velocity. In compressible flows, the velocity divergence, which is a measure of compressiblity is also a good choice for shocks and expansions. These sensing paramters which can indicate regions of flow where there are activity are referred to as ERROR INDICATORS and are very popular in AMR for CFD. Just as refinement is possible by ERROR INDICATORS as mentioned above, certain other issues also assume relevance. Error Indicators do detect regions for refinement, they do not actually tell if the resolution is good enough at any given time. In fact the issue is very severe for shocks, the smaller the cell, the higher the gradient and the indicator would keep on picking the region, unless a threshold value is provided. Further, many users make use of conservative values while refining a domain and generally end up in refining more than the essential portion of the grid, though not the complete domain. These refined regions are unneccesary and are in strictest sense, contribute to unneccesary computational effort. It is at this juncture, that reliable and resonable measure of cell error become necessary to do the process of â€Å"coarsening†, which would reduce the above-said unnecessary refinement, with a view towards generatin an â€Å"optimal mesh†. The measures are given by sensors referred to as ERROR ESTIMATORS, literature on which is in abandunce in FEM, though these are very rare in FVM. Control of the refinement and/or coarsening via the error indicators is often undertaken by using either the solution gradient or soultion curvature. Hence the refinement variable coupled with the refinement method and its limits all need to be considered when applying mesh adaptation A hybrid model contains two or more subsurface layers of hexahedral elements. Tetrahedral elements fill the interior. The transition between subsurface hexahedral and interior tetrahedral elements is made using degenerate hexahedral (pyramid) elements. High quality stress results demand high quality elements, i.e., aspect ratios and internal angles as close to 1:1 and 90 °, respectively, as possible. High quality elements are particularly important at the surface. To accommodate features within a component, the quality of elements at the surface of a hexahedral model generally suffers, e.g., they are skewed. Mating components, when node-to-node contact is desired, can also adversely affect the models element quality. Even more difficult is producing a tetrahedral model that contains high quality subsurface elements. In a hybrid model, the hexahedral elements are only affected by the surface mesh, so creating high quality elements is easy. Minimal effort is required to convert CAD data into surface grids using the automated processes of pro-surf. These surface grids are read by pro-am. The surface grid is used to extrude the subsurface hexahedral elements. The thickness of each extruded element is controlled so that high quality elements are generated. The interior is filled automatically with tetrahedral elements. The pyramid elements that make the transition are also generated automatically. A hybrid model will generally contain many more elements than an all-hexahedral model thus increasing analysis run-time. However, the time saved in the model construction phase the more labor intensive phase more than makes up for the increased run-time. Overall project time is reduced considerably. Also, as computing power increases, this â€Å"disadvantage† will eventually disappear. Hexahedral Meshing ANSYS Meshing provides multiple methods to generate a pure hex or hex dominant mesh. Depending on the model complexity, desired mesh quality and type, and how much time a user is able to spend meshing, a user has a scalable solution to generate a quick automatic hex or hex dominant mesh, or a highly controlled hex mesh for optimal solution efficiency and accuracy. Mesh Methods: Automated Sweep meshing Sweepable bodies are automatically detected and meshed with hex mesh when possible Edge increment assignment and side matching/mapping is done automatically Sweep paths found automatically for all regions/bodies in a multibody part Defined inflation is swept through connected swept bodies User can add sizing controls, mapped controls , and select source faces to modify and take control over the automated sweeping Adding/Modifying geometry slices/decomposition to the model also greatly aids in the automation of getting a pure hex mesh. Thin Solid Sweep meshing This mesh method quickly generates a hex mesh for thin solid parts that have multiple faces as source and target. Can be used in conjunction with other mesh methods User can add sizing controls, mapped controls, and select source faces to modify and take control over the automated sweeping MultiZone Sweep meshing This advanced sweeping approach uses automated topology decomposition behind the scenes to attempt to automatically create a pure hex or mostly hex mesh on complicated geometries Decomposed topology is meshed with a mapped mesh or a swept mesh if possible. A user has the option to allow for free mesh in sub-topologies that cant be mapped or swept. Supports multiple source/target selection Defined inflation is swept through connected swept bodies User can add sizing controls, mapped controls and select source faces to modify and take control over the automated meshing Hex-dominant meshing This mesh method uses an unstructured meshing approach to generate a quad dominant surface mesh and then fill it with a hex dominant mesh This approach generally gives nice hex elements on the boundary of a chunky part with a hybrid hex, prism, pyramid, test mesh internally Tetrahedral Meshing The combination of robust and automated surface, inflation and tet meshing using default physics controls to ensure a high-quality mesh suitable for the defined simulation allows for push-button meshing. Local control for sizing, matching, mapping, virtual topology, pinch and other controls provide additional flexibility, if needed. Mesh Methods: Patch conforming mesh method: Bottom-up approach (creates surface mesh, then volume mesh) Multiple triangular surface meshing algorithms are employed behind the scenes to ensure a high quality surface mesh is generated, the first time From that inflation layers can be grown using several techniques The remaining volume is meshed with a Delaunay-Advancing Front approach which combines the speed of a Delaunay approach with the smooth-transitioned mesh of an advancing front approach Throughout this meshing process are advanced size functions that maintain control over the refinement, smoothness and quality of the mesh Patch independent mesh method: Top-down approach (creates volume mesh and extracts surface mesh from boundaries) Many common problems with meshing occur from bad geometry, if the bad geometry is used as the basis to create the surface mesh, the mesh will often be bad (bad quality, connectivity, etc.) The patch independent method uses the geometry only to associate the boundary faces of the mesh to the regions of interest thereby ignoring gaps, overlaps and other issues that give other meshing tools countless problems. Inflation is done as a post step into the volume mesh. Since the volume mesh already exists, collisions and other common problems for inflation are known ahead of time. Note: For volume meshing, a tetrahedral mesh generally provides a more automatic solution with the ability to add mesh controls to improve the accuracy in critical regions. On the contrary, a hexahedral mesh generally provides a more accurate solution, but is more difficult to generate. Shell and Beam Meshing For 2-D planar (axisymmetric), shell and beam models, ANSYS Meshing provides efficient tools for quickly generating a high quality mesh to accurately simplify the physics. Mesh Methods for shell models: Default surface meshing Multiple surface meshing engines are used behind the scenes to provide a robust, automated surface mesh consisting of all quad, quad dominant or all tri surface mesh. User can add sizing controls, and mapped controls to modify and take control over the automated meshing Uniform surface meshing Orthogonal, uniform meshing algorithm that attempts to force an all quad or quad dominant surface mesh that ignores small features to provide optimum control over the edge length Describe key features of ALL existing meshing options in Ansys Mesh module and discuss their applications The meshing tools in ANSYS Workbench were designed to follow some guiding principles: Parametric: Parameters drive system Persistent: Model updates passed through system Highly-automated: Baseline simulation w/limited input Flexible: Able to add additional control w/out complicating the workflow Physics aware: Key off physics to automate modelling and simulation throughout system Adaptive architecture: Open system that can be tied to a customers process CAD neutral, meshing neutral, solver neutral, etc. By integrating best in class meshing technology into a simulation driven workflow, ANSYS Meshing provides a next generation meshing solution.