European Commission Of The European Union - 1714 Words

European Commission This is the part of the EU which is designed to uphold the interests of the EU as a whole, not an EU member state individually. Each member must not be biased to their national state. It as many responsibilities that include; - To draft laws and proposals for the parliament and council to consider - To implement European laws - Works alongside the court of justice to make sure that the EU laws are followed - Represents the EU international area Court of Justice This court has the task of ensuring that all 27 members of the EU has its law applied equally throughout. Most of the cases referred to the tem by the national courts of the member states. EU Decision Making When making a decision, the EU members have to go†¦show more content†¦Representatives from the commission must also attend the meetings to join in with the discussion because they were the ones who wanted to introduce the law. Once an agreement has been reached, the agreed text is then sent to the council as well as the parliament for a final reading so that the law can finally be adopted. Consultation – Under the decision making procedure the commission gives its proposal to the parliament and council, just like the co-decision procedure, but in this case it is the council that must take responsibility for consulting with parliament as well as other EU bodies. In all cases, parliament can: - Approve the proposal made by the commission - Reject the proposal - They can also ask for amendments to be made Assent – This is the method of making decisions in which the council must obtain the European parliaments agreement before decisions are made. This procedure is exactly the same as the consultation procedure, apart from the fact that the parliament cannot amend the proposal: It must either be accepted or rejected. EU’s decisions affecting UK Public Services These are some of the EU’s decisions which affect the UK’s public services: Single currency – In 1999 the European Union introduced a single currency. This is called the euro. The euro became the legal currency of 11 EU states; however, the UK and Denmark opted out. Of the 27 EU members, 16 of them have the euro as

Two Stage Fm Transmitter Free Essays

This Kit is a powerful two stage, 9V FM transmitter (Tx) with a range of up to 1 kilometer in the open. It uses an RF transistor in its output stage. Distance of transmission is critically dependent on the operating Conditions (in a building or out on the open), type of aerial used (single wire or dipole), operating voltage (12V is better than 6V) and if the circuit is peaked for maximum performance. We will write a custom essay sample on Two Stage Fm Transmitter or any similar topic only for you Order Now The kit is constructed on a single-sided printed circuit board (PCB). It has a silk screen overlay on top to aid construction.On the bottom there is a solder mask to help in soldering. Protel Autotrax and Schematic were used to design the board. ASSEMBLY INSTRUCTIONS Components may be added to the PCB in any order. It is usually easier to add the lowest height components first then proceed to the taller components. The electret microphone should be inserted with the pin connected to the metal case connected to the negative rail (that is, to the ground or zero voltage side of the circuit. ) This is marked with a ‘-‘ sign at the MIC on the circuit board printed overlay.To save space all the resistors must be inserted standing up on one end. Be careful to get the transistors around the correct way. Note three points: – the two 100n capacitors on the PCB have 0. 2†³ and 0. 1†³ spacing. We have put in components with the correct spacing for ease of construction. – we have supplied prewound, pre-soldered enamel 6 turn 8 turn wire coils. The legs should solder directly to the pads of the PCB. However, pay special attention to the solder joint in case all the enamel has not been removed. You may have to solder off or scrape off more enamel from the ends of the two enamelled coils. a connection (or tap) is required from the middle of the L1 tinned copper wire coil to the pad marked TAP next to the coil. Solder a piece of wire to the top of the middle turn as shown on the overlay. Then solder the other end to the pad immediately next to the L1 coil. Spread out the coils of L1 about 1 mm apart. Make sure none of the loops of the coil are touching the loop next to it. CIRCUIT DESCRIPTION The circuit is basically a radio frequency (RF) oscillator that operates around 100 MHz. Audio picked up and amplified by the electret microphone is fed into the audio amplifier stage built around the first transistor.Output from the collector is fed into the base of the second transistor where it modulates the resonant frequency of the tank circuit (L1 coil and the red trimcap) by varying the junction capacitance of the transistor. Junction capacitance is a function of the potential difference applied to the base of the transistor T2. The tank circuit is connected in a Hartley oscillator circuit. The final stage built around T3 amplifies the output RF signal. Let us look at the individual blocks of the circuit more closely: The electret microphone: an electret is a permanently charged dielectric.It is made by heating a ceramic material, placing it in a magnetic field and then allowing it to cool while still in the magnetic field. It is the electrostatic equivalent of a permanent magnet. In the electret microphone a slice of this material is used as part of the dielectric of a capacitor in which the diaphram of the microphone forms one plate. Sound pressure moves one of its plates. The movement of the plate changes the capacitance. The electret capacitor is connected to an FET amplifier. These microphones are small, have excellent sensitivity, a wide frequency response and a very low cost.First amplification stage: this is a standard self-biasing common emitter amplifier. The 22n capacitor isolates the microphone from the base voltage of the transistor and only allows alternating current signals to pass. Oscillator stage: every transmitter needs an oscillator to generate the RF carrier waves. The tank circuit, the transistor and the feedback capacitor are the oscillator circuit here. An input signal is not needed to sustain the oscillation. The feedback signal makes the base-emitter current of the transistor vary at the resonant frequency.This causes the emitter-collector current to vary at the same frequency. This signal fed to the aerial and radiated as radio waves. The name ‘tank’ circuit comes from the ability of the LC circuit to store energy for oscillations. In a pure LC circuit (one with no resistance) energy cannot be lost. (In an AC network only the resistive elements will dissipate electrical energy. The purely reactive elements, the C and the L, just store energy to be returned to the system later. ) Note that the tank circuit does not oscillate just by having a DC potential put across it. Positive feedback must be provided. Trim Cap.The slots inside the trim cap are shaped like the head of an arrow. The maximum capacitance value is when the arrow is in pointed to the 12 o’clock position. A 180o turn brings the trimcap value to its minimum rated value. With experimentation you will be able to build up a table of total capacitance value (remember to add in the 10pF) to FM frequency. You can also change the frequency by altering the space between the coils of L1. Spread out the L1 coil wide apart. The 10pF ceramic capacitor in parallel with the red trim cap will enable you to tune the Tx in the 98 MHz to 105 MHz range of the commercial FM band.If you use a higher value (for example, 27pF) you will move the frequency down towards the other end of the FM band. This end generally has more commercial stations in it. Final Amplification Stage: this RF stage adds amplification to the RF signal. It needs an RF transistor to Kit 32. TWO STAGE FM TRANSMITTER do this efficiently. We use a Zetex ZTX320. L2 (an RFC radio frequency choke) and the 10p capacitor in parallel with it are designed to reduce harmonics from the circuit. Output power from this stage will be maximum when it is tuned to oscillate at the same frequency as the previous stage.This can be done with the peaking circuit provided and described separately below. A small (10pF) coupling capacitor on the aerial is optional to minimise the effect of the aerial capacitance on the final stage LC circuit. (We have not used one in this circuit. ) Dipole Antenna. Greater range from the transmitter can be obtained by replacing the half-wave antenna (the length of wire about 160cm long) with a dipole antenna. This is basically two wires attached to two points in the circuit which are oscillating 180o out of phase with each other.Two such points are the antenna point and the positive rail (the +9V track. ) You can experiment by cutting the antanna wire in half, leaving half soldered into the antenna point and soldering the otherhalf to the +9V pad. Point the two wires in opposite directions. Operating Voltage. Output power is also increased by using a higher operating voltage. 9V is better than 6V. The maximum operating voltage for this Kit is determined by the ZTX320. This is 15V but if you try this then the values of some resistances will have to change. You can experiment with this.WHAT TO DO IF IT DOES NOT WORK Poor soldering is the most likely reason that the circuit does not work. Check all solder joints carefully under a good light. Next check that all components are in their correct position on the PCB. Did you add the connection from the middle of coil L1 to the pad marked TAP? Check that the leads of the two coils L2 and L3 are not dry joints. Use a multimeter to check this. Check that you have not accidently formed a solder connection between two pads which are next to each other. Did you turn the switch ‘on’.Check that you did not interchange the 4K7 with the 47K resistors. Is the ZTX320 around the correct way and in the T3 position. Have you really spread out the coils of L1? Some people have told us that each end of L1 should be bent over and just about touching the PCB. They also said that L3 should be spread apart a little. See us at http://kitsrus. com COMPONENTS Resistors, 5%, 1/4W: 100R brown black brown 470R yellow violet brown 4K7 yellow violet red 22K red red orange 39K orange white orange 47K yellow violet orange 1M brown black green 1 1 1 1 1 2 1 Capacitors: Trim cap 5-20pF, red 1 5. pF ceramic 1 10p ceramic 2 47pF ceramic 3 1nF ceramic 1 20nF or 22nF ceramic 2 100nF monoblock 2 RF transistor ZTX320 1 Small signal transistor BC547 2 6 turn tinned copper coil 1 6 turn enamelled coil 1 8 turn enamelled coil 1 9V battery snap 1 Electret microphone 1 PCB-mounted SPDT switch 1 Antenna wire 1. 6m k32 PCB 1 Peaking circuit 1 packet of components Kit 32. TWO STAGE FM TRANSMITTER Peaking Circuit. Kit 32. The tank circuit – coil L3 and the 47pF capacitor – needs to be tuned in order to get maximum power output. It has to be tuned to match the frequency of the oscillator stage 10pF cap, variable capacitor and tapped L1 coil.The output â€Å"peaks† as the tank circuit is tuned to match the oscillator frequency. This peak can be measured on a multimeter. A peaking circuit (shown below) is simply an RF detector that uses diodes to charge a capacitor. The voltage across the capacitor is measured using a voltmeter set to a low voltage range (2 or 20V). The circuit can be assembled without the need of a PCB. Simply solder the components directly to each other. The output (across C2) should be connected directly to the voltmeter input using banana plugs or a pair of paper clips bent to shape.The input to the peaking circuit is soldered to the antenna wire hole on the PCB, using a 5cm (2†) length of wire. Switch the voltmeter to the 2V or 20V DC range. To tune the tank circuit, simply move the turns of the tank coil L3 further apart or closer together until the reading on the voltmeter is a maximum. Note that the reading will be lower while you are touching the coil. You will almost certainly find that the coil turns have to be spread very far apart with the last turn at each end of the coil almost touching the PCB. Once the output is a maximum, remove the peaking circuit and connect the antenna.If you change the oscillator frequency by moving the trimcap then you will need to repeat the peaking procedure in order to get maximum power output. Want More Range? You can get more range as a trade off against stability by: †¢ reduce R5 to 100R †¢ reduce R7 to 47R †¢ increase C7 to 470pFor a review of Kit 32 and many other FM transmitter kits on todays market see: http://members. tripod. com/~transmitters/begin. htm To read the comprehensive theory behind the operation of two stage Fm Tx see: http://www. csn. ul. ie/~francis/fyp_report/ How to cite Two Stage Fm Transmitter, Papers

Training and Development of HM

Introduction For businesses to survive in the 21st century they should be committed in implementing the most effective operational and managerial practices (Baines 2009). Human resource development is one of the aspects that firms should consider in their pursuit to nurture competitiveness with regard to human capital. Currently, human capital is considered as a fundamental organisational asset.Advertising We will write a custom proposal sample on Training and Development of HM specifically for you for only $16.05 $11/page Learn More In addition to the quality of the product, customers are increasingly becoming concerned with the quality of customer service, which is paramount in promoting unique customer experience. Therefore, it is essential for the firm to close the gaps in skills amongst employees in order to promote the firms’ success in service delivery (Thomas, Zolin Hartman 2009). Employees’ training and development underscore one of the fundamental organisational development elements that organisations should pursue in an effort to achieve sustainability in their operations (Hutton 2013). Subsequently, it is imperative for HM’s Board of Directors to understand the view that the capacity of the firm to achieve its desired competitive advantage will be subject to the quality of its workforce with regard to competency. Therefore, failure to invest in effective employee training and development affects the productivity of its workforce adversely. The aspect of employees’ training and development promotes the level of job satisfaction amongst managers in different levels of management. Moreover, it provides them with an opportunity to progress through their career path (Kirby Riley 2006). Therefore, it is essential for HM to ensure that its human resource management practices and strategies align with the firm’s vision and goals. Employees’ training and development is one of the most effective strategies that the director of training and development at HM should incorporate. This move will improve the likelihood of the firm achieving competitive advantage in an industry that is increasingly becoming competitive. However, the firm’s success in employee training and development will only be successful if the firm allocates a substantial amount for employee training and development in its annual budget.Advertising Looking for proposal on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Background to the organisation HM Hennes Mauritz AB [HM] is a multinational retail-clothing firm that was established in 1947 in Vasteras, Sweden. HM vision entails ensuring that all its operations are managed in an environmentally, economically, and socially sustainable manner. Subsequently, the firm has managed to developed sufficient economic, environmental, and social sustainability, which is in line with its vi sion to achieve sustainable future through fashion. The firm is ranked second amongst the global cloth retailers such as the US-based firms Inditex and GAP, which are its core competitors. Currently, the firm has penetrated in over 53 countries and it has established over 3,100 retail stores. By the end of its 2013/2014 financial year, HM intends to have established an additional 375 stores (HM 2014a). In its pursuit for economic sustainability, HM has implemented effective marketing strategies such as online marketing in Denmark, Germany, Netherlands, the UK, and Austria. HM market expansion strategy underscores its commitment in growing the firm’s retail stores with a 10% to 15% margin annually. The firm’s success has also arisen from its effective human resource base. Moreover, HM has developed an adequate workforce, which is comprised of over 116,000 employees. The firm is also focused at creating additional new jobs. This aspetc illustrates the firm’s commi tment to achieving its predetermined growth and profitability objectives. The firm’s success has arisen from its commitment to the ‘HM Way’, which highlights the firm’s organisational culture. Some of the areas that the firm is focused at entail nurturing a strong workforce through teamwork, continuous improvement, believing in people, entrepreneurial spirit, cost consciousness, and keeping it simple. The firm believes that teamwork is an essential component of its organisational culture. Subsequently, HM has formulated clear values that guide employees in their duties. The firm considers employees as a fundamental organisational asset. In an effort to support employees, the firm provides employees with an opportunity for growth through training and development programs.Advertising We will write a custom proposal sample on Training and Development of HM specifically for you for only $16.05 $11/page Learn More Moreover, HM has integrated a culture of inclusiveness by eliminating discrimination based on their operation (HM 2014b). In a bid to promote employee satisfaction and high rate employee retention, HM has incorporated an incentive program (Siegle 2014). In addition to the internal environment, HM is committed to effective interaction with the external world. Subsequently, the firm is cognisant of the importance of its external stakeholders such as suppliers, customers, and other business partners. The firm’s ability to maintain external relations arise from is commitment to openness, sensitivity, objectivity, and accessibility. Training needs analysis The retail industry has undergone remarkable changes since the beginning of the 21st century. Some of the most notable changes relate to intensity of competition, changes in information communication technology, changing consumer needs, and labour force demands (Hellriegel Slocum 2011). HM is committed to undertaking continuous expansion of its workforce. For example, in its 2009 annual report, HM announced its intention to increase its human resource base with an additional 7000 employees. The firm intended to achieve this goal by expanding into 33 new countries. In an effort to achieve social sustainability in the international market, HM has incorporated recruiting from the local market as one of its human resource management policies. Subsequently, the firm has adopted external recruitment as one of its human resource management practices. This move has sufficiently positioned HM as a culturally diverse organisation. HM is committed to developing competitive advantage with regard to human capital. This vision arises from the recognition of the role of human capital in promoting its competitiveness in the global fashion clothing industry. Investing in employees’ training and development will enable HM to achieve operational efficiency and this assertion arises from the view that the firm will become innovative i n its operations. However, the firm’s long-term success will depend on the extent to which the firm is committed in ensuring that its employees’ knowledge and skills align with the prevailing market demands (Timmons 2013). Moreover, HM has an obligation to promote a high level of synergy within various organisational components as advocated by the McKinsey 7S model, which include the hard and the soft elements.Advertising Looking for proposal on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The McKinsey 7S model underscores the importance of ensuring a high level of interdependence amongst the various internal organisational elements, which include strategy, systems, shared values, skills, staff, style, and structure as illustrated by the figure below. The hard elements include the organisation’s systems, strategy, and structure while the soft elements include the shared values, style, skills, and staff. Source: (Hanafizadeh Ravasan 2011) Investing in employees’ training and development will improve the probability of the firm achieving the desired competitiveness. This assertion arises from the view that the employees’ training and development strategy adopted will affect the employees’ skill level, shared values, operational style, and systems either directly or indirectly. Using the McKinsey 7S model will enable HM to understand the skills’ gaps within its workforce. Moreover, the firm will be in a position to understand the most important skills and knowledge amongst its workforce. Subsequently, the firm will be in a position to formulate the most effective employees’ training and development strategy. Subsequently, the firm’s board of directors and the management team have an obligation to ensure that the firm invests in human capital development in order to achieve its vision. Findings of previous empirical studies show that the level of employee motivation is a fundamental factor that organisations should take into account in formulating an employees’ training program. Saad, Mat, and Awadh (2013) assert that motivating employees stimulates them to accomplish a predetermined goal. Some of the aspects that motivate employees include a high career insight and motivation to learn. Saad, Mat, and Awadh (2013, p.4) argue that motivation ‘refers to the efforts required to complete a raining task, which are determined by the relationship with the rate of participation in training acti vities’. This aspect highlights the importance of ensuring that the employees’ training and development strategy adopted contributes to a high level of employee motivation. One of the theories that best illustrate the contribution of employees’ training and development towards employee motivation is the Vroom’s expectancy theory. Lunenburg (2011) contends that expectancy theory is based on the view that there is a strong relationship between the employees’ performance and the expected rewards of their performance. Employees’ believe that they are likely to be motivated if they perceive that they their contribution to the organisation is rewarded adequately and fairly. Lunenburg (2011, p.1) further argues that people ‘join organisations with expectations about their personal needs, motivations, and experiences’. The theory contends that the employees’ behaviour is a conscious choice (Greenberg 2011). Subsequently, employee s are likely to behave in a manner that aligns with their expectancy calculations. Furthermore, the theory asserts that employees have diverse personal needs at the workplace; for example, career advancement and challenging tasks (Werner, Tosi Gomez-Meija 2005). The expectancy theory provides organisational managers with the guidelines for improving their level of motivation by adjusting the employees’ effort-to-performance expectancy. Lunenburg (2011) argues that organisational leaders have an obligation to ensure that employees can execute the assigned duties successfully. Therefore, it is essential for organisational leaders to improve the employees’ level of motivation through training and progressively assigning them challenging tasks. Nurturing effort-to-expectancy rate demands organisational leaders to seek the employees’ opinion on how best to adjust the organisation’s performance. Furthermore, it is imperative for organisational leaders to consi der the possibility of coaching employees who do not have self-confidence. The figure below illustrates the basic expectancy model. (Lunenburg 2011) According to Vroom’s expectancy theory, it is imperative for organisational leaders to steer their organisations towards the desired organisational objectives by implementing the necessary and desirable strategies. Programme of work Proposed training and development offer In order to position itself in the global retail industry effectively, it is imperative for HM to focus on improving the skills and knowledge of its workforce. However, the extent to which the organisation succeeds in promoting business performance is subject to the success of the firm in identifying the core areas of employees’ training and development. The contemporary business environment is characterised by a high rate of change emanating from the macro-environmental and micro-environmental business environments. Therefore, the importance of developi ng a skilled and experienced workforce cannot be underestimated. In order to survive in such an environment, it is imperative for HM to formulate comprehensive employees’ training and development program. Some of the aspects that the firm should consider include improving the employees’ technical skills, management skills, and leadership skills. Management development, leadership and technical skills It is imperative for HM’s director of training and development to focus on developing optimal leadership and managerial skills. Management development refers to the process of ensuring that the employees’ development aligns with the organisation’s goals. By focusing on management development, HM will ensure that its employees have developed diverse skills to enable them to execute diverse tasks. Subsequently, the workers will execute the delegated tasks successfully. Additionally, the likelihood of the employees achieving the desired career goals is en hanced. Investing in management development will enable the employees to develop adequate problem solving skills, hence improving their capacity to deal with challenging situations at the workplace (Newton Doonga 2007). E – Learning In order to improve the level of employee motivation and satisfaction, HM should focus on improving the employees’ technical skills, which will play a remarkable role in promoting their career development. Majchrzak, Beath, Lim, and Chin (2005) assert that career development is achieved through continuous acquisition and refinement of the employees’ technical skills such as job mastery and professional skills. In order to improve the employees’ technical skills effectively, HM can adopt the simulation strategy, whereby training is undertaken away from the work environment. Additionally, HM should consider adopting e-learning concepts. Chen and Kao (2012) assert that employees’ training and development can be costly. Th erefore, it is imperative for organisational leaders to adopt the concept of e-learning. One of the ways through which the firm can achieve this goal is by implementing effective information communication systems such as video conferencing. Using e-learning will provide employees with a high degree of flexibility in their learning process. This assertion arises from the view that employees will have the discretion to determine when to study (McGurk 2013). Coaching and mentoring Developing effective leadership skills amongst employees will promote HM with competitiveness regarding human capital. Through acquisition of effective leadership skills, HM will be in a position to implement project-based approach in its operation, as firm will enhance its teamwork culture by promoting a high level of collaboration amongst employees. Moreover, the firm will be in a position to deal with various workplace issues such as conflict amongst the team members. In order to support management develop ment and leadership development, HM should consider implementing effective employee training and development strategy. One of the strategies that the firm should incorporate is coaching and mentoring. Mavin and Lee (2010) assert that coaching and mentoring aim at stimulating learning ability of subordinates by consciously matching the firm’s management style with the learners’ readiness to accept what is being taught. In order to succeed in coaching, it is imperative for HM to develop effective interaction between employees and individuals in the different levels of management. Coaching and mentoring will improve the effectiveness and efficiency with which HM’s employees take charge of their personal development. Subsequently, they will be in a position to achieve their desired results. One of the coaching models that HM can incorporate in its management development effort is the GROW model. The model assesses the employees’ goals, the reality of the prev ailing situation in the workplace, the employees’ options, and will to accept the available options as illustrated by the figure below. Source: (Pride, Hughes Kapoor 2009) With regard to mentoring, HM should develop a mentorship program whereby employees in the different managerial levels share their experience with their subordinates. For example, the firm’s managers should share some of their technical expertise with the lower level employees (Ryan, Windsor, Ibragimova Prybutok 2010). However, the ‘mentoree’ does not have to undertake similar responsibilities like those in the managerial level. In order to benefit both the organisation and employees, HM should adopt both developmental and sponsorship mentoring models. Adopting sponsorship model will enable employees to achieve their desired career success while the development model will contribute to a high level of personal development. Implementing developmental model requires the mentor to be expe rienced on issues that are relevant to the employees needs. Therefore, using the two models will enhance the probability of employees acquiring the desired skills. Evaluation HM should evaluate the contribution of the coaching, mentoring, and e-learning to the employees’ training and development strategies in improving skills and knowledge. The firm should conduct a comprehensive employee appraisal in order to determine the employees’ level of skills. One of the models that the firm should implement is the Kirkpatrick’s Hierarchical model. The model assesses the effectiveness of employee training and development by examining four main aspects. One of the issues that the firm should assess is the employees’ reaction to training and development program. The second aspect entails evaluating the extent to which employees have learnt new techniques, logics, and methodologies coupled with their relevance at the workplace. This goal can be achieved by evaluating the knowledge and skills acquired through the training program. The fourth step entails reviewing whether the employee training and development has contributed to the development of the desired employee behaviour. Finally, the firm should assess the contribution of the training and development program to the overall organisational performance. Risk management In the course of implementing the employee training and development program, HM should be cognisant of the possible risks that might affect the implementation of the project. Some of the risks that the firm should be aware of include lack of adequate resources such as financial and human capital. This risk may arise due to resource scarcity. Additionally, some of the resources devoted for employee training may be diverted to other areas. In a bid to deal with financial constraints, HM should be proactive, for example, by allocating a substantial amount for employee training and development every year in its budget. Considering the significance of employee training, the firm should also develop a contingency fund that will address possible financial constraints. On the other hand, HM should consider adopting the concept of outsourcing human resource management experts. Conclusion and next step The above analysis shows that the success of HM into the future will depend on the effectiveness and efficiency of its human capital. Subsequently, the firm should incorporate a comprehensive employee training and development program in its strategic human resource management practices. Failure to invest in employees’ training and development will lower the level of productivity due to low levels of motivation. Moreover, the firm will not be in a position to cope with the prevailing market dynamics. In a bid to implement the training and development program successfully, HM should ensure that employees are adequately involved in the formulation of t he employee training process. This move will aid in understa nding their needs. Subsequently, the training and development program developed will align with the employees’ personal development and organisational goals. Reference List Baines, G 2009, Meaning Inc: the rise of the 21st century company, Pearson Education, New York. Chen, H Kao, C 2012, ‘Empirical validation of the importance of employees’ learning motivation for workplace e-learning in Taiwanese organisations’, Australasian Journal of Educational Technology, vol. 28 no. 4, pp. 580-598. Greenberg, J 2011, Behaviour in organisations, Prentice Hall, Upper Saddle River. Hanafizadeh, P Ravasan, A 2011, ‘A McKinsey 7S model based framework for ERP readiness assessment’, International Journal of Enterprise Information Systems, vol. 7 no. 4, pp. 23-63. Hutton, B 2013, Planning sustainable transport, Routledge, New York. Hellriegel, D Slocum, J 2011, Organisational behaviour, Cengage Learning, Mason. HM: About HM; working at HM 2014a. Web. HM: An nual reports 2014b. Web. Kirby, S Riley, R 2006, The returns to general versus job-specific skills: The role of communication and information technology, National Institute for Economic and Social Research, London. Lunenburg, F 2011, ‘Expectancy theory of motivation; motivating by altering expectations’, International Journal of Management, Business and Administration, vol. 15 no. 1, pp. 1-6. Majchrzak, A, Beath, C, Lim, R Chin, W 2005, ‘Management client dialogues during information systems design to facilitate client learning’, MIS Quarterly, vol. 29 no.4, pp.653–672. Mavin, S Lee, L 2010, The evaluation of learning and development in the workplace, Northumbria University, Newcastle. McGurk, J 2013, Learning and talent development, CIPD, London. Newton, R Doonga, N 2007, ‘Corporate e-learning: Justification for implementation and evaluation of benefits. A study examining the views of training managers and training providers’, Educa tion for Information, vol. 25 no. 2, pp. 111-130. Pride, W, Hughes, R Kapoor, J 2009, Business, Cengage Learning, New York. Ryan, S, Windsor, J, Ibragimova, B Prybutok, V 2010, ‘Organisational practices that foster knowledge sharing across distinct national cultures’, International Journal of Emerging Transdiscipline, vol. 13 no.2, pp. 131-158. Saad, A, Mat, N Awadh, A 2013, A review of theory of human resources development training; learning participation , WEI International Academic Conference Proceedings, Turkey. Siegle, L 2014, Is HM the new home of ethical fashion. Web. Thomas, F, Zolin, R Hartman, J 2009, ‘The central role of communication in developing trust and its effect on employee involvement’, Journal of Business Communications, vol. 46 no. 3, pp. 287-310. Timmons, M 2013, Moral theory; an introduction, Rowman Littlefield Publishers, Lanham. Werner, S, Tosi, H Gomez-Meija, L 2005, ‘Organisational governance and employee pay: how owne rship structure affects the firm’s compensation strategy’, Strategic Management Journal, vol. 26 no.4, pp. 377– 384. This proposal on Training and Development of HM was written and submitted by user Wesley S. to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Power and the Glory An UnHoly Priest essays

Power and the Glory An UnHoly Priest essays Power and the Glory - An Un-Holy Priest There is uncertainty as to why Green chose to have the priest in his novel, The Power and the Glory, be such an appalling person. Normally, one thinks of a priest to be the holiest being among all people on this earth. This belief is not proven to be true, however, in this novel. In Christianity, you learn that priesthood is one of the closest things to purity and Godliness that exists on this earth. They dont engage in sexual relationships, and they certainly dont do anything that is against the law. In The Power and the Glory, however, the priest, lovingly known as the whisky priest, does the opposite of these regulations. Firstly, he is an alcoholic. In this time, alcohol was an illegal substance, yet the priest still takes part in drinking it. It seems that almost every situation in which the priest is involved throughout the book, he drinks. In the very beginning, when he first meets Mr. Tench and gets alcohol, all the way through the end when he is arrested and killed for being caught with Brandy. The next subject matter that gives me confusion about the priest is his relationship with Maria. He had sex with her, and she had his child. This is something that among priests is absolutely unheard of, and it bewilders me that the whiskey priest would be involved in such things. The reason the priest was being searched for is because religion was outlawed. Anyone who was found practicing religion was to be put to death. One would think that all the priests would declare their belief in God, and would be willing to die for him. The whisky priest ran from confrontation about his being a priest, and instead, died for alcohol. Throughout the book, I tried to think of the priest as a good man, because most are. The contradiction of his behavior and his beliefs, however, seems like Greene was trying to make his readers think otherwise. An exact...

How to Prepare for an Exam Two Months Away by Yourself

How to Prepare for an Exam Two Months Away by Yourself If youre taking a standardized test like the SAT or GRE (or others) and are planning to prep by yourself, you need months, not weeks or days to prepare for a test like this. Now some people will try to prepare for a test like this by cramming just a few minutes ahead of time, but a good test score is not in their future! In your case, youve given yourself two months, which is a decent amount of time to prepare for an exam like the one youre taking. Heres the study schedule. Month 1 Preparation for the SAT Week 1 Make sure youve registered for your exam!Buy a test prep book for your specific test.  Review the dos and donts of studying with test prep books. Review the test basics: contents, length, price, test dates, registration facts, testing strategies, etc.Get a baseline score. Take one of the full-length practice tests inside the book to see what score youd get if you took the test today. Make note of that score.  Map out your time with a time management chart to see where test prep can fit in. Rearrange your schedule if necessary to accommodate test prep. Week 2 Begin coursework with your weakest subject (#1) as demonstrated by the baseline score.Learn the components of #1 fully: types of questions asked, amount of time needed, skills required, methods of solving types of questions, knowledge tested.  Answer #1 practice questions, reviewing answers after each one. Determine where youre making mistakes and correct your methods. Keep learning content of this section.Take a practice test on #1 to determine level of improvement from baseline score.Fine tune #1 by going over questions missed to determine what level of knowledge youre missing. Reread information until you know it! Week 3 Move on to next weakest subject (#2). Learn the components of #2 fully: types of questions asked, amount of time needed, skills required, methods of solving types of questions, etc.Answer #2 practice questions, reviewing answers after each one. Determine where youre making mistakes and correct your methods.Take a practice test on #2 to determine level of improvement from baselineFine tune #2 by going over questions missed to determine what level of knowledge youre missing. Review that material. Week 4 Move on to strongest subject/s (#3). Learn the components of #3 fully (and 4 and 5 if you have more than three sections on the test) (types of questions asked, amount of time needed, skills required, methods of solving types of questions, etc.)Answer practice questions on #3 (4 and 5).Take a practice test on #3 (4 and 5) to determine level of improvement from baselineFine tune #3 (4 and 5) by going over questions missed to determine what level of knowledge youre missing. Review that material. Month 2  Preparation for the SAT Week 1 Take a full-length practice test, simulating the testing environment as much as possible with time constraints, desk, limited breaks, etc.Grade your practice test and cross-check every wrong answer with the explanation for your wrong answer. Determine what youve missed and what you need to do to improve. Go over the sections where you missed the most.   Week 2 Take another full-length practice test, simulating the testing environment again. Again, go through every missed problem, looking for weaknesses. Go back to the book and see if you can improve by yourself. Still need additional help? Find a tutor who can meet with you for a last-minute session.   Week 3 Go back through weakest section (#1) and work through the problems again, memorizing testing strategies, reviewing practice problems, and whittling down the time it takes you to work through the questions.Review with a tutor if youre still not mastering the content.   Week 4 Eat brain food.Get plenty of sleepReview test tips to make your test-taking more efficient.Plan some fun evenings to help you relaxTwo days before the test, read testing strategies for the exam, memorize the testing directions as printed in the book or online.  Pack your testing supplies the night before: an approved calculator if youre allowed to have one, sharpened #2 pencils with a soft eraser, registration ticket, photo ID, watch, snacks or drinks for breaks.Relax. You did it! You studied successfully for your test, and youre ready. So take a deep breath, okay?

Art Essay Example | Topics and Well Written Essays - 1000 words - 7

Art - Essay Example This is acknowledged to be one of the artist’s best known prints, and has been reproduced several times from the few impressions available. As compared to his later impressions, there are noted to be some differences such as the shape of the arm â€Å"which is not as yet fully defined† (Ivins: 182). This is one of the several aquatints created by Goya during the last years of his life. According to Schider (p. xxii), the tone of the picture can be lightened by scraping, but cannot be darkened, hence the method involves an exacting procedure. Similar to work done by mezzotint engravers the copper was first roughened with grainy aquatint. Then Goya created the masterpiece by scraping highlights into the prepared surface of the coppersheet. The menacing and mysterious figure of the gargantuan being who could be a Titan such as Prometheus or Zeus, was thus sculpted out of the darkness of the background. In Goya’s etchings with aquatint, known as â€Å"the Caprices†, his main technical achievement was: creating a visual world in which shapes emerge from the darkness (Murray: 153). The artist’s nightmares are portrayed; the form and content of which are unmindful of the natural laws of the universe. The light falls on the image evocatively, but is not realistic. The precise meanings of the images that he created were not clearly explained, and were left to the onlooker’s imagination to interpret at will. Francisco de Goya y Lucientes is observed to have mostly avoided classical themes, and especially did not use orthodox neoclassicism which defined a preference for line over colour, used static poses and refrained from depicting emotion. The term romantic classicism was coined by the art historian Sigfried Giedion, who believed that neoclassicism as an independent style did not exist, and that classical antiquity was compatible with romanticism

Search and seizure Essay Example | Topics and Well Written Essays - 2500 words

Search and seizure - Essay Example Thus being free has its boundaries, boundaries that end when it crosses upon the right of another. The law makes it sure that everything in the social arena is kept into place and no person is below or above the system. Hundreds of laws, act, proclamation and amendments were made and approved by man in ill parts of the world so that every citizen must have something to abide by and keep them from the boundaries of crossing over the border of their freedom. With all these laws made and passed; reviews, controversies and intellectual battles took over and continuously takes over to assess and reassess the efficacy, efficiency and necessity of such law. One of the most controversial and argumentative laws ever made is the law of search and seizure. This paper is to state clearly an argument on whether search and seizure and racial profiling should be banned more than accepted in the United States. This paper will discuss briefly and will point out arguments based in the author’s full understanding of the provision of this law. Over the past years the conflicts on power and authority has been a controversy especially with incidences of abuses with the use of authority, most common example are the policemen and other law enforcing authority, in implementing order in the land. Incidences like police brutality, unauthorized search and arrest, illegal collection of evidences and planted evidences to frame up some innocent are just some of the negative feedbacks the society has over the authorities. These feedbacks can also be deemed as the reasons why an argument is posed over the law on search and seizure implementation over United States of America. On whether it is efficient, beneficial and lawful to implement just the way it was planned for or is it unnecessary, unjust and should be stopped and banned. Although it has been made to check on these irregularities on authority misconduct still some flaws have questioned its validity as a law that some people are asking to nullify it. Before going to the issues of why or why not the law on search and seizure should be banned in America, it is proper to discuss on some key notes of the said law. Moreover, search is defined in the provision of the fourth amendment as, looking for evidence or a person involved in a crime by a law enforcement officer in a place where they have a reasonable expectation of privacy while seizure is defined as taking possession of a person or object by a law enforcement officer or agent (Department of Public Safety Law enforcement Academy 2012). Search and seizure is a controversial term of legality. Going through its definition, it implies lawful examination of a person’s property and things by a law enforcement officer although it does not imply specific circumstances but rather connotes that every law enforcer has the authority to go over a person’s things without any chance of refusal because it is what the law states. And provided that something that can be regarded as evidence is seen, the authority as well has the right to seize it for legal prosecution (Department of Public Safety Law enforcement Academy 2012). The conceptual framework of search and seizure is based on good will that is to allow lawful hunt of law breakers by seeking evidences that can be available to prove that these people