Psychological Properties Of Ya Essays - 2216 Words

Beyond Boredom: Studies on the physical and psychological properties of yawning The act of yawning has been observed in all vertebrates, and occurs in humans as early as minutes after birth, so it must have some definitive physiological purpose. Until recently, most scientists believed yawning was a respiratory function, triggered by a surplus of carbon dioxide in the bloodstream. In the past decade, however, studies have suggested that yawning acts as a mediator of activity and arousal levels. The evaluation that follows will examine three such studies and the evidence they contribute to this hypothesis. nbsp;nbsp;nbsp;nbsp;nbsp;The first study (1) examined the connection between yawning and activity on a physical level. Previous†¦show more content†¦However, no significant change in heart rate was measured during the subjectsamp;#8217; initial yawns, and no effects became apparent with successive yawns. Interestingly enough, the control group provided very similar data. The results showed that during both the opening-mouth and deep breathing trials, control subjects experienced an initial increase in skin conductance with the first yawnlike action that remained high through the rest of the trial. Also in agreement with the experimental data, the control subjectsamp;#8217; heart rate was not significantly affected by either of these actions. The results show that both yawning and two of its major physical components (opening the mouth and taking a deep breath) cause an increase in skin conductance, which indicates an increase in arousal. The authors of this study did not provide a detailed analysis of the results or of the experimentamp;#8217;s possible flaws. They imply that the results agree with earlier research on the subject, such as the rat experiment previously mentioned. However, previous research suggested that yawning increased because of arousal; this study implies that arousal increases because of yawning. Furthermore, it is reasonable to question whether the testing methods of this experiment may have had an effect on the results. The study was conducted in a lab, and subjects were adorned with sensors andShow MoreRelatedCultural Relativity: the Root Cause of Conflict in Nigeria1428 Words   |  6 Pagesthis superiority tendency in our different cultures that forms the bedrock of conflict in Nigeria. By conflict in Nigeria I mean any form of violent act (political, economic, social, and religious) that tantamount to the destruction of life and property of a lot of innocent life. Conflicts, be it cultural or religious conflicts are about the nature of reality and different interpretations of it. In fact, cultural or religious conflict is nothing but crisis and clashes of values. All cultural aspirationRead MoreF. D. Salinger s Catcher Of The Rye1721 Words   |  7 Pagescannot make the connection†(Privitera 205). 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[The newer, top level belongs to] a period known as the pre-pottery Neolithic B which as an age range of 9,000 to 8,000 ya.† (Author unknown). What is most riveting however, is its age. Using organic material embedded in the faà §ade of its stone pylons, GobekliRead MoreViolence Suffered by Natives of Kashmiris Essay2870 Words   |  12 Pagespages, periodicals, newsletter etc) duly cited as footnotes on each page. Cycles of violence: The impact of human rights violation on Kashmiris-with special reference to Women and children 1947-48: Chaliyuv, Raliyuv ya Galiyuv! Literally translated as: Flee, Convert (Blend) Or Die! 1989-90: Asi gachchi Pakistan, Batao roas te Batanev san! Literally translated as: We want Pakistan, with their (Kashmiri) women and without their men. Unending cycles of violenceRead MoreLaw Mcq6447 Words   |  26 Pages he may seek the reasonable value of his services through which remedy? Your answer:  Reformation The correct answer:  Quasi contract.INCORRECT. 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Iago The Rhetorician Conspirator - 1680 Words

Davin Truong Professor Bains English Writing 301 11/13/14 Iago: The Rhetorician Conspirator In William Shakespeare’s Othello, the antagonist Iago is arguably the most heinous villain in all of literature. His ability to shape shift in and out of character is what makes him unique. His tactics are similar to that of a cold blooded chameleon. Iago’s art of persuasion, his mastery of rhetoric as well as his ability to sense his victims’ insecurities and weaknesses, is what makes him so diabolically ruthless. Throughout the play, one can truly see the power of words and their delivery, and the massive influence that they can have over people. Iago employs charlatan techniques to appeal to his victims’ emotional, logical and ethical weaknesses for his own selfish political gain. Iago’s rhetorical methods entrances many of the key characters and leads them to arrive at the assumptions he wants them to reach. Through these methods, Iago is able to transform Othello from a calm, collected, composed general to an insecure, emotional, and mal leable puppet. Through his manipulation of all the key characters, Iago is nonetheless able to remain in favored perception, as he is ironically referred to as â€Å"honest Iago†. What makes Iago so intriguing, is his ability to carry out his selfish agenda without being detected. Iago utilizes reverse psychology, indirect insinuations, and explicit imagery to deceive others and force them under his spell. Iago’s intentions are always

Cultural Tourism Focused Cultural History â€Myassignmenthelp.Com

Question: Discuss About The Cultural Tourism Focused Cultural History? Answer: Introduction Cultural attraction if one of the main topic of discussion in contemporary tourism. Traditionally, cultural tourism focused on the cultural history, landscapes and land monuments of a community. Today, people travel across different places for common aspects such as education, religion, and popular culture(Richards, 2011). The diversification of heritage provides fresh opportunities for the industry because of the new patterns, which attract tourists. Globalization is one of the reasons for this diversity because it provides insight into new lifestyles, values, and events. Cultural exchange accounting global community has led to the development of these diversities in national, regional and global systems. These changes are evident in the customs, beliefs, social institutions and material products. Using the Hofstedes model of cultural dimensions, this report explains the diversities in beliefs, attitudes, meanings and spatial relations while highlighting common attributes. It looks at the disappearance of cultural identifies caused by looted artifacts. It also identifies the role of conflict, wars, ownership, identity and commemoration. Cultural tourism also has an interest on repatriation and its destructive effects on tourism(Maria Munar, 2011). The emergence of a collective form of cultural identity in the global system comes about because of popular culture, repatriation and collective memory and other factors. Discussion about the dissonance arising from this change indicate a lack of harmony on cultural values. Different approaches to heritage Hofstedes cultural heritage describes elements of culture in relation to national influences to language, Arts Sciences, Spirituality, Social activity and interaction(Hofstede, 2011). This explains the national variability and collectiveness in main cultures and their subcultures. He points out that people in a community share these aspects. The approach explains the adoption of global education, technology and innovation across different regions. These are what defines the variability in lifestyle, language, behavior, ideology and heritage. Cultural tourism concerns itself with culture. It allows people to travel from different geographical regions in order to experience its diversities (Csapo, 2012). This includes the history, language, lifestyle, ideologies and traditions. Heritage attractions have economic and sociocultural benefits hence need maintenance and protection. The varying geographical and cultural environments causes people to move from one area to another. Different factors draw visitors to heritage sites. Among these is education and religion, which has been the cause for tourism across different sectors. Research into the motivational factors in modern day tourism indicates changes in the choice of destination (Richards, 2011). Distinct geographical locations and landscapes indicate different lifestyles and people hence the elaborate distinct attributes. Visitors want an experience of the Mediterranean climate, the food, its people and natural environment. Tourists from Scandinavian and snow prone areas still crave the sunshine in the tropics. Globalization effects on tourism supports the collective memory, which highlights collective ideas behind tourism. The contemporary tourist looks for shopping sites, collective entertainment spots, and other social experiences. People build collective memory based on nationalistic roots. Australians tourists would visit Europe because its national affiliation. Among the attractions in this case is landmark sites in the UK institutions and landscapes. The universalization of global issues such as terrorist attacks makes the US twin towers a tourist attraction as people make visits to play homage to the fallen. Cultural landscapes include symbolic experiences in which Jews, Christians and Muslims find motivation in visiting religious sites for pilgrimage. Popular culture is also a motivation for (Yong, et al., 2016). This marketing Hollywood, Bollywood, and Disney land popular sites for global tourists today. The contemporary ideas in entertainment represents themes that receive global acceptance. It has also led to the emergence of interest groups, which continue to gain autonomy in the national systems. Today, technology links, media and entertainment scenes influence the choice of vacation for newlywed couples and much more. People get influences from what they see online and in TV shows. The heritage policies in Australia provides leadership standards for heritage bodies (Australia ICOMOS, n.d.) . Among this is the recognition of indigenous communities as heritage. This calls for the effective management of tourism through policies and it features the involvement of the local communities. Changes in legislation has also led to the adoption of sustainability for conservation. The indigenous communities have also brought about repatriation debates and the disharmony on contested boundaries. Contemporary issues in real world Conflict affects heritage in many ways. In the recent times, civil wars and terror groups have destroyed heritage sites in Syria and Iraq(Curry, 2015). Terrorism has made important locations insecure for tourists. Christians who would have wanted to learn about Islam no longer have the confidence to visit Muslim countries like North Africa for fear of terrorism encounters. Terrorism affects all parts of the world and Europe has faced more attacks recently. Looting of artifacts across history includes stolen Greek arts and modern day World Heritage Sites in the hinterland(Alcock, et al., 2015). This vandalism has had an effect on documentation of historical factors as well as the physical destruction of sites. As a result, other modes of tourist attraction have emerged. For some tourists urban development is an interesting phenomenon. Regions such as Dubai continue to benefit from this new tourist focus. Following historical events, suggestions for the repatriation of heritage elements like antiques came up. However, this led to looting of valuable items from museum artifacts. Issues of ownership and identity continue to face political influences. Jerusalem as a major tourist point shows identity as a factor of influence for Muslim, Christian, and Jewish tourists (Mazumdar Mazumdar, 2004) . This is a split between traditional, political and religious affiliations. Its destruction represents the destruction of heritage, ancestry, landscape and tourist sites. Conflict in ownership of heritage is also evident in the case of indigenous groups and the non-indigenous as seen in New Zealand and Asia. The destruction of cultural elements in order to put up urban development comes with negative effects on the cultural communities as well as the landscape. Commemoration as a tourist aspect of cultural heritage also shows new elements. The global community shares common commemoration in universal and sector events. People travel to different parts of the world for common celebrations like Valentines, weddings and anniversary celebrations. For example, the Caribbean receives visitors for vacation and honeymoons because of the climatic conditions. On the other hand, religious celebrations like Christmas, and Easter lead people to travel to their home areas to be with friends and family. Political and social commemorations such as commonwealth games dictate the tourism trends(Stone, 2012). Contesting Diversification Discussions against the uniqueness of culture point at the risks of marinating cultural heritage. As discussed. Factors such as looting, ownership claims and conflicts have destroyed the essence of cultural attractions. As a result, tourists no longer feel the push to travel in different places for a unique experience. Contemporary issues like insecurity also influence the movement of people across destinations. National advisory against international travel in certain regions of the world redefines the tourism trend. This leaves people as the intangible tourist attraction across the globe(Lenzerini, 2011). The changes in the global system also indicates the emergence of collective heritage, which encourages popular culture and events. Common events shaped by new social norms motivate people as individuals and groups. Modern tourists identify with common preferences such as hot spots or environmental attractions. Divers will visit beautiful ocean and sea locations for sports and businesspersons look for opportunities to visit China in order to learn from then production strategies. This negates the idea of individualism in the analysis of cultural heritage and it redefines future trends in cultural tourism(Hamamura, 2012). Conclusion In conclusion, Cultural heritage is diverse but it has aspects of collectivism. In support of Hofstedes approach, elements of cultural heritage such as language and artifacts still bring out differences. Adopting a common global language continues to face challenges because of this differences. The movement of people from one region to another does not erode this heritage as much as conflict and looting does. It is evident that globalization effects also affect the trend in globalization. Among its major effects is technology, which shapes the perception of tourists. Digital technology and multimedia applications influence peoples acceptance of global culture. People adopt common ideas that they can identify with. An example is the commemoration of events and celebrations. This affects the choice of travel location. However, diversities in geographical locations and peoples beliefs and values still define tourist attractions. References Alcock, S. E. et al., 2015. Looting and Vandalism around a world heritage site. Documenting modern damage to archeological heritage in Petras hinterland. Journal of Field Archeology, 40(2), pp. 221-235. Australia ICOMOS, n.d. Heritage Policies; Autralia ICOMOS interim heritage policy-federal election 2016. Csapo, J., 2012. The role and importance of cultural tourism in modern tourism industry. In: Strategies for Tourism Industry-Micro and Macro Perspectives. s.l.:s.n. Curry, A., 2015. Here are the ancient sites ISIS has dmanaged and destroyed. National Gegraphics. Hamamura, T., 2012. Are cultures becoming indvidualistic? A cross temperoral comparison of individualism in the United States and Japan. Perosnality and Social Psychology Review, pp. 3-24. Hofstede, G., 2011. Dimensionalizing cultures: The Hofstede model in context. Online Readings in Psychology and culture, 2(1), p. 8. Lenzerini, F., 2011. Intangible cultural heritage: The living culture of peoples. European JOurnal of International Law, pp. 101-120. Maria Munar, A., 2011. Tourist-created content: rethinking destination branding. International Journal of Culture, Tourism and Hospitality Research, pp. 291-305. Mazumdar, S. Mazumdar, S., 2004. Religion and place attachment: A study of sacred places. Journal of environmental psychology, 24(3), pp. 385-397. Richards, G., 2011. Creativity and tourism. Annals of tourism research, pp. 1225-1253. Stone, P. R., 2012. Dark tourism and significant other death: Towards a model of morality mediation. Annals of tourism research, 39(3), pp. 1565-1587. Yong, S., Whang, H. Ko, E., 2016. Pop culture, destination images, and visit intentions: Theory and research on traveel motivations of Chinese and Russian tourists. Journal of Business Research, pp. 631-641.

Building Corporate Brands and Strategic Alliances

Question: Discuss about the Building Corporate Brands and Strategic Alliances. Answer: Introduction The marketing management plays an important role in the success of a company and in improving the revenue generation of an organization (Kotler et al., 2015). It is important for capturing the market in a limited span of time and monitors the demands of the customers (Kotler et al., 2015). The managers are responsible for identifying the current trends and convert them into suitable opportunities. The aim of this report is to critically analyze the competitive and marketing environment of the CQ University based in Australia. It would discuss the marketing environment of the university and evaluate different kinds of external opportunities of the University. CQ University Australia emphasis on engagement excellence and the equity, which has led to its phenomenal growth in terms of new campus, number of students, infrastructure, reputation and impact of the research (Cqu.edu.au, 2017). It is considered as one of the greatest universities of Australia and it was found in the year 1967. It was accredited full university status in the year 1992. The University has several campuses in and around Australia such as Brisbane, Cairns, Mackay, Sydney, Emerald and others (Cqu.edu.au, 2017). In the year 2014, the CQ University merged with CQ TAFE, which has brought more than 175 years of experience in the education and training delivery (Cqu.edu.au, 2017). The University has highest ratio of the students belonging to low socio-economic, Aboriginal and mature age backgrounds. The Marketing Directorate aims to generate more interest in the University and responsible for the recruitment of the students. It also aims to make the University a better bran d (Cqu.edu.au, 2017). The University provides support as well as advices to all the faculties as well as various divisions. Market Summary and Demand assessment There are over 15.7 million people in Australia, who belong to the age group of 15 to 64 years (Abs.gov.au, 2017). Approximately 1 in every 5 people was enrolled in some form of formal study. A majority of the teenagers between 15 to 19 years old were enrolled in some form of study. In the year May, 2016, around 25% of the people (15-74 years of age) shared that their highest level of their educational attainment is Year 11 or below (Abs.gov.au, 2017). Only 41% of the people reported having a Bachelor degree or above qualification (Abs.gov.au, 2017). This is a low figure, which implies that there is a need to increase the number of educational institutions imparting higher education courses (Abs.gov.au, 2017). The people with higher levels of education are more likely to be employed while the persons with basic qualifications would find it hard to find an employment option (Hollensen, 2015). Australia has been through profound structural shift in the past few years. The Australian ec onomy would strive to evolve more in the coming years as part of demographic and economic developments. The University engages in a combination of both mass marketing and target marketing. In mass marketing, the University primarily follows differentiated marketing tactics. They offer specialized courses such as Business, Accounting, Education, Engineering. Health, Science and Environment, Transport and others (Cqu.edu.au, 2017). The primary target market for the University is the teenagers between the age group of 15-24 years and comprises of domestic, international students (Cqu.edu.au, 2017). The admission process of the University is based on their educational background as well; as their level of education (Cqu.edu.au, 2017). The secondary target market of the University includes the single mothers, middle aged persons, apprenticeships and trainees (Ehrenberg Smith, 2016). The University follows segmentation based on the differential marketing techniques. In this kind of target marketing, the University concentrates on two or more different market segments and tries to promote th eir brand within these segments (Cqu.edu.au, 2017). Current marketing mix analysis The University offers wide variety of subjects for the students based on their level of experience and their educational background (Cqu.edu.au, 2017). There are different courses provided to the students such as Creative, Performing, Visual Arts, Engineering, Information Technology, Science and Environment, Service Industries, Transport Services, Psychology, Health and others (Cqu.edu.au, 2017). The price of the educational courses is affected by a number of factors such as placement, competition, service quality, institutions reputation, facilities provided, education mode, institution brand name and others (McMillan, Kinnear Babovic, 2015). The University provides loan facilities to aid the students. The University offers both full time courses and distance courses for the convenience of the students. CQ University is known as the best providers of flexible training and education content, which provides hundreds of educational courses (Cqu.edu.au, 2017). It also provides on-campus courses which involve face to face classes which are carried out in weekly basis (Cqu.edu.au, 2017). The University aims to achieve brand management, creative production and engage in the creation of advertising booking as well as recruitment campaigns (Cqu.edu.au, 2017). The University also engages in the digital marketing strategies, which involves integration in the digital media platforms (Cqu.edu.au, 2017). PEST analysis Australian Government aims to contribute to the creation of international sustainable education sector. The Commonwealth has recommended an increase in the budget for schools in and around in Australia (Khanna, Jacob Yadav, 2014). However, the NSW government has announced a cut in the budget for public schools as well as non-government school sector (Khanna, Jacob Yadav, 2014). The TAFE sector is facing funding cuts which has fostered increased competition in the private education provider. The international education sector has major contribution in the Australian economy through the process of migration of skilled labor (Daley, McGannon Hunter, 2014). There are several students who prefer to reside at Australia for the purpose of completion of their studies. The higher education sector in Australia comprises of the 37 public as well 2 private institutions and 150 non-self-accrediting higher education institutions in the country (Daley, McGannon Hunter, 2014). There is an average 4.7 percent increase in student enrollment every year (Abs.gov.au, 2017). The social factors include the different demographic changes such as number of admissions, inability to attract suitable manpower, changes in educational qualifications and demand of specific courses (Demediuk Armstrong, 2014). These include the changes in the equipments or standards required in the University such as computer systems, IT lab, projectors, multimedia and others that help in the dissemination of learning. The technological advancements and the level of technology adoption determine the level of competitiveness of the University. CQ University faces tough competition from its rivals who are operating in the same market and caters to the same target market (Nelson, 2015). Some of the close competitors include University of Sydney, University of Melbourne, Charles Darwin University, University of Queensland, Charles Sturt University, Southern Cross University and others (Nelson, 2015). SWOT analysis The strengths of CQ University includes that it has full time faculty who use to take most of the classes at both the graduate as well as undergraduate levels (Cqu.edu.au, 2017). It has world class curriculum which is at par with the industry standards (Nelson, 2015). It has accessible location and provides loan services to the students for aiding them in the payment of the fees. The University has less funding in some of the departments and they lack financial support for the support of the faculty scholarships (Cqu.edu.au, 2017). They have degrees of understaffing in some of the departments. There are innumerable opportunities in the intellectual enrichment of the students coming from diverse backgrounds (Cqu.edu.au, 2017). The University can engage in more partnerships with the local employers so that the students can be placed at their final year. There is reduced government funding, risk of losing qualified faculty and the increasing competition from the different educational institutions of Australia (Nisar, 2015). There is a similar university which offers similar educational courses, which may affect the revenue generation of CQ University. Value Brand positioning analyses CQ University engages in connecting with the stakeholders or the communities by maintaining strong partnership relationships that are productive. The brand positioning is done with the help of spreading reputation and trustworthiness of the brand- CQ University is responsible and professional institution (He Balmer, 2017). The brand places itself well among their target audience and has strong brand associations. Conclusion The marketing environment of CQ University is determined along with the comprehensive marketing plan. The market summary as well as demand assessment of the University is being done. The segmentation as well as target market of the University is being done. The current marketing mix analysis is done along with the analysis of the external environment. The PEST analysis and the SWOT analysis of the University are done followed by the brand positioning analysis. This report would broaden the understanding of the marketing tactics of CQ University. References Australian Bureau of Statistics, Australian Government. (2017).Abs.gov.au. Retrieved 28 March 2017, from https://www.abs.gov.au Daley, J., McGannon, C., Hunter, A. (2014). Budget pressures on Australian governments 2014.Grattan Institute, viewed,21. Demediuk, T., Armstrong, A. (2014, March). Context of Higher Education and Its Implications for Quality Teaching: An Australian Perspective. InJournal of the World Universities Forum(Vol. 6, No. 3). Ehrenberg, R. G., Smith, R. S. (2016).Modern labor economics: Theory and public policy. Routledge. He, H. W., Balmer, J. M. (2017). Alliance Brands: Building Corporate Brands through Strategic Alliances?. InAdvances in Corporate Branding(pp. 72-90). Palgrave Macmillan UK. Hollensen, S. (2015).Marketing management: A relationship approach. Pearson Education. Home - CQU. (2017).Cqu.edu.au. Retrieved 28 March 2017, from https://www.cqu.edu.au Khanna, M., Jacob, I., Yadav, N. (2014). Identifying and analyzing touchpoints for building a higher education brand.Journal of Marketing for Higher Education,24(1), 122-143. Kotler, P., Keller, K. L., Manceau, D., Hmonnet-Goujot, A. (2015).Marketing management(Vol. 14). Englewood Cliffs, NJ: Prentice Hall. McMillan, G., Kinnear, S., Babovic, N. (2015). Comprehensive universities and the role of the national TAFE system: the CQUniversity context.About the research, 16. Nelson, R. R. (2015).The rate and direction of inventive activity: economic and social factors. Princeton University Press. Nisar, M. A. (2015). Higher education governance and performance based funding as an ecology of games.Higher Education,69(2), 289-302.

Austen Powers And Characters Essays - Jane Austen,

Austen Powers And Characters Having a strong heart like Elinor and a latent sense similar to Marianne, Jane Austen displayed her characteristics through her characters. Elinor and Marianne were two main characters that Jane Austen used to display her true character. Elinor is very devoted to her family and tries to do everything she can to support them. Every now and then, when the family is in need of advice, they would all look to Elinor. Marianne was the younger daughter in the family of three sisters and she is always caught up in romantic poetry. At one time in the novel, Marianne went through a catastrophe because the love of her life had left her. Marianne tries to hide her fear to avoid all her distress. (Austen 288) Both of the character's lifestyle reflected that of Jane Austens'. In the writing of the novel Sense and Sensibility, Austen wrote the novel according to her own passionate feelings. People began to notice her writings towards the end of her life. Jane Austen's lifestyle and characteristics were revealed through her characters Marianne and Elinor in her novel Sense and Sensibility. Jane Austen began writing novels when she was in her early twenties, she was a very intellectual women. She enjoyed reading many books in her life that gave her an advantage in writing great novels. When Austen wrote the novel Sense and Sensibility, much of her characteristics were seen through the novel. "Jane Austen is thus a mistress of much deeper emotion than appears upon the surface. She stimulates us to supply what is not there." (Woolf 19) After Willouby's sudden break up with Marianne, many deep vivid emotions are shown to the reader. Austen lived in a society where women mostly worked on farms. Agriculture was the largest employment for women. (Weldon 36) While other women were out working on the fields, Austen would be at home diligently thinking about more ideas for her novels. Later as the years passed, Jane Austen became an author for writing novels. From then on, her occupation was to be a magnificent writer. She wrote many books that dealt with her very own lifestyles and emotions. It was not until her death when she began to notice her success in writing novels. One important thing that she could put before her writing was her family. Austen, the seventh of eight children and was ardent towards her family. Her family needed all the help they could receive because her father had passed away. In the beginning of the novel Sense and Sensibility, Mr. Dashwood died and had no choice but to give his will to his first son and nothing to the rest of the family. Although Jane Austen was not married, she had great romantic feelings and ideas. Austen used Marianne as a character in her novel Sense and Sensibility, to present her feelings of romanticism. Through out the novel, Marianne usually spoke of Shakespeare's poetry. Marianne is a lady who is very imaginary and superficial about her dreams. She is all caught up on the romantic part of life. (Austen 311) Always being caught up in poetry or another romantic thought, Marianne rarely becomes inconsiderate about what is happening around her. Marianne cares about her family a lot and does not become selfish when there is a problem. The resemblance of Austen and Marianne was that the two of them had romantic feelings and dreams. They also lived their lives as being poor. Both Austen and Marianne are very dedicated to their family. Happiness will come to the ones who wait patiently for their dreams or goals. Marianne fell deeply in love with a man named John Willoughby. She looked at John like he was the guy of her dreams because he shared the same interest as she did. During the time the two were together, everything was very merry. But as soon as John's family discovered he was going out with a woman who was without a dowry, they threaten to take his wealth away if he sees her again. After this occurred, Marianne began to go in the state of depression. Being broken hearted for the rest of her life, she thought, it was not soon until she realizes whom she should have been dating in the first place. She started a new relationship with an old close friend, Colonel Brandon. Marianne lived a happy life after all, as she met the man she could learn to love and Austen discovered her joy in her writing. (Austen 305)

The People of the State of California v. Scott Peterson

The People of the State of California v. Scott Peterson Free Online Research Papers Scott Peterson now sits in San Quentin State Prison in California. He is there serving a sentence which will ultimately end in death by lethal injection once his appeals run out. He is serving this sentence for murder of his wife, Laci Peterson, and his unborn son, Conner, who he reported missing on Christmas eve, 2002. At first, this case seemed like it was more of a missing person case, not necessarily a murder case, and Scott was initially definitely not a suspect as Laci’s family and friends stood behind him and maintained their belief that he was innocent. It was not until other matters came to light that they began to question Scott’s involvement in the disappearance of Laci, which eventually led to Scott being where he is today. The first issue was Scott’s inconsistencies in the stories that he was telling the police. The things he was telling them from one day to the other were different. That he had a business meeting initially, then he retracted that story and said that he was in the marina fishing and came home to find Laci gone, but when asked what he was fishing for, he could not provide a good answer. Then of course it came out that Scott had a mistress, as well as other extramarital affairs. The mistress, Amber Frey, sought the police’s assistance when she realized that the man she was â€Å"in love† with was actually married and that his wife had disappeared, therefore she also feared for her safety. Around the time that it came out about Scott’s affairs, the family and friends that once supported him began to withdraw, believing that Scott in fact did murder Laci and Conner, not because of his affairs per se, but because he told Ms. Frey, 15 days before Laci disappe ared, that he â€Å"lost† his wife and that this would be his first Christmas alone. On April 14, 2003, a male fetus washed ashore north of the marina where Scott had been boating the day Laci disappeared, which was positively identified as Conner. The next day, a female torso, missing her head, hands and feet washed ashore in the same area. These remains were positively identified as Laci’s. Autopsies could not be performed on the bodies due to the significant decomposition, so a specific cause of death could not be determined. On April 18, 2003, Scott Peterson was arrested in the parking lot of a golf course. At the time of his arrest, Peterson was carrying $15,000, four cell phones, credit cards belonging to multiple family members, camping equipment, shoes, clothing, and his brother’s driver’s license. His hair and beard color had also been changed from brown to blonde. Peterson went on trial in June of 2004, not in the city of Modesto, due to the fact that there may not be a fair trial, but instead to nearby Redwood City. The prosecution said the motive behind Peterson’s actions were due to his affair with Amber Frey as well as money. They believed he killed his wife due to insurmountable debt as well as his desire to be single. The defense argued that there was no direct evidence to connect Scott Peterson to the murders of Laci and Conner, but that all the evidence uncovered was circumstantial. In fact, the only DNA evidence that was found was one of Laci’s hairs in a pair of pliers on Scott’s boat. The defense went on to say that a satanic cult had murdered Laci in some sort of sacrificial ritual. There was no cause of death, no time of death, no murder weapon, no evidence as to how she was killed, no identifiable crime scene, no eyewitnesses, no confessions. Everyone in America knew Scott Petersons alibi was that he w as fishing in the bay within a few days of her disappearance. It would be a logical place for the killer to dump the body, thereby framing Scott (because an exact time of death could not be determined). In fact, that was the defense’s argument, but the jury didnt buy it. The state did not prove beyond a reasonable doubt that Scott Peterson killed Laci and Conner. On March 16, 2005, Scott Peterson was sentenced to death by lethal injection for the double murder of his wife and unborn son as well as ordered to pay $10,000 towards Laci’s funeral. At some point later on after sentencing, the judge who sent Peterson to jail (Alfred Delucchi) expressed some doubts about the imposition of the death penalty on Scott. The death penalty was an option because Peterson was convicted of murdering two people. Under California law, a fetus is considered a person in this context, which is why he was convicted of a double murder. California has determinant sentencing laws, meaning the judge may impose one of three terms – low term, mid term or high term of a person convicted of a felony. These are exact terms and not on the same line as a person convicted in another state of â€Å"two to five years†. Crimes of heat or passion versus premeditated, cold-blooded murders are what differentiate life sentences from the death penalty. Of the states that allow the death penalty, California is the slowest in moving toward executions. It could easily be 10 to 20 years before Scott Peterson is injected. There are more than 600 inmates on death row and since 1978, when the death penalty was reinstated in California, only 11 people have been executed. Peterson’s case is on appeal as of his sentencing date (due to automatic appeal), though at this time, according to the California Appellate Court website there is no other data available regarding this case. The appeals process is sometimes a lengthy one, but it can be guaranteed that once the arguments against his conviction are heard, it will once again become news. References California Appellate Courts Website http://appellatecases.courtinfo.ca.gov Merritt, J. (2005). Scott Peterson Sentencing. Retrieved from washingtonpost.com/wp-dyn/articles/A40569-2005Mar16.html Montaldo, C. (2008). The Scott Peterson Trial. Retrieved from http://crime.about.com/od/current/a/scott.htm Research Papers on The People of the State of California v. Scott PetersonThe Relationship Between Delinquency and Drug UseThe Fifth HorsemanBook Review on The Autobiography of Malcolm XCapital PunishmentArguments for Physician-Assisted Suicide (PAS)19 Century Society: A Deeply Divided EraLifes What IfsThe Masque of the Red Death Room meaningsHonest Iagos Truth through DeceptionCanaanite Influence on the Early Israelite Religion

Informative speech Essay Example | Topics and Well Written Essays - 250 words

Informative speech - Essay Example As a result of this, it was not a surprise that he ended up being a rapper. He has a lovable personality, and has invested in a diversified range of businesses and interests besides practicing hip-hop. He can be correctly referred to as an artist and businessman. In the clip, the standing ovation he receives after finishing his performance is a clear sign that his personality resonates with a lot of people. As I was playing the video, a member of the audience pointed out that the whole video was done in black and white; there was not a single colored element in the whole clip. I tend to think that this music video was intended for a general audience, but young people were especially targeted. From the title of the song, we can deduce that the artist is sending out a message to all the young people; a message that no matter what their age is they can still have an impact on the society (Handley 46). In the video, the artist can be seen wearing casual attire like jeans, a t-shirt, a jacket and sunglasses. A look at the audience when he is performing on stage also suggests that the youth are clearly the intended target audience of this clip. These are things that are mostly associated with young people who love hip-hop and its associated lifestyle and message. I can therefore conclude that young people would instantly take to this video from the moment they watch it; it has all the right ingredients to be a hit among the youth. This video was made to market and popularize not only the song but the artist’s album that was released about 2 years ago, about the same time the song and the video was released. The clip’s director has made extensive use of lighting and contrast. The black and white theme and background of the video is interspersed with flashing bright lights and dull backgrounds that help to make the whole video even more vivid and

Sensory Perceptions Essay Example | Topics and Well Written Essays - 500 words - 14

Sensory Perceptions - Essay Example Senses play an intricate role in an individual’s thinking. It is, therefore, vital to understand some of the weaknesses they exhibit, and how these weaknesses affect an individual’s thinking. The need to process sensory information is crucial in the growth and development of individuals (Marie, 2010). This paper will examine why individuals need not entirely believe in the accuracy of sensory information, and how this might affect the decisions they make daily. There are reasons why sensory information cannot be relied on entirely by individuals. How people interpret sensory information, is dependent on their judgement. People often choose to look at things in their surrounding objectively, even though, they try not to believe they do this. These psychological biases and cognitive factors make everybody choose what to believe. What one might perceive in one way, another may choose to look at it differently (Barth & Giampieri-Deutsch, 2012). This creates a rift in the perception by individuals about their present situations. Another reason why it is hard to place trust in sensory information provided by the senses includes past experiences. How people interpret the immediate situation may be based on past experiences that led one not to trust their instincts (Barth & Giampieri-Deutsch, 2012). This affects the decisions they might make regarding the given situation. Moreover, the environmental effects affect the interpretation of data. Communication, for example, may be distorted before reaching the intended party. This may be because of noise. These environmental factors affect our perceptions, hence; would not be right to believe entirely in sensory information (Barth & Giampieri-Deutsch, 2012). Repeatability is one factor that may contribute to an individual’s accuracy of sensory data. Senses being exposed to certain conditions on a regular basis may offer an individual accuracy during the interpretation of

Critically assess theories of Transaction Cost Economics and Resource Essay

Critically assess theories of Transaction Cost Economics and Resource Based View in terms of their usefulness in explaining firm - Essay Example However, in the modern approach, internationalization only explains the relationships existing between companies (Revilla, Cordeiro and Sarkis, 2011). Transaction cost of economics according to Williamson (1981) explains the cost incurred by a buyer or a seller to execute an economic dealing. It also explains the process via which the firm takes its decision to operate in the open market or in hierarchy. Transaction cost includes aspects of specificity, uncertainty and government mechanisms (Grover and Malhotra, 2003). Asset specificity is the primary explanatory factor of transaction cost theory (Williamson, 2008). Asset specificity refers to the transferability of the assets in business. The extent of asset specificity is directly proportional to the level of effectiveness of occurrence of an economic transaction. The resource based view explains that the firms may attain sustainable competitive advantage by using non-substitutable rare resources. And this advantage in turn helps t he firms to frame strategies for international business. Figure 1: Transaction Cost in Buisness (Source: Stephen, 2013) As shown in the above graph, the rise in the scale of business operations helps a firm to achieve competitive advantage and thereby helps it to reduce the cost the transaction cost of business. Thus competitive advantage facilitates internationalization of firms business by reducing their business operating costs. Application of the Theories The theories of transaction cost under the resource based view helps to justify the wide practice of internationalization in the modern world. In the last 30 years in the global economy, firms with large financial resources have turned into Multinational Corporations that undertook the process of foreign direct investment in business. These firms expand their competitive advantage by efficiently allocating resources in business and thereby reducing the cost of transaction. This has been facilitated after the emergence of global ization and liberalization in the world economy. The business firms in the modern world try to use unique resources in business to attain competitive advantage and thereby reduce the cost of any business transactions. These firms appoint the resources on the basis of VRIN analysis. The resources used by these companies are valuable, rare, non imitable and non-substitutable in nature. Weakness of the Theory However, there have been several weaknesses in the theory of transaction cost of economics under the resource based view. In reality, it becomes almost impossible to find a resource that suffices the conditions of Barneys VRIN analysis. It is also believed by analysts that resource that provided competitive advantage to a firm may be converted into a weakness if a sudden unfavourable change in the environment takes place. A resource cannot provide competitive advantage as that can easily be purchased by other companies. The concept of sustainability is highly versatile in nature. Today, the firms can only enjoy sustainable competitive advantage if its rivals in the industry do not imitate their competences. Alternative Perspectives According to the theory of transaction cost of resource based view, the modern business firms try to attain competitive advantage in their business activities in order to reduce the cost

Quality Circle Activities at Hindustan Zinc Lilmited

Quality Circle Activities at Hindustan Zinc Lilmited A PROJECT ON VALIDATING â€Å"COMPETENCY MAPPING† FOR ATTAINING THE BEST â€Å"QUALITY CIRCLE PRACTICES† AT HZL Executive Summary Successful quality circles offer a wide variety of benefits for businesses. They talk about the perceptions as well as employees awareness, increase managements awareness of employee ideas, as well as employee awareness of the need for innovation within the company. Adding on, quality circles can improve a businesss competitiveness by reducing costs, improving quality, and promoting innovation.HZL with the above motives, implemented the Quality Circles. The Quality Circles lead t self development, mutual development, quality improvement , cost reduction, waste reduction, productivity improvement, improvement in safety, job satisfaction , problem solving opportunities, people involvement and participation in team building. But, at present the Quality Circles are not able reciprocate the same. Therefore the present study aims at two basic objectives Phase I: To understand the Quality Circle activities at Hindustan Zinc Lilmited. To understand the perceptions of the Quality Circles facilitators and leaders in respect to the formation of the of the Quality Circles So the quality circles being not up to the mark ,the project aims to streamline the Quality Circle activities at Debari and to provide impetus so that the members get onto self-motivated mode. Further, to facilitate the environment for the activities and conduct appropriate guidance structures at Hindustan Zinc Limited .There must be support based on the respect of humanity, aiming at participation by everybody .Also, to develop capabilities and capacities of the Quality Circle members and to make the work place full of vitality. Phase II: The second phase explored Competency Mapping of the employees.Competency plays an important role in shaping up the perceptions of the employees.It is basically a measure to avoid making the mistake of hiring a round peg for a square hole. One of the underlying principles of Competency Mapping is finding the right person for the right job (specially the Facilitators of the quality circles). After the detailed study on reasons behind the non effectiveness of Quality Circles, Competency Mapping Study was taken up. The facilitators competencies were taken into account for the same. An effort was taken up to relate the individual competencies to the competencies required for the best Quality Circle Practices at HZL. Identifying, assessing and linking people competency with the Quality Circle competency from the core mapping. Competency Mapping is a process of identifying key competencies for a particular position in an organization. Therefore, the executives opinion about the competencies required for the Quality Circles was taken into account. The relevance and role of HR Managers is going through a flux. The new generation HR Manager attempts to link their individual competency with those set of competencies, which make them successful in their leadership role. In the present study, executives from various departments were selected randomly and were included in the sample. Questionnaires were filled by only those executives who had a free will. The find outcome of this project is in the development of a suggested framework to unable them to bridge the gap between the prevalent and required set of competencies. Hindustan Zinc Smelter (Debari) at present is not making use of the Competency Mappi ng tool. Therefore the executives were made aware of this tool of HR and to make them know the benefits of Competency Mapping as a tool to help their growth in an organization. Various formats to get the Quality Circles get streamlined are also suggested which include Evaluation Criteria, Format for the meetings and the minutes ,Introduction for of the commandments of QCs, relating awards and recognition to the same. As a result the company organized a Quality Circle gathering with a lunch in which a briefing for the Quality Circles was again given ,besides bags to all the quality circle members were given so as to give them recognition by differentiating them from the non members. Certificate From Industry Guide Certificate From Faculty Guide This is to certify that, Ms Arushi Chauhan from MBA (HR) class of 2009 is a Bonafide student of Amity Business School, Amity University Uttar Pradesh and is presently pursuing a Post Graduate Programme in Management. Under my guidance, she has submitted her project titled â€Å"Validating Competency Mapping for Attaining Best Quality Circle Practices at HZL†, in partial fulfillment of the requirement for the summer internship project from Hindustan Zinc Limited, Udaipur, from May 1, 2008 to June 30, 2008 during the Post Graduate Programme in Management. This report has not been previously submitted as part of another degree or diploma of another business school or university. (Date July 24, 2008) Dr. R. Sujatha Senior Faculty (HR) Amity Business School CHAPTER: 1 INTRODUCTION Company Profile Introduction to Quality Circles Competency Mapping Objective Rationale COMPANY PROFILE VEDANTA GROUP Welcome To The Vedanta Group Vedanta an over US $ 8.2 billion, Vedanta Resources plc (â€Å"Vedanta†) is a London listed FTSE 100 diversified metals and mining major. The group produces aluminium, copper, zinc, lead and iron ore and also commercial energy. Vedanta has operations in India, Zambia and Australia and a strong organic growth pipeline of projects. With an empowered talent pool of 30,000 employees globally, Vedanta places strong emphasis on partnering with all its stakeholders based on the core values of entrepreneurship, excellence, trust, inclusiveness and growth. Chairman Mr. Anil Agarwal Deputy Chairman Mr. Navin Agarwal Chief Executive Officer Mr. Kuldeep Kumar Kaura Vedanta Group is a well established name in the corporate world. Vedanta has a strong track record in managing operations and improving costs and output. Its zinc and copper operations rank in the top quartile of global cost efficiency. Its principal operations are located in India, where they have a major market share in each of their main metals: aluminum, copper, zinc and lead. There are also substantial copper operations in Zambia and a copper mine in Australia. Vedanta Resources plc was listed in London in December 2003. At the time of listing, Vedanta set out a carefully structured strategy, to which the board and management remain committed. The group comprises three major businesses: Aluminium comprising bauxite mining, alumina refining aluminium smelting operations in India. Copper comprising smelting refining operations in India, copper ore mining in Australia, an integrated copper production in Zambia. Zinc comprising zinc-lead mining smelting operations in India. Sterlite Industries is an important segment of Vedanta Group. Sterlite Industries (India) Limited was  acquired in 1986, bringing together several metal related activities managed by the Agarwal family.   In 2001 it acquired a 26% stake in Hindustan Zinc Ltd., an integrated zinc and lead producer, from the Government of India and a further 20% through a compulsory open market offer. Vedanta is successfully operating in India in collaboration with Hindustan Zinc Ltd (HZL). The Zinc business of Vedanta is managed within Hindustan Zinc Limited.   HZL is Indias only integrated Zinc Company, operating from mine to finished metal and supplied around 80% of Indias zinc requirements in 2007-08. Vedanta Resources Plc A Snapshot National presence Hindustan Zinc Limited (HZL) Sterlite Industries (India) Ltd (SIIL) Bharat Aluminium Company Ltd (BALCO) The Madras Aluminium Company Ltd (MALCO) Vedanta Aluminium Ltd. (VAL) Lanjigarh Sesa Goa Limited Sterlite Energy Limited 2) Global presence Copper Mines of Tasmania, Tasmania Konkola Copper Mines, Zambia 3) Sterlite Group has also strong presence in Optical cables business through Sterlite Optical Technologies Ltd. (a non Vedanta Company) 4) A leading producer of key commodities in India FY2007-08 Group turnover : US $ 8,203 million FY2007-08 Group EBITDA : US $ 3,010 million $7.5 billion investment programme. First phase of $2.2 billion completed on time and within budget. The next phase of $5.3 billion under implementation and on schedule. STERLITE INDUSTRIES Sterlite Energy Limited (SEL) is a part of Vedanta Resources plc , a London listed metals and mining major with Aluminium, Copper, Zinc and Iron ore operations in India, Australia and Zambia, and a subsidiary of Vedanta group flagship company, Sterlite Industries (India) Limited. SEL was established to develop, construct and operate power plants and seeks to become one of Indias leading commercial power generation companies. SEL is well positioned to capitalize on Indias economic growth, power deficit and large coal reserves to develop a commercial power generation business. It shall benefit from Vedanta groups experienced and focused management with strong project execution skills, experience in building and operating captive power plants, substantial experience in mining activities and the capacity to finance world-class projects. Various objectives of Sterlite group regarding HZL are: To make Chanderiya Smelter, Rampura Agucha mines known for its world class operations. To make Zawar mines, RDM, ZSP and ZSV internationally competitive HINDUSTAN ZINC LTD. PROFILE Hindustan Zinc Limited (HZL) is one of Indias leading Zinc-lead producers and exceptional in its extent of its technology coupled with vertical integration in other non-ferrous metals. Hindustan Zinc Limited was incorporated from the erstwhile Metal Corporation of India on 10th January 1966 as a Public Sector Undertaking. Hindustan Zinc is a vertically integrated company with mining and smelting operations located mainly in the State of Rajasthan and in the State of Andhra Pradesh. Hindustan Zinc is Indias only integrated producer of Zinc and Lead and is among the worlds leading integrated Zinc and Lead producers. Its metal production capacity is currently 754000 tones per annum. The smelters are situated at Chanderia, Debari and Visakhapatnam .The mines are situated at Zawar, Dariba and Rampura Agucha VISION OF HZL To be a world-class zinc company, creating value, leveraging mineral resources and related core competencies. MISSION OF HZL Be a lowest cost zinc producer on a global scale, maintaining market leadership One million tones zinc-lead metal capacity by 2010 Be innovative, customer oriented and eco-friendly, maximizing stake-holder value Introduction to Quality Circle A Quality Circle is a small group in which people who work in the first line work place, continually improve and maintain the quality of products, services, job. This small group promotes the activity in such a way as to autonomously administer it, utilize the QC concept and technique and others, display creativity and make self development and mutual development. This activity intent to: †¢Develop workers capability; perform the self-actualization for QC Circle members, make the work place full of brightness and vitality. †¢Enhance customer satisfaction and make a social contribution. The executives and the mangers in order to make QC Circle activities successful, contribute to improving the enterprises, constitute and implement company wide TQM or similar one by themselves. Facilitate the environment for the activity and continually, conduct appropriate guidance and support based on the respect for humanity, aiming at the participation by everybody and positioning the activity as important for human resources development and work place utilization Quality Circles Functioning: A typical quality circle consists of 5 to 10 members from the same working area. A leader is either elected by the members or the senior most people assumes the leaders role. The quality circle meets once every week, usually outside working hours. The meeting lasts for half hour to one hour. The quality circle is assisted by a facilitator or a coordinator, who is from the executive cadre. The facilitator helps in ensuring that the requirements for the quality circle meetings are met. He also is the contact between the quality circles and the senior management. In many cases, the facilitator helps the team in case they face difficult in solving a problem. MANAGEMENT ACTION FOR SUCCESSFUL IMPLEMENTAION OF QUALITY CIRCLE CONCEPT FORMATION OF APEX LEVEL STEERING COMMITTEE. ABOVE COMMITTEE WILL DECIDE TO FORM ZONE WISE STEERING COMMITTEE (TWO TO FIVE SUCH COMMITTEES MAY BE FORMED DEPENDING UPON ORGANISATIONAL SET UP). NOMINATE ZONE CHAIRPERSON FOR EACH ZONE. ZONE CO-ORDINATOR AND OVER ALL CHIEF CO-ORDINATOR. DECIDE DATE/DAY OF MONTHLY AREA STEERING COMMITTEE MEETING. APEX LEVEL STEERING COMMITTEE MEETING MAY BE HELD BI-MONTHLY. PROPOSED AGENDA MAY BE: ADOPTION/FOLLOW-UP OF PREVIOUS MEETING MINUTES. IN APEX LEVEL STEERING COMMITTEE CHAIRED BY HEAD OF PLANT, CHAIRMEN OF AREA STEERING COMMITTEE WILL PRESENT THE STATUS OF QUALITY CIRCLES STATUS IN THEIR RESPECTIVE AREAS. STATUS OF CIRCLE ACTIVITIES IN EACH ZONE FOLLOWED BY IMPLEMENTATION STATUS OF APPROVED PROJECTS. TRAINING PROGRAMME/REFRESHER PROGRAMME STATUS. PROJECT FOR APPROVAL ANY OTHER POINTS IN CASE OF â€Å"PROJECTS FOR APPROVAL† CIRCLE WILL PRESENT ONE BY ONE. THEY WILL SIMPLY EXLAIN THE PROJECT TAKEN, HOW THEY HAVE SOLVED AND GAINS (WITH IN 5 TO 7 MINUTES). A GROUP OF NOMINATED EXECUTIVES WILL AUDIT THE SAME AT WORK PLACE. THEY WILL ASK FEW QUESTIONS TO THE EMPLOYEES OF THAT AREA TO ENCOURAGE THEM. PROJECT MAY BE APPROVED AFTER SEEING THE IMPLEMENTATION STATUS, IF NO FURTHER MODIFICATION IS REQUIRED. IF PROJECT IS APPROVED, THIS SHOULD BE PRESENTED IN PROPER WAY. A TOKEN GIFT MAY BE GIVEN TO EACH MEMBER INCLUDING FACILITATOR/ DY. FACILITATOR. THIS GIFT MAY BE RESTRICTED TO THOSE WHO HAVE ATTENDED 60% OR MORE MEETINGS HELD FOR THIS PROJECT DURATION. THIS WILL ENCOURAGE THE MEMBER TO ATTEND MAXIMUM NUMBER OF MEETINGS. AFTER APPROVAL OF THE PROJECT, STEERING COMMITTEE OF THAT ZONE WILL ASK THE HOD OF THAT ZONE, TO MAKE TENTATIVE PLANNING OF IMPLEMENTAION OF PROJECTS IN TOTALITY. EVALUATION OF EACH AREA AND BEST CIRCLE IN EACH AREA MAY BE DONE EVERY SIX MONTHS VIZ. JANUARY TO JUNE AND JULY TO DECEMBER OF EACH YEAR AS PER PRE FIXED CRITERIA. A RUNNING SHIELD TO BEST, AREA AND PRIZES TO BEST CIRCLE IN EACH AREA MAY BE GIVEN ON THE BASIS OF SIX MONTHLY EVALUATION ON 15TH AUGUST AND 26TH JANUARY RESPECTIVELY. QC MELA, QUIZ COMPETITION, KAVI SAMMELAN, POSTER/ESSAY/SLOGAN/POEM COMPETITION ETC. MAY BE ORANISED BY QUALITY CIRCLE INITIATIVE TRAINING/ REFRESHER PROGRAMME, FACILITATORS MEET, LEADERS MEET ETC. MAY BE ORGANISED AT REGULAR INTERVAL. TO CREATE QUALITY CIRCLE ENVIRONMENT, TRY TO ENCOURAGE QC IN HOME, COLONY, HOSPITAL, SCHOOL TEACHER, STUDENT ETC. SURRONDING VILLAGES MAY BE TAKEN TO IMPLEMENT QC CONCEPT IN VILLAGES Quality Circle Policy at Hindustan Zinc Limited Introduction: This policy provides objectives of the Companys Quality Circle Program and outlines a broad framework for operations of quality circles in the company for its continuity and consistency amongst the units. It provides the strategic direction for the efforts to achieve sustainable operations of quality circles in the company and qualitative aspects embedded in the companys vision and mission statements. It incorporates the basic approach of quality circles concept appropriately to improve the work culture. Objectives: The quality circles will have the following objectives: To enhance employees job satisfaction and belongingness. To provide an effective platform to the employees to contribute through their ideas knowledge in a healthy environment so as to use their full potential. To promote team work and improve communication at all levels. To develop problem solving analytical approach at shop floor to solve day to day problems. To improve work culture through reduced waste and enhanced quality and productivity. To further expand employee development through education and awareness. The Set Up: QC BASICS Quality circles will have four to eight workmen of same work area involved in doing similar kind of activities as members. They will meet as per schedule preferably at least once in 21 days, and identify, select, prioritise the problems. Analyze the causes of problems after discussions in the meetings and then make recommendations of solutions through discussions a nd /or brif Presentations. The QC members will then work together to implement the approved solutions in their work area would be facilitated by the management wherever necessary. Role of QC Leader The leader of the QC will be chosen from the group by the group members only. QC can have different leaders for different problems. The leaders of the QCs will be given necessary inputs by the shop flor facilitator so the leader becomes competent enough to take responsibility for the operation of the QC and can explain proper uses of QC techniques to the circle members. The leader should ensure that the meetings are held as per schedule and a report of each QC meeting is made covering all aspects. Role of Facilitator An executive of shop floor will facilitate each QC.This executive The Facilitator will be responsible in following ways: Be primarily an advisor to the QC of his department /Section/Sub Section. Be active and helpful to the extent the group wants his involvement and keep him informed through interactions / reports of the QC meetings etc. Constantly promote encourage the circle concept extend all facilities to QCs for organizing meeting as per schedule. These facilities will include meeting place, stationary other material for arranging presentations. Maintain liaison, contacts and provide feedback on requests in a timely manner towards ‘Solutions-implementation. Educate encourage other employees of the area to join the QCs /Form new QC. Role of Convenor For overall coordination facilitating jobs at unit level, the HOD of Unit I.E. Dept. will act as the UNIT convenor (s) to expedite the coordination process. He will be responsible for: Smooth and uninterrupted operations of Unit Quality Circle Program. Education / Training to facilitators, Leaders and Members. Coordinating circle operations by acting as an interface between facilitators /circles and Unit Steering Committee Unit Management. Providing feedback to steering Committee and extend help as and when required by the facilitators/circles. Maintaining records of all QCs of the unit based on QC meeting. Helping facilitators /HODs in evaluation of QC performance. Organizing Units Annual QC Convention preferably in the quality month i.e. November and declaration of the best quality circles of the year. Attending circle meetings occasionally and organizing QC leader meetings periodically. Coordinating with Convenor of Corporate QC Steering Group.(CQCSG) Sending a monthly report to the convenor of CQCSG i.e. HOD of Corporate IE Department Corporate office giving all the details regarding Unit Quality Circle operations .The details will include number of QCs ,their strength ,meeting frequency ,areas identified / approved for analysis, Q.C. Techniques employed, presentations made, No. of improvements effected their brief details ,designation of Sr. Level Officers of the unit who extended visible support ,the evaluation sheets of QCs performance etc. Unit Steering Group (USG) USG will be chaired by Unit Head and will consist of HODs of major functions of the unit viz. production, maintenance, personnel, accounts, stores etc. USG will be responsible in conformance to units operational requirements consistent with broad guidelines of QC Policy. USG shall provide guidance direction to QC program within the unit. USG will also publicize the circle activities /achievements within outside the unit .Their objective will be to promote QCs in all areas of the unit. The members of the group will show their visible support by attending meetings regularly with the facilitators and the circle members for encouragement advises. They will also allocate higher priority for attending presentation of quality circles as when requested. CQCSG: Corporate support to all QC activities in the Units would be extended through a Corporate QC Steering Group. The Operative Framework: The membership of the circles will be open to all workmen on voluntary basis QC members will work in coordinated team manner to accomplish the activities taken on their own initiative by sharing responsibilities among themselves. QC members will identify, select, prioritize and analyze the problems. QC members will participate in all QC activities including presentation set for other fellow workmen to emulate. QC members will be in constant touch with the facilitator. QC members will set up schedules for meetings and presentations within the framework of known company work loads in consultation with the facilitator send minutes of meetings promptly to the Unit Convenor with a copy to the facilitator. The circle will maintain continuous communication amongst all members. QC members will present the identified problems along-with alternative solutions to management for acceptance. QC members will pursue to implement the solutions of the problems as approved by management. QC members will make presentation on the progress of implemented solutions to management. Circles will not address the following subjects: Employees Complaints Personal Grievances Personality related issues Role of Unit Steering Group: USG may participate in circles actions and will address to circles requests. USG will also support all implementation activities. USG may also suggest problems to the quality circles for further exploration. USG will encourage formation of quality circles on other areas of the unit. Performance Evaluation: The performance of each quality circle will be evaluated based on following guidelines: Evaluation Period: 1 Year Parameters Weightage % (a) No. of Meetings (Frequency at least once 15(Maximum 17 in 21 days) meetings in a year) Attendance of members 15 (in percentage) Regular submission of minutes of 10 meetings/reports to Unit Convenor No. of new problems identified and their 10 selection process Analysis ,effective use of QC tools, 10 workload distribution among the members Quality of solved problems with respect to 10 potential of the groups (g) No. of solutions implemented 10 (h) No. of presentations made, quality of 20 presentation, participation of members special features in the presentation. Comparison among circles will be done on the basis of the marks scored by different QCs of the unit. Recognition Facilitations Aspects: The efforts of circles attract non -financial awards only which could be in terms of recognition /publicity and the others as outlined below: i) At the time of formation registration of quality circles: Inauguration of QC by Unit Head. Introduction of QC members to Unit Head in presence of their Departmental Head. Displaying the details of newly formed QC on all notice boards of the Unit. Provision of stationary (writing pad, pen/pencil) to QC members. ii) After 10 meetings or completing at least one useful project whichever is later inviting QC members with spouse on a ‘tea† by HOD. iii) After 1st presentation to HOD of Respective Department, a certificate would be given to all QC members on a tea-get-together of the department. iv) Presentation of selected QCs to Unit Head in presence of all QCS of the unit where certificates shall be awarded to circle members signed by Convenor chairman of USG together. v) Honour at important occasions where QC member could be invited with the spouse. vi) QC page will be included in monthly departmental and unit report giving highlights of implemented solutions. vii) After annual performance review of QCs in the unit publication of details of completed projects by QC members with their photographs for circulation in all the units of HZL. viii) Two best QCs will be selected in the unit convention after 1 year of their operations based on performance criteria will be awarded accordingly (Preferably in quality month i.e. November). ix) Awarding QCFI membership to members of best two circles judged by evaluation committee constituted by Unit Steering Group Subject to eligibility. x) Sending Units best two QCs to other units for presentation on some important occasion of the unit. xi) Recognition to QCs standing 1st or 2nd in Unit consecutively for two years by CQCSG. xii) Best quality circle judged by CQCSG at Corporate level matching with corporate image be considered for sending for participation in national competition organized by QCFI when the opportunity comes. Introduction to Competency Mapping In the modern competitive world, business managers are required to improve the efficiency and effectiveness of the business operations. As there are several factors that affect efficiency and effectiveness of operations the improvement is required to be carried out in every factor. These factors are required to bring every factor in synchronization with other factors. To improve synchronization between different elements is an important approach to improve effectiveness and efficiency of the operations. Manpower, technical and managerial abilities are the most important resource of any organization .The most important resource is the most difficult to manage as no two persons are similar. Every person has different Qualities, attitude, motives, personality traits, skills, knowledge etc. which has effect on their performance at work. Organizations in order to facilitate excellence in the performance of the people in the organization are required to identify the right person for every job. This matching between jobs and people is an important avenue for organizational improvement efforts. HR professional are entrusted with the responsibility for selection, training and development, administration deployment support, performance appraisal and performance diagnostics of the employees. The most important part of these responsibilities is assessment of the individuals for their superiority for different functional tasks, and development of their potential to be effective and excel in the assigned tasks. Currently most of the organizations are using personal interview, written tests and group discussion for the purpose of assessment. These approaches were mostly based on personality tests/psychometric tests. These tests have improved assessment of candidates but still the reliability of the results is not adequate to forecast effectiveness of the selected candidate for the job. Research conducted by Industrial and organizational psychologists have found that effectiveness of a person to carry out a job depends not only on single or isolated factors but on set of many different factors. Such set of factors that help the possessor to be effective in a particular job is termed as competency for that particular job is termed as competency for that particular job. HR function entrusted with the responsibility of finding right person for every job and development of the employed person to do the assigned job effectively, have found competency mapping assessment as a very effective tool. Definition: Competency mapping is the process of identification of the competencies required to perform successfully a given job or role or a set of tasks at a given point of time. It consists of breaking a given role or job into its constituent tasks or activities and identifying the competencies (technical, managerial, behavioral, conceptual knowledge, an attitudes, skills, etc.) needed to perform the same successfully. Competency assessment is the assessment of the extent to which a given individual or a set of individuals possess these competencies required by a given role or set of roles or levels of roles. Assessment centers use multiple methods and multiple assessors to assess the competencies of a given individual or a group of individuals. In order to enhance objectivity they use trained assessors and multiple methods including psych Quality Circle Activities at Hindustan Zinc Lilmited Quality Circle Activities at Hindustan Zinc Lilmited A PROJECT ON VALIDATING â€Å"COMPETENCY MAPPING† FOR ATTAINING THE BEST â€Å"QUALITY CIRCLE PRACTICES† AT HZL Executive Summary Successful quality circles offer a wide variety of benefits for businesses. They talk about the perceptions as well as employees awareness, increase managements awareness of employee ideas, as well as employee awareness of the need for innovation within the company. Adding on, quality circles can improve a businesss competitiveness by reducing costs, improving quality, and promoting innovation.HZL with the above motives, implemented the Quality Circles. The Quality Circles lead t self development, mutual development, quality improvement , cost reduction, waste reduction, productivity improvement, improvement in safety, job satisfaction , problem solving opportunities, people involvement and participation in team building. But, at present the Quality Circles are not able reciprocate the same. Therefore the present study aims at two basic objectives Phase I: To understand the Quality Circle activities at Hindustan Zinc Lilmited. To understand the perceptions of the Quality Circles facilitators and leaders in respect to the formation of the of the Quality Circles So the quality circles being not up to the mark ,the project aims to streamline the Quality Circle activities at Debari and to provide impetus so that the members get onto self-motivated mode. Further, to facilitate the environment for the activities and conduct appropriate guidance structures at Hindustan Zinc Limited .There must be support based on the respect of humanity, aiming at participation by everybody .Also, to develop capabilities and capacities of the Quality Circle members and to make the work place full of vitality. Phase II: The second phase explored Competency Mapping of the employees.Competency plays an important role in shaping up the perceptions of the employees.It is basically a measure to avoid making the mistake of hiring a round peg for a square hole. One of the underlying principles of Competency Mapping is finding the right person for the right job (specially the Facilitators of the quality circles). After the detailed study on reasons behind the non effectiveness of Quality Circles, Competency Mapping Study was taken up. The facilitators competencies were taken into account for the same. An effort was taken up to relate the individual competencies to the competencies required for the best Quality Circle Practices at HZL. Identifying, assessing and linking people competency with the Quality Circle competency from the core mapping. Competency Mapping is a process of identifying key competencies for a particular position in an organization. Therefore, the executives opinion about the competencies required for the Quality Circles was taken into account. The relevance and role of HR Managers is going through a flux. The new generation HR Manager attempts to link their individual competency with those set of competencies, which make them successful in their leadership role. In the present study, executives from various departments were selected randomly and were included in the sample. Questionnaires were filled by only those executives who had a free will. The find outcome of this project is in the development of a suggested framework to unable them to bridge the gap between the prevalent and required set of competencies. Hindustan Zinc Smelter (Debari) at present is not making use of the Competency Mappi ng tool. Therefore the executives were made aware of this tool of HR and to make them know the benefits of Competency Mapping as a tool to help their growth in an organization. Various formats to get the Quality Circles get streamlined are also suggested which include Evaluation Criteria, Format for the meetings and the minutes ,Introduction for of the commandments of QCs, relating awards and recognition to the same. As a result the company organized a Quality Circle gathering with a lunch in which a briefing for the Quality Circles was again given ,besides bags to all the quality circle members were given so as to give them recognition by differentiating them from the non members. Certificate From Industry Guide Certificate From Faculty Guide This is to certify that, Ms Arushi Chauhan from MBA (HR) class of 2009 is a Bonafide student of Amity Business School, Amity University Uttar Pradesh and is presently pursuing a Post Graduate Programme in Management. Under my guidance, she has submitted her project titled â€Å"Validating Competency Mapping for Attaining Best Quality Circle Practices at HZL†, in partial fulfillment of the requirement for the summer internship project from Hindustan Zinc Limited, Udaipur, from May 1, 2008 to June 30, 2008 during the Post Graduate Programme in Management. This report has not been previously submitted as part of another degree or diploma of another business school or university. (Date July 24, 2008) Dr. R. Sujatha Senior Faculty (HR) Amity Business School CHAPTER: 1 INTRODUCTION Company Profile Introduction to Quality Circles Competency Mapping Objective Rationale COMPANY PROFILE VEDANTA GROUP Welcome To The Vedanta Group Vedanta an over US $ 8.2 billion, Vedanta Resources plc (â€Å"Vedanta†) is a London listed FTSE 100 diversified metals and mining major. The group produces aluminium, copper, zinc, lead and iron ore and also commercial energy. Vedanta has operations in India, Zambia and Australia and a strong organic growth pipeline of projects. With an empowered talent pool of 30,000 employees globally, Vedanta places strong emphasis on partnering with all its stakeholders based on the core values of entrepreneurship, excellence, trust, inclusiveness and growth. Chairman Mr. Anil Agarwal Deputy Chairman Mr. Navin Agarwal Chief Executive Officer Mr. Kuldeep Kumar Kaura Vedanta Group is a well established name in the corporate world. Vedanta has a strong track record in managing operations and improving costs and output. Its zinc and copper operations rank in the top quartile of global cost efficiency. Its principal operations are located in India, where they have a major market share in each of their main metals: aluminum, copper, zinc and lead. There are also substantial copper operations in Zambia and a copper mine in Australia. Vedanta Resources plc was listed in London in December 2003. At the time of listing, Vedanta set out a carefully structured strategy, to which the board and management remain committed. The group comprises three major businesses: Aluminium comprising bauxite mining, alumina refining aluminium smelting operations in India. Copper comprising smelting refining operations in India, copper ore mining in Australia, an integrated copper production in Zambia. Zinc comprising zinc-lead mining smelting operations in India. Sterlite Industries is an important segment of Vedanta Group. Sterlite Industries (India) Limited was  acquired in 1986, bringing together several metal related activities managed by the Agarwal family.   In 2001 it acquired a 26% stake in Hindustan Zinc Ltd., an integrated zinc and lead producer, from the Government of India and a further 20% through a compulsory open market offer. Vedanta is successfully operating in India in collaboration with Hindustan Zinc Ltd (HZL). The Zinc business of Vedanta is managed within Hindustan Zinc Limited.   HZL is Indias only integrated Zinc Company, operating from mine to finished metal and supplied around 80% of Indias zinc requirements in 2007-08. Vedanta Resources Plc A Snapshot National presence Hindustan Zinc Limited (HZL) Sterlite Industries (India) Ltd (SIIL) Bharat Aluminium Company Ltd (BALCO) The Madras Aluminium Company Ltd (MALCO) Vedanta Aluminium Ltd. (VAL) Lanjigarh Sesa Goa Limited Sterlite Energy Limited 2) Global presence Copper Mines of Tasmania, Tasmania Konkola Copper Mines, Zambia 3) Sterlite Group has also strong presence in Optical cables business through Sterlite Optical Technologies Ltd. (a non Vedanta Company) 4) A leading producer of key commodities in India FY2007-08 Group turnover : US $ 8,203 million FY2007-08 Group EBITDA : US $ 3,010 million $7.5 billion investment programme. First phase of $2.2 billion completed on time and within budget. The next phase of $5.3 billion under implementation and on schedule. STERLITE INDUSTRIES Sterlite Energy Limited (SEL) is a part of Vedanta Resources plc , a London listed metals and mining major with Aluminium, Copper, Zinc and Iron ore operations in India, Australia and Zambia, and a subsidiary of Vedanta group flagship company, Sterlite Industries (India) Limited. SEL was established to develop, construct and operate power plants and seeks to become one of Indias leading commercial power generation companies. SEL is well positioned to capitalize on Indias economic growth, power deficit and large coal reserves to develop a commercial power generation business. It shall benefit from Vedanta groups experienced and focused management with strong project execution skills, experience in building and operating captive power plants, substantial experience in mining activities and the capacity to finance world-class projects. Various objectives of Sterlite group regarding HZL are: To make Chanderiya Smelter, Rampura Agucha mines known for its world class operations. To make Zawar mines, RDM, ZSP and ZSV internationally competitive HINDUSTAN ZINC LTD. PROFILE Hindustan Zinc Limited (HZL) is one of Indias leading Zinc-lead producers and exceptional in its extent of its technology coupled with vertical integration in other non-ferrous metals. Hindustan Zinc Limited was incorporated from the erstwhile Metal Corporation of India on 10th January 1966 as a Public Sector Undertaking. Hindustan Zinc is a vertically integrated company with mining and smelting operations located mainly in the State of Rajasthan and in the State of Andhra Pradesh. Hindustan Zinc is Indias only integrated producer of Zinc and Lead and is among the worlds leading integrated Zinc and Lead producers. Its metal production capacity is currently 754000 tones per annum. The smelters are situated at Chanderia, Debari and Visakhapatnam .The mines are situated at Zawar, Dariba and Rampura Agucha VISION OF HZL To be a world-class zinc company, creating value, leveraging mineral resources and related core competencies. MISSION OF HZL Be a lowest cost zinc producer on a global scale, maintaining market leadership One million tones zinc-lead metal capacity by 2010 Be innovative, customer oriented and eco-friendly, maximizing stake-holder value Introduction to Quality Circle A Quality Circle is a small group in which people who work in the first line work place, continually improve and maintain the quality of products, services, job. This small group promotes the activity in such a way as to autonomously administer it, utilize the QC concept and technique and others, display creativity and make self development and mutual development. This activity intent to: †¢Develop workers capability; perform the self-actualization for QC Circle members, make the work place full of brightness and vitality. †¢Enhance customer satisfaction and make a social contribution. The executives and the mangers in order to make QC Circle activities successful, contribute to improving the enterprises, constitute and implement company wide TQM or similar one by themselves. Facilitate the environment for the activity and continually, conduct appropriate guidance and support based on the respect for humanity, aiming at the participation by everybody and positioning the activity as important for human resources development and work place utilization Quality Circles Functioning: A typical quality circle consists of 5 to 10 members from the same working area. A leader is either elected by the members or the senior most people assumes the leaders role. The quality circle meets once every week, usually outside working hours. The meeting lasts for half hour to one hour. The quality circle is assisted by a facilitator or a coordinator, who is from the executive cadre. The facilitator helps in ensuring that the requirements for the quality circle meetings are met. He also is the contact between the quality circles and the senior management. In many cases, the facilitator helps the team in case they face difficult in solving a problem. MANAGEMENT ACTION FOR SUCCESSFUL IMPLEMENTAION OF QUALITY CIRCLE CONCEPT FORMATION OF APEX LEVEL STEERING COMMITTEE. ABOVE COMMITTEE WILL DECIDE TO FORM ZONE WISE STEERING COMMITTEE (TWO TO FIVE SUCH COMMITTEES MAY BE FORMED DEPENDING UPON ORGANISATIONAL SET UP). NOMINATE ZONE CHAIRPERSON FOR EACH ZONE. ZONE CO-ORDINATOR AND OVER ALL CHIEF CO-ORDINATOR. DECIDE DATE/DAY OF MONTHLY AREA STEERING COMMITTEE MEETING. APEX LEVEL STEERING COMMITTEE MEETING MAY BE HELD BI-MONTHLY. PROPOSED AGENDA MAY BE: ADOPTION/FOLLOW-UP OF PREVIOUS MEETING MINUTES. IN APEX LEVEL STEERING COMMITTEE CHAIRED BY HEAD OF PLANT, CHAIRMEN OF AREA STEERING COMMITTEE WILL PRESENT THE STATUS OF QUALITY CIRCLES STATUS IN THEIR RESPECTIVE AREAS. STATUS OF CIRCLE ACTIVITIES IN EACH ZONE FOLLOWED BY IMPLEMENTATION STATUS OF APPROVED PROJECTS. TRAINING PROGRAMME/REFRESHER PROGRAMME STATUS. PROJECT FOR APPROVAL ANY OTHER POINTS IN CASE OF â€Å"PROJECTS FOR APPROVAL† CIRCLE WILL PRESENT ONE BY ONE. THEY WILL SIMPLY EXLAIN THE PROJECT TAKEN, HOW THEY HAVE SOLVED AND GAINS (WITH IN 5 TO 7 MINUTES). A GROUP OF NOMINATED EXECUTIVES WILL AUDIT THE SAME AT WORK PLACE. THEY WILL ASK FEW QUESTIONS TO THE EMPLOYEES OF THAT AREA TO ENCOURAGE THEM. PROJECT MAY BE APPROVED AFTER SEEING THE IMPLEMENTATION STATUS, IF NO FURTHER MODIFICATION IS REQUIRED. IF PROJECT IS APPROVED, THIS SHOULD BE PRESENTED IN PROPER WAY. A TOKEN GIFT MAY BE GIVEN TO EACH MEMBER INCLUDING FACILITATOR/ DY. FACILITATOR. THIS GIFT MAY BE RESTRICTED TO THOSE WHO HAVE ATTENDED 60% OR MORE MEETINGS HELD FOR THIS PROJECT DURATION. THIS WILL ENCOURAGE THE MEMBER TO ATTEND MAXIMUM NUMBER OF MEETINGS. AFTER APPROVAL OF THE PROJECT, STEERING COMMITTEE OF THAT ZONE WILL ASK THE HOD OF THAT ZONE, TO MAKE TENTATIVE PLANNING OF IMPLEMENTAION OF PROJECTS IN TOTALITY. EVALUATION OF EACH AREA AND BEST CIRCLE IN EACH AREA MAY BE DONE EVERY SIX MONTHS VIZ. JANUARY TO JUNE AND JULY TO DECEMBER OF EACH YEAR AS PER PRE FIXED CRITERIA. A RUNNING SHIELD TO BEST, AREA AND PRIZES TO BEST CIRCLE IN EACH AREA MAY BE GIVEN ON THE BASIS OF SIX MONTHLY EVALUATION ON 15TH AUGUST AND 26TH JANUARY RESPECTIVELY. QC MELA, QUIZ COMPETITION, KAVI SAMMELAN, POSTER/ESSAY/SLOGAN/POEM COMPETITION ETC. MAY BE ORANISED BY QUALITY CIRCLE INITIATIVE TRAINING/ REFRESHER PROGRAMME, FACILITATORS MEET, LEADERS MEET ETC. MAY BE ORGANISED AT REGULAR INTERVAL. TO CREATE QUALITY CIRCLE ENVIRONMENT, TRY TO ENCOURAGE QC IN HOME, COLONY, HOSPITAL, SCHOOL TEACHER, STUDENT ETC. SURRONDING VILLAGES MAY BE TAKEN TO IMPLEMENT QC CONCEPT IN VILLAGES Quality Circle Policy at Hindustan Zinc Limited Introduction: This policy provides objectives of the Companys Quality Circle Program and outlines a broad framework for operations of quality circles in the company for its continuity and consistency amongst the units. It provides the strategic direction for the efforts to achieve sustainable operations of quality circles in the company and qualitative aspects embedded in the companys vision and mission statements. It incorporates the basic approach of quality circles concept appropriately to improve the work culture. Objectives: The quality circles will have the following objectives: To enhance employees job satisfaction and belongingness. To provide an effective platform to the employees to contribute through their ideas knowledge in a healthy environment so as to use their full potential. To promote team work and improve communication at all levels. To develop problem solving analytical approach at shop floor to solve day to day problems. To improve work culture through reduced waste and enhanced quality and productivity. To further expand employee development through education and awareness. The Set Up: QC BASICS Quality circles will have four to eight workmen of same work area involved in doing similar kind of activities as members. They will meet as per schedule preferably at least once in 21 days, and identify, select, prioritise the problems. Analyze the causes of problems after discussions in the meetings and then make recommendations of solutions through discussions a nd /or brif Presentations. The QC members will then work together to implement the approved solutions in their work area would be facilitated by the management wherever necessary. Role of QC Leader The leader of the QC will be chosen from the group by the group members only. QC can have different leaders for different problems. The leaders of the QCs will be given necessary inputs by the shop flor facilitator so the leader becomes competent enough to take responsibility for the operation of the QC and can explain proper uses of QC techniques to the circle members. The leader should ensure that the meetings are held as per schedule and a report of each QC meeting is made covering all aspects. Role of Facilitator An executive of shop floor will facilitate each QC.This executive The Facilitator will be responsible in following ways: Be primarily an advisor to the QC of his department /Section/Sub Section. Be active and helpful to the extent the group wants his involvement and keep him informed through interactions / reports of the QC meetings etc. Constantly promote encourage the circle concept extend all facilities to QCs for organizing meeting as per schedule. These facilities will include meeting place, stationary other material for arranging presentations. Maintain liaison, contacts and provide feedback on requests in a timely manner towards ‘Solutions-implementation. Educate encourage other employees of the area to join the QCs /Form new QC. Role of Convenor For overall coordination facilitating jobs at unit level, the HOD of Unit I.E. Dept. will act as the UNIT convenor (s) to expedite the coordination process. He will be responsible for: Smooth and uninterrupted operations of Unit Quality Circle Program. Education / Training to facilitators, Leaders and Members. Coordinating circle operations by acting as an interface between facilitators /circles and Unit Steering Committee Unit Management. Providing feedback to steering Committee and extend help as and when required by the facilitators/circles. Maintaining records of all QCs of the unit based on QC meeting. Helping facilitators /HODs in evaluation of QC performance. Organizing Units Annual QC Convention preferably in the quality month i.e. November and declaration of the best quality circles of the year. Attending circle meetings occasionally and organizing QC leader meetings periodically. Coordinating with Convenor of Corporate QC Steering Group.(CQCSG) Sending a monthly report to the convenor of CQCSG i.e. HOD of Corporate IE Department Corporate office giving all the details regarding Unit Quality Circle operations .The details will include number of QCs ,their strength ,meeting frequency ,areas identified / approved for analysis, Q.C. Techniques employed, presentations made, No. of improvements effected their brief details ,designation of Sr. Level Officers of the unit who extended visible support ,the evaluation sheets of QCs performance etc. Unit Steering Group (USG) USG will be chaired by Unit Head and will consist of HODs of major functions of the unit viz. production, maintenance, personnel, accounts, stores etc. USG will be responsible in conformance to units operational requirements consistent with broad guidelines of QC Policy. USG shall provide guidance direction to QC program within the unit. USG will also publicize the circle activities /achievements within outside the unit .Their objective will be to promote QCs in all areas of the unit. The members of the group will show their visible support by attending meetings regularly with the facilitators and the circle members for encouragement advises. They will also allocate higher priority for attending presentation of quality circles as when requested. CQCSG: Corporate support to all QC activities in the Units would be extended through a Corporate QC Steering Group. The Operative Framework: The membership of the circles will be open to all workmen on voluntary basis QC members will work in coordinated team manner to accomplish the activities taken on their own initiative by sharing responsibilities among themselves. QC members will identify, select, prioritize and analyze the problems. QC members will participate in all QC activities including presentation set for other fellow workmen to emulate. QC members will be in constant touch with the facilitator. QC members will set up schedules for meetings and presentations within the framework of known company work loads in consultation with the facilitator send minutes of meetings promptly to the Unit Convenor with a copy to the facilitator. The circle will maintain continuous communication amongst all members. QC members will present the identified problems along-with alternative solutions to management for acceptance. QC members will pursue to implement the solutions of the problems as approved by management. QC members will make presentation on the progress of implemented solutions to management. Circles will not address the following subjects: Employees Complaints Personal Grievances Personality related issues Role of Unit Steering Group: USG may participate in circles actions and will address to circles requests. USG will also support all implementation activities. USG may also suggest problems to the quality circles for further exploration. USG will encourage formation of quality circles on other areas of the unit. Performance Evaluation: The performance of each quality circle will be evaluated based on following guidelines: Evaluation Period: 1 Year Parameters Weightage % (a) No. of Meetings (Frequency at least once 15(Maximum 17 in 21 days) meetings in a year) Attendance of members 15 (in percentage) Regular submission of minutes of 10 meetings/reports to Unit Convenor No. of new problems identified and their 10 selection process Analysis ,effective use of QC tools, 10 workload distribution among the members Quality of solved problems with respect to 10 potential of the groups (g) No. of solutions implemented 10 (h) No. of presentations made, quality of 20 presentation, participation of members special features in the presentation. Comparison among circles will be done on the basis of the marks scored by different QCs of the unit. Recognition Facilitations Aspects: The efforts of circles attract non -financial awards only which could be in terms of recognition /publicity and the others as outlined below: i) At the time of formation registration of quality circles: Inauguration of QC by Unit Head. Introduction of QC members to Unit Head in presence of their Departmental Head. Displaying the details of newly formed QC on all notice boards of the Unit. Provision of stationary (writing pad, pen/pencil) to QC members. ii) After 10 meetings or completing at least one useful project whichever is later inviting QC members with spouse on a ‘tea† by HOD. iii) After 1st presentation to HOD of Respective Department, a certificate would be given to all QC members on a tea-get-together of the department. iv) Presentation of selected QCs to Unit Head in presence of all QCS of the unit where certificates shall be awarded to circle members signed by Convenor chairman of USG together. v) Honour at important occasions where QC member could be invited with the spouse. vi) QC page will be included in monthly departmental and unit report giving highlights of implemented solutions. vii) After annual performance review of QCs in the unit publication of details of completed projects by QC members with their photographs for circulation in all the units of HZL. viii) Two best QCs will be selected in the unit convention after 1 year of their operations based on performance criteria will be awarded accordingly (Preferably in quality month i.e. November). ix) Awarding QCFI membership to members of best two circles judged by evaluation committee constituted by Unit Steering Group Subject to eligibility. x) Sending Units best two QCs to other units for presentation on some important occasion of the unit. xi) Recognition to QCs standing 1st or 2nd in Unit consecutively for two years by CQCSG. xii) Best quality circle judged by CQCSG at Corporate level matching with corporate image be considered for sending for participation in national competition organized by QCFI when the opportunity comes. Introduction to Competency Mapping In the modern competitive world, business managers are required to improve the efficiency and effectiveness of the business operations. As there are several factors that affect efficiency and effectiveness of operations the improvement is required to be carried out in every factor. These factors are required to bring every factor in synchronization with other factors. To improve synchronization between different elements is an important approach to improve effectiveness and efficiency of the operations. Manpower, technical and managerial abilities are the most important resource of any organization .The most important resource is the most difficult to manage as no two persons are similar. Every person has different Qualities, attitude, motives, personality traits, skills, knowledge etc. which has effect on their performance at work. Organizations in order to facilitate excellence in the performance of the people in the organization are required to identify the right person for every job. This matching between jobs and people is an important avenue for organizational improvement efforts. HR professional are entrusted with the responsibility for selection, training and development, administration deployment support, performance appraisal and performance diagnostics of the employees. The most important part of these responsibilities is assessment of the individuals for their superiority for different functional tasks, and development of their potential to be effective and excel in the assigned tasks. Currently most of the organizations are using personal interview, written tests and group discussion for the purpose of assessment. These approaches were mostly based on personality tests/psychometric tests. These tests have improved assessment of candidates but still the reliability of the results is not adequate to forecast effectiveness of the selected candidate for the job. Research conducted by Industrial and organizational psychologists have found that effectiveness of a person to carry out a job depends not only on single or isolated factors but on set of many different factors. Such set of factors that help the possessor to be effective in a particular job is termed as competency for that particular job is termed as competency for that particular job. HR function entrusted with the responsibility of finding right person for every job and development of the employed person to do the assigned job effectively, have found competency mapping assessment as a very effective tool. Definition: Competency mapping is the process of identification of the competencies required to perform successfully a given job or role or a set of tasks at a given point of time. It consists of breaking a given role or job into its constituent tasks or activities and identifying the competencies (technical, managerial, behavioral, conceptual knowledge, an attitudes, skills, etc.) needed to perform the same successfully. Competency assessment is the assessment of the extent to which a given individual or a set of individuals possess these competencies required by a given role or set of roles or levels of roles. Assessment centers use multiple methods and multiple assessors to assess the competencies of a given individual or a group of individuals. In order to enhance objectivity they use trained assessors and multiple methods including psych