Personal development Plan Essay

A Personal Development Plan is a useful tool to ensure your skills are up to date. It also gives you the opportunity to identify areas which you find difficult to carry out and which need improving. Please take a moment and reflect on how your training and ‘on job’ experience have developed since joining the company. What training and development activities (including work experience) have you done? What did you learn? Training, development activities Learning outcomes Training for: –Peristeen bowel management Training for-diabetic /insulin management Training for-Tracestronomy /nebulizer Training for-Oxigen saturation/Suction machine Update training To use a several kind of equipments: -cough assistant -splints -oxigen sat. Monitor -suction machine -nebulizer -tilt table search to web for the following subjects: Abuse-Safeguarding Adults Diseases-Brain injury,Celebral Palsy,infections(MRSA,HiV,TBC,Hepatitis) Codes of Practice for SocialCareWorkers DataProtection Person-centered Care Murder of Michael Gilbert Service users rights Pa testimonials -It has need a longer experience with this ,itself the training not enough without experience,That is the best If the client able to instructions me what need to do ,and how. -big responsibility to take a deal and to manage a diabetic client †¦.not just about the insulin ,but about everything,because this disease does bad effects on every way of the client life/health(how cook and often to check ,daily more times their sugar limit) It was the most complicated knowledge for me ,because so much depend on the clients personally needs .And there are to carry out just some minutes my duty if the client is in emergency situation. -It was so useful to repeat my previous knowledge to fresh up what I have  learned before,first of all the handling and moving part of the the training what I have enjoyed†¦etc ,how I can to move somebody if I can not rolling them. -very helpful to keep a health/strong breathing ability ,this is an exercise to the breathing muscles of client -this keeps in correct position the client arms and legs -keep in focus the oxigen limit of client and this does and alarm if this is low,so then the Pa has time to act with this. -keeps clear the client’s airway. – This will helps to breathe deeply and cleans the airways -a good and safe and also a comfortable equipment to stand up and take balance,stimulaing the musc les. What part of your job are you really good at? What gives you greatest pleasure? I have been in more countries and I have worked there as a carer †¦with very different type of clients in different languages ,different lifestyle†¦so in this way I accept everyone easy way I’m flexible and I learn quickly in new situations. I can help in their life my clients to keep them independent as possible,because the little things can takes a lot day to day.I could make it easier to manage their lifestyle and to provide them confident feelings,because they can controll their life. Feedback: (to complete by assessor) What parts of your job do you find difficult? What parts of your job do you want to improve? If somebody is disabled then they have a hard situation in their life ,because their life more complicated like to others. So this situation can lead stressful and impatient personality ,†¦It is not always easy to tolerate.This has been more times when the client was angry,nervious,impatient ..etc or just They had a bad day†¦and a part of the clients has a propensity to deduce it on the Pa†¦. -try to be more accepting and patience -develop the English language and acquire more knowledge in my work Feedback: (to complete by assessor) Why did you decide to complete your Diploma? What goals have you set yourself which can be achieved by the completion of the Diploma? I have 7-8 years experience as a carer but I had no any education about it ,so this is the high time after several years of experience to take some qualification. And also in this way I can improve in my job and I can provide a higher quality care for my client ,and probably I can take more knowledge in wider part of care job. Furthermore Some clients are also to prefer to take a Pa ,Who has a diploma. Please complete at the end of your Qualification Have you achieved the goals you have set yourself by completing your Diploma? Has it improved your practice and how? What is your next goal?

Exercise and Heart Essay

Introduction Aim: Finding out how exercise affects the heart rate and breathing rate. Hypothesis: Exercise exists in different forms and has many benefits; it improves the oxygen-carrying capacity of the blood, development of bones, strengthens muscles and the lungs capacity plus it can make you feel good. There are different exercises and intensities for different benefits. Lower intensity exercises are not designed to work the body as hard. As a result less oxygen is needed and less waste is in excess. However even low intensity exercises require more substances to be carried out than if your body was in its resting state. Therefore different concentrations of substances are required for different intensities of exercise. In effect this affects your heart and breathing rate. (Jones & Jones, 1984) (Ross, 1978) Null Hypothesis: Exercise has no effect on the heart rate or breathing rate. The overall rate of the heart and breathing increases during exercise. The heart beats faster, allowing blood to supply substances required by the cells to respire. Oxygen is needed to replace the oxygen used up in respiring cells, while at the same time the cells produce carbon dioxide that needs to be removed from the body. The heart rate increases to pump blood around the body quicker, ensuring oxygen is constantly dissociating from the blood to the cells. At the same time the breathing rate increases to increase the rate of gaseous exchange of oxygen and carbon dioxide, and remove excess waste from the body as soon as possible. (Jones & Jones, 1984) (Ross, 1978) â€Å"Exercise, although essential both for early, sudden muscle contraction ( a few minutes ) and for prolonged, sustained exercise, muscle food stores are not enough. The contracting muscle must also take up glucose from the blood.† (Ross, 1978, p. 705) â€Å"Aerobic exercises improve lung capacity. Exercising muscles need extra oxygen, which is supplied to them by breathing faster and more deeply. If you regularly do exercise which make your muscles demand extra oxygen, called aerobic exercise, this helps your respiratory system to become efficient at getting oxygen into your blood.† (Jones and Jones, 1984, p. 279). Risk assessment: Chemical/Procedure| Hazard| Precaution| * Stepping off and on exercise step| * Slipping off step| * Dry shoes * Appropriate support| * Exercising| * Pulling muscles * Feinting/Blackout * Spraining ankles| * Appropriate stretching before exercise * Supervised by professional * Don’t force ankles onto the surfaces * Try to be light on the feet| * Wide breadths of movement| * Inflicting contact on others| * Suitable space for procedure| Variables: Constant Variables * Exercise step * Number of steps taken * Resting period * People recording pulse and breathing rate * Temperature of room Independent Variables * Exercise Dependent Variables * Heart rate * Breathing rate Method: 1. Record the pulse (preferably from the wrist) for 30 seconds of the person participating before exercise. 2. Double the number of pulses – this gives an estimate of the heart beats per minute 3. Place hand on the lower back of the person participating before the exercise and count the number of times the person inhales and exhales in 30 seconds then double it – this is the breathing rate per minute. 4. These are the heart rate and breathing rate at rest. 5. Explain to the participant the concepts of both exercises: a. Slow 20: Slowly climb onto and off the step for doing 20 steps in total. b. Fast 20: Climb onto and off the step as fast as possible for 20 steps in total. 6. After the participant has done the â€Å"Slow 20† exercise, record the heart rate and breathing rate. 7. Stop the stopwatch and reset 8. Next record the heart rate and breathing rate after the participant has undergone â€Å"Fast 20† exercise – however keep the stopwatch running for an additional three minutes 9. At the end of the three minutes record the heart rate and breathing rates 10. Work out the averages of all the results 11. Plot results in a suitable table Results Table Heart Rate Rest| Slow 20| Fast 20| 3 minute rest| 76| 107| 130| 72| Breathing Rate Rest| Slow 20| Fast 20| 3 minute rest| 18| 23| 33| 20| Analysis As the intensity of exercise increased, so did the rates of the heart and breathing. After a small period of rest, the heart rate and breathing rate both decreased to a point close to their resting rate. This proved the stated hypothesis. First, the hearts average resting rate was recorded to be 76 bpm. The heart is therefore transporting oxygen and removing carbon dioxide at a reasonably steady rate via the blood. During the low intensity exercise (Slow 20) the heart rate increases to 107 bpm, which further increases to 130bpm at a higher intensity level (Fast 20). The heart therefore needs to beat faster to increase the speed at which oxygen is carried to the cells and the rate at which carbon dioxide is taken away by the blood. Oxygen is required by the cells to carry out respiration, this provides the energy in the form of adenosine-triphosphate (ATP) which is a molecule required for muscular contraction. As exercise takes place, oxygen is used to form ATP, which needs to be replaced. Carbon dioxide is also built up in the same cells due to muscle contraction, and this excess COâ‚‚ needs to be removed. The breathing rate increases to increase the gaseous exchange between oxygen and carbon dioxide. Oxygen is breathed in through the atmosphere and diffuses into the thin walls of the alveoli, which then diffuses into the blood along the capillaries. The blood then passes the respiring cells and the oxygen it contains diffuses into the cells. At the same time, the excess COâ‚‚ diffuses from the respiring cells into the blood, along through to the alveoli and is breathed out. This maintains equilibrium in the body of oxygen and carbon dioxide. â€Å"To create energy for physical efforts lasting more than 1 minute, muscles need oxygen. The harder your muscles work, the more energy they need and the more you must suck wind to supply them with oxygen. Also, the more oxygen your muscles use to create energy, the more waste (carbon dioxide) they produce. Exhaling expels this carbon dioxide from your system.† (Why Does Exercise Increase Heart Rate And Breathing Rate?, 2012) â€Å"Blood is the vehicle that delivers oxygen to and removes carbon dioxide waste from the working muscles. To deliver more oxygen and remove more waste products, the heart pumps more blood. According to the American College of Sports Medicine (ACSM), at lower intensities (up to 50% of your maximum cardiac output) your heart can meet the increased oxygen demand by increasing both heart rate and stroke volume (the amount of blood pumped with each beat). However, beyond 50% of cardiac output, increasing your heart rate in proportion with your effort is your body’s only way to deliver more oxygen to the muscles.† (Why Does Exercise Increase Heart Rate And Breathing Rate?, 2012) Graph Evaluation The experiment was good enough to gain results as the results were those predicted by the hypothesis. The experiment was carried out by five people at random in terms of height and weight, the individual weights were taken and the average result were used as the final result – results used to be plotted onto the graph. The combination of random sampling and number of repeats increases the experiments reliability as it tries to keep the results obtained as much due to chance as possible. Also, because the results were predicted by the hypothesis it suggests that this data can be used to find out what was being looked for – the effects of exercise on the heart and breathing rates. Validity is therefore increased, adding more support for the experiment to be a suitable method for finding effects of exercise on the heart and breathing rates. No anomalous results were found, the results followed the predicted trend, the reason for this result could be due to the nature of the body and how it counter reacts with the external influences on the tissues and organs. The secretion and inhibition of certain substances are essential for the body to sustain itself in a stable state during the effects of exercise. Improvements I would improve this experiment by using more accurate equipment to improve the accuracy of the overall experiment. I would run repeats to see if my results complimented each other to increase the reliability. The difference is I would run the experiment in the same way which may differ from other people’s subjective habits. More accurate equipment could have been used to improve the accuracy of the overall experiment. The heart rate is measured by finding the pulse of the body, a more precise method of determining pulse involves the use of an electrocardiograph, or ECG (also abbreviated EKG). Commercial heart rate monitors are also available, consisting of a chest strap with electrodes. The signal is transmitted to a wrist receiver for display. Heart rate monitors allow accurate measurements to be taken continuously. (Heart Rate, 2012) The breathing rate can be measured over a full period of 60 seconds to get more accurate results. Repeats using the improvements to accuracy of finding the heart and breathing rates would yield more reliable results. The exercise itself is very subjective to each person. Their interpretation of slow could be different to other people, which would affect the time it takes each individual person to take twenty steps. The exercise could then be controlled by suggesting a method to keep generalise the types of speed people would undergo during the exercise. For example, people could use counting as a reference point for when they should stand onto or off the exercise step. Bibliography * Jones, M. And Jones, G. 1984. Biology: The Press Syndicate * Ross, G. 1978. Human Physiology: Year Book Medical Publishers * Why Does Exercise Increase Heart Rate And Breathing Rate? (2012)Breathing Rate & Heart Rate [Online] Available at: http://www.livestrong.com/article/109267-exercise-increase-heart-rate-breathing-rate/ (Accessed: 15 November 2012) * Heart Rate (2012) Measurement [Online] Available at: http://en.wikipedia.org/wiki/Heart_rate (Accessed: 16 November 2012)

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.

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Red tails - Movie Review Example This is a story of a young black pilot who overcame racism and hatred, managed to unite his brothers in blood and created the first ever air battalion composed entirely of African Americans. The directors of the movie did not dwell a lot, or put a stress on racial discrimination of those times. People know that it was there, but the spotlight is not put on this problems, the viewer just sees the life of ordinary people, their struggles, their fights. And exactly this makes this movie very remarkable, and helps the viewer see the problem deeper and live through it, in a way. The genre of the movie is action, but this is not just that. This is the story of friendship, self-sacrifice, and honor, as well as the ups and downs that the heroes of the movie are going through, when they do not feel like heroes at all. The pilots were not there for glory or fame, they had a job to do, they had to obey orders, and they did it. They fought for their countrymen and for their fellows. This is not the story of the World War II, or the glory of the America, this is a story of people, and this makes it closer and more understandable to each one in the audience. These pilots put up their lives for the country that considered them second-class citizens, and this is remarkable. The cast of the movie is outstanding. The spotlight is put on several major characters performed by Terrence Howard (as Colonel Bullard), Nate Parker (as Mary â€Å"Easy† Julian), Tristan Wilds (as Ray Junior Gannon), and some others. The actors managed to reflect the characters they were playing naturally and accurately. The big plus of the movie is that the cast and the director of the movie have worked closely with the original airmen, so they know the story firsthand. The characters of the movie have their share of differences, since they are all just humans, at the same time the viewer can feel the real spirit of brotherhood and camaraderie between the characters. There are

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Chipotle analysis - Case Study Example The company has also been able to maintain profit margins of about 36% as indicated by the chart below(Fundable, n.d). CMG’s business level strategy includes cost leadership and product differentiation. In line with a dynamic corporate management under the leadership of Steve Ells, all Chipotle restaurants are company owned rather than franchised. Chipotle accepts fax orders coupled with the use of e-commerce from their website, as well as, an iPhone app allowing users to locate nearby restaurants, place orders, and prepay with their gift or credit card. These strategies offer dynamism, convenience, and efficiency to the customers, large sales, and profits turnover (Fundable, n.d.). First, Chipotle’s â€Å"food with integrity† mantra has been consistent throughout the years giving new and old customers something to identify with. Second, supporting local farmers, as well as, protecting animals serve as the key public relation resources. Well-established supply chains reduce logistics even during pick hours while focus on fresh and naturally raised ingredients is a parallel to most of its competitors (Fundable, n.d.). Yes. If CMG stays on the disciplined growth lane as it is, it can still maintain a debt-free balance sheet. Moreover, keeping away from mergers or franchising might allow it to keep a tight grip on the investments, equity, as well as, returns to investment in line with its business strategies. The greatest challenge is competition. For example, from Panera Bread Company. Another is globalization. With the surge in globalization, restaurants are sprouting up, it might lose customers, and thus, revenues might decrease (Fundable, n.d.). It has to be innovative; market oriented, and maintain a people-first culture. This way, it will regain control of the micro and macro-economic factors. It also has to invest more on advertising, as well as, an all-inclusive architecture. For instance, CMG allows the customers to see the food being prepared.

Creating meaning in TV documentaries Essay Example | Topics and Well Written Essays - 750 words

Creating meaning in TV documentaries - Essay Example Thus, documentaries stand for 'Truth'. The three documentaries this write up attempts to analyse, belong to varied sub-genres of themes of documentaries. The first one is titles, the Fallign Man, the second one is Nanking, a documentary on war and the last one is called The Silent World, which is based on nature. Thus, all three documentaries belong to varied set-ups. The treatment of each documentary is different, in spite of the common elements that exist in all three documentaries. The Falling Man is a documentary based on a picture clicked by a photographer, during the September 11 attack on the twin towers. It is basically a depiction of a man falling from the one of the top stories of the twin towers, who chose to escape death caused by the burning fo the story and decided to end his life by jumping down, rather. The very purpose of this documentary is debatable. On one hand, it caused an uproar about how the media portrayed this picture, since it did not attach importance to the sanctity of the dead. On the other hand, as the documentary maker says, it captured the 'life' of a man who is dead now. It captured the very essence of his life, wherein he chose to die a death that was better than what it would have been! On a diverse note, The Falling Man is a revelation into the aftermaths of terrorism, and how society can be devastated and lives destroyed, by a single act of terror. The documentary is an authored one, with a voice-over. Therefore, the sound effects coincide more or less with the intonation and stress in the voice-over artiste's narration. The performers are real-life victims of the terrorist attack, and therefore, the depictions are very heart-rending and hit the audience directly. The images used are controversial, as mentioned above, regarding what the media should permit and what it needs to withhold. The colour used is very natural, since it is a depiction of a real life occurrence. Latest technology has been used to capture the moments, but the editing is very minimal, owing to the fact that the real fall cannot be doctored. NANKING The Documentary film, Nanking is based on the atrocities that are committed during war. The underlying message is certainly regarding the futility of war and how the motive behind war certainly causes distraught in man's life. It is based on the Japanese massacre at Nanjing, the Chinese capital, which killed numerous people. The genocide is the core theme of the documentary. Here again, the picture depiction is realistic. The background sound effects are quite moving, since they depict war. The colour used is black-and-white, since it was set during World War II. The images do depict violence, which is the very negative essence of war. This certainly creates a

Proposing a Solution Essay Example | Topics and Well Written Essays - 750 words - 1

Proposing a Solution - Essay Example In this regard, as a resident of Los Angeles, California, the problem that has besieged commuters in this area is the consistent and persistent traffic jams that cause delays in arriving at scheduled destination in time. The essay hereby aims to achieve the following objectives: to define the problem; to find a solution; to defend one’s solution by testing it; and to offer reasons for adopting the proposal in detail. Definition of the Problem Traffic jams in Los Angeles have been manifested to be a perennial head-ache for daily commuters. Local residents, visitors and daily commuters have observed that traffic congestion has been a problem for several years now. One contends that traffic congestion is actually not the problem; it is an effect of something that has not been appropriately addressed. If one were to closely analyze the situation, the real cause of the problem is the greater increase in the number of vehicles commuting the area during peak hours and the lesser amou nt of accessible roads. The number and space of accessible roads apparently become limited during peak hours and could not possible accommodate the excessively large amounts of vehicles plying the area. Alternative Courses of Action Seeing this as a problem of demand and supply, the alternative courses of action are as follows: to address the demand aspect through implementing reforms and policies concerning road or freeway use (through increasing the tolls; parking fees; and penalties for violating traffic rules); and to encourage commuters to share riding in vehicles. Likewise, the local traffic agency could apply number coding schemes to lessen vehicles commuting during peak hours. In addition, to address the supply side, the possibilities of building more roads or alternate routes could be examined. Addressing the demand side means lessening the number of vehicles plying the freeway, especially during peak hours. As suggested, LA traffic enforcers could examine the possibilities of implementing increased prices for tolls, parking fees and penalties for traffic violations; encourage commuters to share riding in vehicles and even implementing a coding scheme where vehicles with plate numbers ending in certain numbers would not ply the freeway once a week. The advantage of this option is that lesser number of vehicles would mean lesser congestion. The disadvantage of this is that commuters could be enraged by limiting or restricting the use of their vehicles. The second alternative, addressing the supply side is to build more roads or alternate routes. The advantage of this option is that more roads would give vehicles greater spaces to travel. The disadvantages are: funds for construction and the space to accommodate more roads. Recommended Course of Action After evaluating the options, one would propose focusing on the demand side through instituting higher prices for tolls, parking fees and penalties for traffic violations to demotivate commuters in using vehicles and to be encouraged to share riding vehicles with others who go the same route. Likewise, applying the number coding scheme is another viable solution to limit the authorized vehicles plying the freeway. By increasing pricing policies, the city would generate more revenues and would enable the most efficient use of roads. As for the supply side, building more

IBM Flourishes in India Assignment Example | Topics and Well Written Essays - 2500 words

IBM Flourishes in India - Assignment Example These ideological differences once drove many foreign multinational companies including IBM out of the country. But at present because of globalization, India has realized the importance of foreign investments for their economic growth and welcoming as much as Foreign Direct Investments (FDI) possible. Moreover India is led by the renowned economist Dr. Man Mohan Singh who knows the importance of IBM like companies in India. â€Å"Growing modestly until the turn of the millennium, IBM India has been growing by leaps and bounds since then. Its workforce now totals 38,000, up from 23,000 two years ago and second only in number to IBMs U.S. workforce among countries in which IBM operates† (Gibson, 2006). This paper briefly analyses the IBM performances in Indian market currently. IBM Global Services works on outsourcing IT services in India on behalf of the many multinationals interested to accessing the local Indian engineering talent and the competitive labor costs available there. â€Å"Outsourcing refers to a company that contracts with another company to provide services that might otherwise be performed by in-house employees† (Thompson, 2009). Labor cost is increasing everyday and moreover shortage of skilled and experienced professionals forced multinational companies like IBM to look beyond their boundaries in America to explore the cheap labor markets of other countries like India which is blessed with immense manpower especially IT professionals. In India like countries IT professionals are searching for better placements whereas IBM like American companies searching for IT professionals. Globalization has opened up the Indian market and the present Indian government led by the Congress party has escaped from the controls of the left parties which actually strongly opposed the entry of foreign companies in India. Thus the setting is well and good for IBM like IT companies to explore the Indian markets. IBM recorded total revenue of US$ 606 million

Drama Play- A Doll's House by Henrik Ibsen Essay

Drama Play- A Doll's House by Henrik Ibsen - Essay Example According to Nora, even though men refuse to sacrifice their integrity, â€Å"hundreds of thousands of women have.† (Ibsen, 1879) Nora had to leave the penniless Krogstad and marry Torvald in order to support her mother and two brothers. Torvald is condescending towards Nora and the dominant partner in their marriage. Nora hides a loan from him because she is aware that Torvald could never accept the fact that his wife had helped save his life. She also has to work secretly to pay off the loan. Nora’s deception and the attitudes of Torvald and society make Nora fall a victim to Krogstad’s blackmail. Nora finally decides to walk out of the marriage leaving her children. Nora fears that she may be corrupting the children and feels that leaving the children with the nanny is in their best interest. The main theme of the play is that when a society fails to function in a right way and when men dominate and oppress women, women are reduced to mere objects. The title of the play itself suggests this. Nora is nothing but a doll in her house. Another theme is that there can be no pretences in a marriage. Ibsen in order to make the play realistic wrote the dialogue in a simple, middle-class, everyday language instead of the elegant, haughty language of romantic plays. The dialogue is simple yet powerful and succeeds in revealing the human psyche. And the most important element of the play is that practically every object in the play be it the Christmas tree or Noras clothing are symbols that emphasize Ibsens theme. One symbol that keeps recurring throughout the play is the Christmas tree. The Christmas tree, which is used for decorative purpose during Christmas, symbolizes here the position of Nora in her house. The Christmas tree is present in the background of every scene and Ibsen succeeds in creating an undeniable association between the tree and Nora. Nora like the tree is only decorative, as was the case with

Case Analysis Executive Brief Study Example | Topics and Well Written Essays - 750 words

Analysis Executive Brief - Case Study Example To solve this problem, it is important for Google to diversify their streams of revenue, as well as continue to be innovative and expand its current customer base. To begin with, they can expand on their Google Apps Marketplace that allows cloud computing from 3rd parties, who will then be allowed to integrate with core Google products. This will enable them to collect revenues without using any additional resources from the company. Google should also seek to monetize its Android platform, especially as its core search-advertising business seems to be slowing down for both Google websites and Google network websites. Thus, on top of Android dominating the mobile-device market, they should seek to monetize their mobile operating systems more aggressively (Hitt et al 166). Finally, by gaining direct access to a wireless spectrum, Android could remove additional fees for content delivery, while also providing Google with a ready platform for communications to expand advertising and pro duct reach. With regards to charging their manufacturers a licensing fee, Google could monetize their Android platform and increase their profits, rather than offer it for free and expect to make money almost entirely from advertising. This will also improve innovativeness, as the manufacturers will still be allowed to add more features onto their smart-phones and their Apps (Hitt et al 166), increasing business opportunities for Google. However, it is also possible that these phone producers using Android, including Samsung and HTC, could branch off on their own and start using their own Android systems. This would result in the creation of incompatible OS and loss of business for Google. In relation to opening up their OS to 3rd party developers, Google could operate more efficiently and effectively, particularly as these developers could create more innovative apps that replace core functions in Android. In addition, it would also bring

John Kerry on Syria Assignment Example | Topics and Well Written Essays - 250 words

John Kerry on Syria - Assignment Example So what do we know that can’t talk about publically? We know that the Assad regime has the largest chemical program in the entire Middle East. We know that the regime has used those weapons multiple times this year† Before the statement marked in bold, Kerry says that some of the information the government possess cannot be exposed to the general public, yet he goes ahead and presents the same information to the general public. This makes the first statement generally invalid. â€Å"..instead for four days, they shelled the neighborhood in order to destroy the evidence, bombarding block after block at a rate four times higher than they had over the previous ten days†Ã¢â‚¬ ¦in all of these things that I have listed, in all of these things that we know, all of them, the American Intelligence Community has high confidence, this is common sense, this is evidence, these are facts†¦.† John Kerry confirms that the US government intelligence did not manage to gather evidence regarding Assad’s attack on neighboring opposing communities owing to the fact that Assad’s military destroyed all the evidence. However, he goes ahead and argues that the information the US government possess are common sense, therefore

Environmental Impacts from over Population Essay Example for Free

Environmental Impacts from over Population Essay Introduction The population of human beings on this planet has been gaining exponentially, since the dawn of Man. A basic feature of an exponential increase is that the numbers increase faster and faster as the population doubles and redoubles, with each doubling occurring in the same amount of time (Wright, 2008), As the population continues to multiply, so do the impacts upon our environment and surrounding ecosystems. As human populations increase, the demands for food, supplies, and housing also increase. With these increased demands, there is now a greater strain upon our resources more than ever before. The question then becomes, what are the impacts upon our environment by our population situation, and is there anything that can be done to deal with the problems from this dilemma? Population Impacts As civilization has continued to grow and develop, so has the impact upon our environment by our exploding population. As mankind began to â€Å"modernize†, the Earth began to feel impacts by the choices made from its inhabitants. Beginning with the agricultural revolution, humankind became able to manipulate his environment (Sharp, 2000). During the agricultural revolution, man was able to plant and grow food. As societies were still nomadic in their nature, mankind would use the resources of the Earth to their fullest extent, and then move on to the next area. This started with slash and burn techniques, and for the first time, CO2 levels were modified (Sharp, 2000) As the population of the planet continued to surge, the next great impact upon the environment would be the industrial revolution of the 1800’s. With the boom of the industrial revolution across the world, the demand for natural resources and the impacts upon the environment would soar. More people and natural resources were needed to sustain the new industrial system and the needs of growing societies (Sharp, 2000). The impacts of the industrial revolution were great and vast. For the first time in our world’s history, we could see the potential impacts of using our natural resources and dealing with an ever-growing worldwide population. The effects of population growth upon the environment are becoming revealed at an alarming rate. Between 1960 and 1999, Earths population doubled from three billion to six billion people (Rand, 2000). The world has changed dramatically over the last several years. The landscapes and ecosystems that were present hundreds of years of ago are no longer in existence. We are consuming our natural resources at an alarming rate. In fact, many environmental experts believe that human beings have reached their carrying capacity of sustainable life. How do we meet the challenges of population growth and managing our natural resources without exploiting the environment? First, we must begin to invest in technology that does not degrade the environment (Sharp, 2000). This is very critical to the retention of a sustainable environment for our future. In the past, countries developed around their economic strength. This factor often meant that most nations did not consider long-term environmental impacts by their decisions. These â€Å"slash and burn† techniques by many nations have resulted in devastating consequences to our ecosystems. There are entire species that have become extinct, all in the name of economic progress. This short-term economic gain for many of these nations has resulted in effects that will be felt from generations to come. The eye of man can see the effects of population growth. It also can now project the effects of population demand in the future. One of the growing problems facing mankind today is global climate change. From glaciers melting, to rising oceanic temperatures, and even climactic weather events, the effects of population upon the earth, have impacted our future for many years. Research suggests that temperatures have been influenced by growing concentrations of greenhouse gases, which absorb solar radiation and warm the atmosphere (Rand, 2000). There is still a great deal that we can do to preserve the environment and place a halt to the devastating environment impacts of our population growth. Our sustainability not only depends on us meeting this challenge, but also presents an opportunity to provide for the future of our civilization. An encouraging note is the simple fact that many companies are now becoming â€Å"green† companies, meaning that they are attempting to be environmentally conscious and pursue policies that offer to protect and not neglect our environment. The answers to this problem are two fold. First, we must address the growing populations in the developing world. The populations in these areas are growing at an alarming rate. Many of these areas are already facing critical famines and food shortages of historic proportions. Unfortunately, efforts to implement policies that stress birth control have not been effective. We must address the growing populations in these areas, if we are to tackle the problems that population growth has created upon the Earth. The next problem we must address, if we are to maintain adequate sustainability upon the Earth, is our own consumption issues. As a nation, we are consuming natural resources at an alarming rate. We consume more energy per capita than any nation on this planet. Moreover, we must develop better land-use policies in the developed world. The â€Å"slash and burn† tactics of the past must be stopped and we must acknowledge the fact that we cannot destroy entire ecosystems that have taken hundreds of years to develop, and believe we can replace them by simply planting hundreds of trees that will take years to grow. The impacts of our decisions are great. The choice is clearly impacted by economic factors. As a nation, our demand for consumer goods is at a high level. While our population is growing at a slow rate, our consumption levels have never been higher. Many Americans do not focus on the environmental impacts of their decisions today. We must implement sound environmental policies that embrace this factor. The choices are clear for society. As the population of the world continues to soar, so will the stresses upon our environment. There will be a greater need for usable water, natural resources, and even greater energy demands. While these demands pose a potential calamity for the environment, they also create opportunity for new industries. As mankind begins to recognize the negative effects upon the environment by poor decisions and usage in the past, we as a society can create and environment that fosters the development of â€Å"green† industries and elect government officials that encourage policies that promote the well being of our environment. Conclusion The effects on our environment from our population are visible everyday. One need only look to the smog filled sky, or read the newspapers decrying the shortages of drinking water, and the battles that are ensuing to lay claim to that drinking water to realize the impact of the decisions that face us as a society today. We can change the way we live and stop the poor use of the environment, and we can control the growth of the population in third world countries, or continue the status quo. If we choose poorly, we will face an environmental impact that will test the sustainability, not only of our civilization, but also of our planet.