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

Analysis of As You Like It by Daniel Maclise :: As You Like It Daniel Maclise Literature Essays

Analysis of As You Like It by Daniel Maclise During the time that France was divided into provinces (or dukedoms as they were called) there reigned in one of these provinces an usurper, who had deposed and banished his elder brother, the lawful duke. The duke, who was thus driven from his dominions, retired with a few faithful followers to the forest of Arden; and here the good duke lived with his loving friends, who had put themselves into a voluntary exile for his sake, while their land and revenues enriched the false usurper; and custom soon made the life of careless ease they led here more sweet to them than the pomp and uneasy splendour of a courtier's life. Here they lived like the old Robin Hood of England, and to this forest many noble youths daily resorted from the court, and did fleet the time carelessly, as they did who lived in the golden age. In the summer they lay along under the fine shade of the large forest trees, marking the playful sports of the wild deer; and so fond were they of these poor dappled fools, who seemed to be the native inhabitants of the forest, that it grieved them to be forced to kill them to supply themselves with venison for their food. When the cold winds of winter made the duke feel the cha nge of his adverse fortune, he would endure it patiently, and say: 'These chilling winds which blow upon my body are true counsellors; they do not flatter, but represent truly to me my condition; and though they bite sharply, their tooth is nothing like so keen as that of unkindness and ingratitude. I find that howsoever men speak against adversity, yet some sweet uses are to be extracted from it; like the jewel, precious for medicine, which is taken from the head of the -venomous and despised toad.' In this manner did the patient duke draw a useful moral from everything that he saw; and by the help of this moralizing turn, in that life of his, remote from public haunts, he could find tongues in trees, books in the running brooks, sermons in stones, and good in everything. The banished duke had an only daughter, named Rosalind, whom the usurper, duke Frederick, when he banished her father, still retained in his court as a companion for his own daughter Celia.

Involvement and Involvement Factors When Buying a Computer

You should first have an idea of the type of computer you want. You should plan to purchase your new computer so that you can get a good product life out of your computer. It will be very disheartening to purchase a brand new computer only for you to get a small use out of it. You should purchase a computer for two or three years out; due to the rapid changes in the technology field. The next step should include finding a good store to purchase from. A general rule to remember is that computers are much cheaper if you buy them versus leasing one. If you are tight on cash, you would be better off leasing, as a better alternative.If the store you purchased your new computer from is overall helpful and friendly, you can expect great things if you have questions about your new computer purchase in the future. You should decide whether you want a laptop or a desktop computer. Desktop computers are much cheaper than laptop computers, about twice as much cheaper for some brands. If you are a business person and are always on the go, you should consider the purchase of a laptop computer. If you are a stay at home parent, a desktop computer would best fit your lifestyle. You should always invest in a good monitor.Monitors with a 17 inch screen or less causes you to squint a bit. You can either choose from a flat panel monitor or a tube type monitor. Flat panels don’t have the best image quality as tube type monitors have. However, tube type monitors take up a lot of space. They also tend to get blurry when they age, while flat panels won’t corrupt when they age. Networking is what makes the computer fun. Another key factor that you should consider while purchasing a computer is your Ethernet cords. Be sure to purchase a computer with 10/100/1000 Ethernet jack; as it is preferred by most computer lobbyist.You should also enable encryption codes to keep other people from hacking into your wireless internet. Another key involvement factor would be purchasing a warranty for your new computer. Extended warranties just make perfect sense when purchasing a new electronic device. They are excellent for big retailers and you should be sure to know about the coverage on your warranty, what it covers and what it doesn’t cover. I think apple has complicated things for the average consumer. I don’t feel as if the website broke down all of the products and services down to a tee.

Ordinary Peasant in the Tokugawa Period Japan essays

Ordinary Peasant in the Tokugawa Period Japan essays The ordinary peasant in the Tokugawa period (1609-1868) observed many years of gradual change in their feudalistic society. When we consider the political, economic and social roles they have held within their society, we can see how vital the peasants were to the Tokugawa Shogunate. Peasants were everything from self sufficient farmers and pioneers of new and useful technology, to impoverished workers that would often suffer famines. Many times peasants would not even be able to support their own family because of heavy and unequal tax burdens imposed on them by the shogunate. Peasants were compared to sesame seeds by the shogunate finance magistrate The harder you squeeze them, the more you can extract from them (Furushima pp.495). In the Tokugawa period there was a system of centralized feudalism, which meant that the peasants had a subservience of vassal to lord, which all lands owned by the lord were in fief to the vassal working the land (Thatcher pp.326). The ordinary peasants in the Tokugawa period were generally not land owners so they would pay taxes to their daimyos, and the shogunate. Feudal lords or daimyos were responsible for implementing the tax laws upon the peasants. Taxes were often imbalanced when you compared the size and value of the peasants land. ...the farmers who owned the better lands often had more influence in the village assemblies that apportioned the tax levy. Thus, the burden of meeting the annual tax payments fell inequitably on the small-scale farmers (Furushima pp.498). The peasants were the largest source of tax revenue for the shogunate; as a result they were economically very important for the survival of the Tokugawa Shogunate. During the earlier years of the Tokugawa Shogunate peasants practiced self-sufficient farming, which meant that they would only grow enough crops to provide for themselves and their families. ...th...

Blind Date Vs Who wants to be a millionaire.

Blind Date Vs Who wants to be a millionaire. COMPARE THE OPENING SEQUENCES OF 'WHO WANTS TO BE A MILLIONAIRE' AND 'BLIND DATE'Game shows in today's society are becoming increasingly popular with the likes of 'Big Brother' taking the spotlight. Two of the most popular game shows today are 'Who wants to be a millionaire?' and 'Blind Date'. 'Who wants to be a millionaire' is a quiz show shown on ITV at 8. 00 p.m. weekends. The object is to try to win  £1000000, hence the name 'who wants to be a millionaire'. However, Blind Date is conducted in a very similar way to chat shows on ITV at 7:30 p.m. Saturdays.As the sequence is of a brand news series of Blind Date, the audience clearly notices new attraction-based features to the shows content. The CGI at the beginning has been updated, now showing heart-shaped images within each letter of the words 'Blind' and 'Date' proving to relate to the show.Fragment from the Australian version showing the c...It also seems a lot brighter and more colourful than previously. This was done inten tionally to portray a new freshened look for the show, as if it has been spring-cleaned, so looks cleaner, fresher and contains new content.However, the opening sequence begins with a medium/close -up shot of a woman in her mid-thirties. She is walking slowly and there is a spotlight behind her. The camera zooms out quickly and a big '?' is being shone onto the ground. There are lots of people looking at something that are slightly away from the camera and are walking towards it slowly. Lines of light (mainly purple and blue) appear across peoples faces and the shots are mainly close ups and medium shots of peoples faces however there is also the occasional long shot behind people where the audience catches a glimpse of what they...

Research Design Paper Essay Example | Topics and Well Written Essays - 1000 words

Research Design Paper - Essay Example The tangible evidences would incorporate the factual results obtained. The findings would be pertaining to situations such as the suicide terrorism cases after a specific duration. The research plan intends to show respect to all suggestions of the theories and through the appreciation of all arguments by the researches, no theory will manifest superiority aspect over the other. The dependent variables of the theories include the specific theoretical aspects that rely on other factors for existence and understanding. The independent variables outstand in every perspective and duration. The independent variables possess the potentiality of manifesting logics on their own means. The regime theory emanates within the international dealings drawn from the liberal customs stipulating that the international institutions or administration affect the behavior of states. The theory presumes that cooperation can result in the anarchic situations of countries since the regimes depict the intern ational circumstances of cooperation amongst the nations. The observable implication of the regime theory states that a state exists in its current position because of the policies employed. The Strategic Logic of Suicide Terrorism highlights on some of the vital aspects on the suicide terrorism. ... According to Pape who contributed mainly on the idea, Islamic community is not the cradle of the act but they might have borrowed the tradition from other communities. The evaluation of the suicide terrorism incorporated a comprehensive research that targeted all phases of existence such as the psychological, scientific and the social attributes. The final portion of the expected investigation incorporates the defense and the safety impasse. The phenomenon poses that both aspects of the country’s superiority in security and weaknesses in maintaining its safety can aggravate other nations. The research on defense and the security dilemma requires a distinct consideration and a comprehensive employment of critical insight in all perspectives. There should be a consideration regarding the main reasons that might trigger one nation against the other to criticize its security. There should be no perceptions and prior notions guiding the research because the basic purpose is to atta in the logics behind the act. The notions and cultures of dissimilar nations would be of the essence to research on because the compromises of every country’s security accompany intentions. There are nations that would target their interests through other countries. There should be a vivid understanding in the fact that every war or attach that may lead to alteration of countries’ thoughts and relations possess a purpose. There is a essence in the evaluation of different states’ desires since it can result into the actual plans and the intentions of a particular state to indulge into a compromising act. The inquiry on different states preferences would spell out their priorities because the priorities are dissimilar amidst countries. The different countries’ securities may be

Strategic Plan Essay Example | Topics and Well Written Essays - 1000 words

Strategic Plan - Essay Example Generally, groupthink is illustrated in organizations such as the military, fraternities/sororities, and cults. This theory, although characterized to have a strong organizational cohesion, is considered as a negative characteristic because it does not promote progressive thinking among its members, therefore stunting the organization's development. Social comparison theory, meanwhile, provides a pragmatic view of organizational cultures. In this theory, cultures are assessed based on their differences, and relative development against each other. Social comparison theory provides the venue for organizations to look into their culture, and create changes or modifications in it for the improvement of the organization's operations and processes and members' improvement and efficient performance. In effect, social comparison theory, although it increases the distinction between or among cultures, also develops organization culture towards better and improved development. Combining both groupthink and social comparison theories, the suggested change by the CEO can be implemented. Through the mix of groupthink and social comparison theories