Wiped Out! by The Neighbourhood free essay sample

Calling all youthful angsty youngsters! A collection you will identify with has quite recently shown up! This collection is gotten Wiped Out! by a British band known as The Neighborhood. Most broadly known for their tune Sweater Weather which topped #1 for Billboards top 100 for U.S. elective music. In any case, this music is very not the same as the smooth, yet infectious beat of Sweater Weather. In the wake of tuning in to the collection, I can completely affirm that Wiped Out! is probably the best magnum opus at any point discharged by The Neighborhood or some other elective craftsman. By a long shot my top picks melodies off the collection are Single, Cry Baby, and Daddy Issues. I feel as though however these tunes, alongside numerous others on the collection, give a story-line to follow all through the melody, and effectively paint an image in your psyche. These melodies are additionally truly relatable, giving the audience an approach to take the verses and position them so the y identify with their life in some situation. We will compose a custom exposition test on Cleared Out! by The Neighborhood or on the other hand any comparable theme explicitly for you Don't WasteYour Time Recruit WRITER Just 13.90/page Being an elective collection, it likewise faces points, for example, sadness, passing, attack and other very negative subjects. Be that as it may, this isnt such an awful thing, in light of the fact that the music shows that life isnt consistently great and it relates back to such a significant number of individuals who arent content with their lives and are in entirely awkward situations throughout their life. This collection shows reality and doesnt gloss over things by any means. This is the reason I ask everybody to give this collection or any melodies inside it a brisk tune in, for some, will concur with what I said and may really appreciate tuning in to it as well.

Certified Public Accountant Essay Example for Free

Confirmed Public Accountant Essay No piece of this distribution might be repeated, put away in a recovery framework or transmitted in any structure or using any and all means, electronic, mechanical, copying, recording, examining or something else, aside from as allowed under Sections 107 or 108 of the 1976 United States Copyright Act, without either the earlier composed consent of the Publisher, or approval through installment of the proper per-duplicate expense to the Copyright Clearance Center, Inc. , 222 Rosewood Drive, Danvers, MA 01923, site www. copyright. com. Solicitations to the Publisher for authorization ought to be routed to the Permissions Department, John Wiley Sons, Inc. , 111 River Street, Hoboken, NJ 070305774, (201)748-6011, fax (201)748-6008, site http://www. wiley. com/go/authorizations. To arrange books or for client care, it would be ideal if you call 1(800)- CALL-WILEY (225-5945). Imprinted in the United States of America. ISBN 978-0-470-87810-1 Ethical Decisions in Accounting Learning Objectives After contemplating this module you ought to have the option to: Understand the significance of morals Know the historical backdrop of morals in bookkeeping Incorporate morals into your choice procedure Know moral principles for bookkeeping experts Understand moral ramifications of the U. S.transition to IFRS Appreciate exercises gained from late business outrages. Segment 1 †THE IMPORTANCE OF Ethics is a significant piece of your bookkeeping instruction and it will assume an inexorably significant job in all parts of your expert life. This module is proposed to give you a review of the investigation of morals. It is a beginning stage for the conversation of morals that will proceed all through the entirety of your bookkeeping examines. We will start with a meaning of morals and afterward survey some moral hypotheses that give a system to creating moral principles for bookkeeping understudies and experts. At long last, we will talk about why morals is critical to you as you get ready for a vocation in bookkeeping. Meaning OF ETHICS What precisely is morals? As per Webster’s Dictionary morals is â€Å"a discipline managing great and abhorrent and moral obligation, and with moral standards and practice. † Accounting morals fundamentally includes applying moral standards to bookkeeping and business choices. Business morals is a progressively broad type of applied morals that relates moral standards to business circumstances. Business morals looks at conduct toward the outside world considering moral standards and business codes of morals. Moral Decisions in Accounting | 1 Simply put, morals is making the best choice. It is difficult to characterize morals since morals can be distinctive for various individuals. You have your very own qualities and these qualities are significant in the choices you make. At the point when you are ready to go you will be required to follow sets of accepted rules that are built up by your organization and by any expert affiliations that you have a place with. Keeping the moral norms of these associations is significant, however you ought to continually bring your very own qualities into your plan of action. Moral THEORIES Philosophers have created numerous speculations to give a structure to settling on moral business choices. These speculations give a perspective to creating implicit rules for organizations and expert affiliations. Most moral codes in business depend on the accompanying good hypotheses: Rights hypothesis. The ethical decision is the decision that best ensures and regards the ethical privileges of those associated with a choice. This hypothesis proposes that people have a respect that depends on their human instinct and their capacity to uninhibitedly pick what they do with their lives. Along these lines they reserve an option to be treated as finishes and not just as intends to different closures. Utilitarian hypothesis. The moral activity is the activity that gives the most great or does the least damage. The moral business activity is the one that delivers the best great and does minimal damage for all who are affected†business partners, for example, clients, representatives, investors, the network, and the earth. Basic great hypothesis. The connections of society are the premise of moral thinking and regard and empathy for others is the reason for moral choices. This hypothesis tends to the regular conditions that are critical to the government assistance of everybody. Temperance hypothesis. Moral activities ought to be reliable with perfect temperances that accommodate the full advancement of humankind. Genuineness, fortitude, sympathy, liberality, resilience, love, loyalty, honesty, reasonableness, poise, and reasonability are instances of temperances. Decency hypothesis. Moral activities treat every person genuinely dependent on some standard that is solid. We may pay individuals progressively, in light of the trouble of their work or the more noteworthy sum that they add to an organization. Significance OF ETHICS Information gave by bookkeepers and evaluators is depended upon by individuals who settle on choices about organizations and associations. For instance, in the event that you are thinking about purchasing stock in an organization you need precise and solid data whereupon you can base your choice. Moneylenders, for example, banks and monetary establishments need solid data to decide whether they will advance cash to organizations. Government offices, for example, the Internal Revenue Service gather charges dependent on the budgetary data gave by organizations. Individuals depend on the bookkeepers who get ready budgetary reports. Information on morals will assist you with making great choices that will give appropriate data to the individuals who depend on you. With legitimate data, better choices will be made. 2 | Ethical Decisions in Accounting Business choices can influence numerous individuals or partners. For instance, when you settle on a choice for your organization it can influence the proprietors and workers of the organization, banks who give assets to the organization, clients of the organization, and individuals in the network where the organization is found. Notwithstanding the impact of your choice on the benefits of the organization, your choice may likewise have other non-money related elements that effectsly affect partners. Imagine a scenario in which you were thinking about two elective tasks for your organization: (1) a venture that would make huge benefit for your organization and furthermore dirty nature with unsafe synthetic concoctions; (2) another undertaking that would procure less benefit yet would have no negative impacts on the earth and would not hurt any partners. Which venture would you pick? Ought to non-monetary elements go into the choice procedure? In the event that you consider factors that are not financial just in nature, at that point how would you measure them? Regularly, the most significant factors in a choice are the ones that can't be effectively estimated. Since certain things can't be estimated effectively, in any case, doesn't imply that we ought not think about them in our choices. That is the primary concern about the significance of morals in accountingâ€an mindfulness that morals is a significant piece of business choices. We frequently utilize the money saving advantage choice model to assess business ventures. We list the expenses on one side and the advantages on the opposite side and the more noteworthy number regularly chooses the task. On the off chance that the advantages are more noteworthy than the costs we acknowledge the task; if the expenses surpass the advantages the undertaking is dismissed. Where does morals fit into the procedure? More Profit Less Profit Ethical issues merit a spot in the costbenefit model. It is actually very simple†you consider the potential expenses and advantages of moral issues and spot them on the scale alongside different expenses and advantages. Since moral issues frequently are troublesome or difficult to quantify doesn't imply that they are not significant or that they ought not be considered in the choice. A progressively moral choice is probably going to result if moral components are in any event brought into the image when settling on business choices. Once more, familiarity with the moral ramifications of business choices is the way to great business choices. Not all choices utilize the money saving advantage model. A few choices include picking various approaches, for example, recording bookkeeping exchanges when various choices are accessible under proper accounting rules. You should pick the right activity as indicated by the conditions in question, and not founded exclusively on the measure of benefit your organization can make. As the U. S. advances toward receiving universal bookkeeping guidelines, the bookkeeping direction will be founded more on standards than on explicit principles. The utilization of judgment will probably assume an increasingly unmistakable job in settling on bookkeeping decisions and moral standards will play a much progressively significant job in business choices. Moral Decisions in Accounting | 3 DISCUSSION QUESTIONS 1. Before long you will move on from school and find a new line of work. What moral implicit rules will you need to follow? By what means will your own qualities influence your business choices? What punishments are there for inability to adhere to moral guidelines? 2. Take a gander at the moral guidelines of the AICPA or the IMA remembered for segment 4 of this module. What standards will manage you in settling on bookkeeping decisions? Area 2 †THE HISTORY OF ETHICS IN ACCOUNTING In the wake of later, prominent bookkeeping outrages, you may believe that morals is a moderately new point to the field of bookkeeping. All things considered, morals has been a significant piece of bookkeeping since techniques for keeping monetary records picked up force in the thirteenth century. A code of morals currently applies to all bookkeeping experts and morals has become a basic element of bookkeeping training. BRIEF HISTORY OF ETHICS IN ACCOUNTING Luca Pacioli, an Italian mathematician and Franciscan minister, depicted a technique for keeping money related records in 1494 when he distributed his first book Summa de Arithmetica, Geometria, Proportioni, et Proportionalita (interpreted â€Å"everything about number-crunching, geome

Hello! I would like to schedule a meeting with Senator Markey.

“Hello! I would like to schedule a meeting with Senator Markey.” A little over a month ago, the American Astronomical Society posted the following announcement: I originally became a AAS member in order to present my research at AAS conferences, and membership turns out to provide valuable access to new opportunities. In this case, I realized that the dates were during my spring break, said heck yeah, and applied. On Valentines Day, I got a message saying that Id been accepted, and within a week received a whole bunch of homework. Book your travel Get to know your group Schedule meetings with your senators and representatives My group consists of myself, a PhD student from Georgia, and a solar astrophysicist at Harvard. The AAS has a whole website on how to contact and schedule meetings with representatives, so I read through that in order to get myself from Zero Knowledge to Some Knowledge.  My fellow Massachusetts resident and I divided up the labor so that Im in charge of scheduling meetings with Senator Ed Markey and Representative Michael Capuano, and shes in charge of getting hold of Senator Elizabeth Warren and Representative Katherine Clark. Now, Im normally very happy to pick up the phone and call whoever, but something about calling a Senators office and requesting a personal meeting with him (or one of his science/tech staffers) freaked me out. This afternoon, I drank a cappuccino and in a fit of (possibly caffeine-boosted) confidence resolved to finally make the call. It rang twice, and then, Man: Senator Markeys office, how may I help you? Me: Um. [suddenly completely unable to speak English] Me: Um, yes, hello. May I please speak with Senator Markeys scheduler? Man: Whos calling, please? Me: Oh, yes, um, hello. [thinking: DARN, I already said that!] Im SenatorI mean, no, sorry. Im a constituent of Senator Markeys, living in Cambridge. [thinking: did I really just almost say that Im Senator Markey?] Im going to be in Washington DC on Mach 26th to represent the American Astronomical Society as part of the Congressional Visits D- Man: Okay, the scheduler is currently out of her office, but Ill transfer you to her voicemail. Me: Okay, thank you! I left a message, and am in the middle of composing a follow-up e-mail. Phew. Definitely not a smooth start to my science research advocacy career, but sometimes the hardest part is just picking up the phone for the first time, and Im already over that mental hurdle.

Einsteins Theory of Relativity

Einsteins theory of relativity is a famous theory, but its little understood. The theory of relativity refers to two different elements of the same theory: general relativity and special relativity. The theory of special relativity was introduced first  and was later considered to be a special case of the more comprehensive theory of general relativity. General relativity is a  theory of gravitation  that  Albert Einstein developed by  between 1907 and 1915, with contributions from many others after 1915. Theory of Relativity Concepts Einsteins theory of relativity includes the interworking of several different concepts, which include: Einsteins Theory of Special Relativity - localized behavior of objects in inertial frames of reference, generally only relevant at speeds very near the speed of lightLorentz Transformations - the transformation equations used to calculate the coordinate changes under special relativityEinsteins Theory of General Relativity - the more comprehensive theory, which treats gravity as a geometric phenomenon of a curved spacetime coordinate system, which also includes noninertial (i.e. accelerating) frames of referenceFundamental Principles of Relativity What Is Relativity? Classical relativity (defined initially by Galileo Galilei and refined by Sir Isaac Newton) involves a simple transformation between a moving object and an observer in another inertial frame of reference. If you are walking in a moving train, and someone stationary on the ground is watching, your speed relative to the observer will be the sum of your speed relative to the train and the trains speed relative to the observer. Youre in one inertial frame of reference, the train itself (and anyone sitting still on it) are in another, and the observer is in still another. The problem with this is that light was believed, in the majority of the 1800s, to propagate as a wave through a universal substance known as the ether, which would have counted as a separate frame of reference (similar to the train in the above example). The famed Michelson-Morley experiment, however, had failed to detect Earths motion relative to the ether and no one could explain why. Something was wrong with the classical interpretation of relativity as it applied to light ... and so the field was ripe for a new interpretation when Einstein came along. Introduction  to  Special Relativity In 1905,  Albert Einstein  published (among other things) a paper called  On the Electrodynamics of Moving Bodies  in the journal  Annalen der Physik. The paper presented the theory of  special relativity, based  on  two postulates: Einsteins Postulates Principle of Relativity (First Postulate):  The laws of physics are the same for all inertial reference frames. Principle of Constancy of the Speed of Light (Second Postulate):  Light always propagates through a vacuum (i.e. empty space or free space) at a definite  velocity, c, which is independent of the state of motion of the emitting body. Actually, the paper presents a more formal, mathematical formulation of the postulates. The phrasing of the postulates  are  slightly different from textbook to  textbook  because of translation issues, from mathematical German to comprehensible English. The second postulate is often mistakenly written to include that the speed of light in a vacuum is  c  in all frames of reference. This is actually a derived result of the two postulates, rather than part of the second postulate itself. The first postulate is pretty much common sense. The second postulate, however, was the revolution. Einstein had already introduced the  photon theory of light  in his paper on the  photoelectric effect  (which rendered the ether  unnecessary). The second postulate, therefore, was a consequence of massless photons moving at the velocity  c  in a vacuum. The ether no longer had a special role as an absolute inertial frame of reference, so it was not only unnecessary but qualitatively useless under special relativity. As for the paper itself, the goal was to reconcile Maxwells equations for electricity and magnetism with the motion of electrons near the speed of light. The result of Einsteins paper was to introduce new coordinate transformations, called  Lorentz transformations, between inertial frames of reference. At slow speeds, these transformations were essentially identical to the classical model, but at high speeds, near the speed of light, they produced radically different results. Effects of Special Relativity Special relativity yields several consequences from applying Lorentz transformations at high velocities (near the speed of light). Among them are: Time dilation (including the popular twin paradox)Length contractionVelocity transformationRelativistic velocity additionRelativistic doppler effectSimultaneity clock synchronizationRelativistic momentumRelativistic kinetic energyRelativistic massRelativistic total energy In addition, simple algebraic manipulations of the above concepts yield two significant results that deserve individual mention. Mass-Energy Relationship Einstein was able to show that mass and energy were related, through the famous formula  Emc2. This relationship was proven most dramatically to the world when nuclear bombs released the energy of mass in Hiroshima and Nagasaki at the end of World War II. Speed of Light No object with mass can accelerate to precisely the speed of light. A massless object, like a photon, can move at the speed of light. (A photon doesnt actually accelerate, though, since it  always  moves exactly at  the speed of light.) But for a physical object, the speed of light is a limit. The  kinetic energy  at the speed of light goes to infinity, so it can never be reached by acceleration. Some have pointed out that an object could in theory move at greater than the speed of light, so long as it did not accelerate to reach that speed. So far no physical entities have ever displayed that property, however. Adopting Special Relativity In 1908,  Max Planck  applied the term theory of relativity to describe these concepts, because of the key role relativity played in them. At the time, of course, the term applied only to special relativity, because there was not yet any general relativity. Einsteins relativity was not immediately embraced by physicists as a  whole  because it seemed so theoretical and counterintuitive. When he received his 1921 Nobel Prize, it was specifically for his solution to the  photoelectric effect  and for his contributions to Theoretical Physics. Relativity was still too controversial to be specifically referenced. Over time, however, the predictions of special relativity have been shown to be true. For example, clocks flown around the world have been shown to slow down by the duration predicted by the theory. Origins of Lorentz Transformations Albert Einstein  didnt create the coordinate transformations needed for special relativity. He didnt have  to because the Lorentz transformations that he needed already existed. Einstein was a master at taking previous work and adapting it to new situations, and he did so with the Lorentz transformations just as he had used Plancks 1900 solution to the  ultraviolet catastrophe  in  black body radiation  to craft his solution to the  photoelectric effect, and thus develop the  photon theory of light. The transformations were actually first published by Joseph Larmor in 1897. A slightly different version had been published a decade earlier by Woldemar Voigt, but his version had a square in the time dilation equation. Still, both versions of the equation were shown to be invariant under Maxwells equation. The mathematician and physicist Hendrik Antoon Lorentz proposed the idea of a local time to explain relative simultaneity in 1895, though, and began working independently on similar transformations to explain the null result  in  the Michelson-Morley experiment. He published his coordinate transformations in 1899, apparently still unaware of Larmors publication, and added time dilation in 1904. In 1905, Henri Poincare modified the algebraic formulations and attributed them to Lorentz with the name Lorentz transformations, thus changing Larmors chance at immortality in this regard. Poincares formulation of the transformation was, essentially, identical to that which Einstein would use. The transformations apply to a four-dimensional coordinate system, with three spatial coordinates (x,  y,   z) and  one-time  coordinate (t). The new coordinates are denoted with an apostrophe, pronounced prime, such that  x is pronounced  x-prime. In the example below, the velocity is in the  xx direction, with velocity  u: x (  x  -  ut  ) / sqrt ( 1 -  u2  /  c2  )y   y z   z t {  t  - (  u  /  c2  )  x  } / sqrt ( 1 -  u2  /  c2  ) The transformations are provided primarily for demonstration purposes. Specific applications of them will be dealt with separately. The term 1/sqrt (1 -  u2/c2) so frequently appears in relativity that it is denoted with the Greek symbol  gamma  in some representations. It should be noted that in the cases when  u  Ã‚  c, the denominator collapses to essentially the sqrt(1), which is just 1.  Gamma  just becomes 1 in these cases. Similarly,  the  u/c2  term also becomes very small. Therefore, both dilation of space and time are non-existent to any significant level at speeds much slower than the speed of light in a vacuum. Consequences of the Transformations Special relativity yields several consequences from applying Lorentz transformations at high velocities (near the speed of light). Among them are: Time dilation  (including the popular Twin Paradox)Length contractionVelocity transformationRelativistic velocity additionRelativistic doppler effectSimultaneity clock synchronizationRelativistic momentumRelativistic kinetic energyRelativistic massRelativistic total energy Lorentz Einstein Controversy Some people point out that most of the actual work for the special relativity had already been done by the time Einstein presented it. The concepts of dilation and simultaneity for moving bodies were already in place and the mathematics had already been developed by Lorentz Poincare. Some go so far as to call Einstein a plagiarist. There is some validity to these charges. Certainly, the revolution of Einstein was built on the shoulders of a lot of other work, and Einstein got far more credit for his role than those who did the grunt work. At the same time, it must be considered that Einstein took these basic concepts and mounted them on a theoretical framework which made them not merely mathematical tricks to save a dying theory (i.e. the ether), but rather fundamental aspects of nature in their own right. It is unclear that Larmor, Lorentz, or Poincare intended so bold a move, and history has rewarded Einstein for this insight boldness. Evolution of General Relativity In  Albert Einsteins  1905 theory (special relativity), he showed that among inertial frames of reference there was no preferred frame. The development of general relativity came about, in part, as an attempt to show that this was true among non-inertial (i.e. accelerating) frames of reference as well. In 1907, Einstein published his first article on gravitational effects on  light  under special relativity. In this paper, Einstein outlined his equivalence principle, which stated that observing an experiment on the Earth (with gravitational acceleration  g) would be identical to observing an experiment in a rocket ship that moved at a speed of  g. The equivalence principle can be formulated as: we [...] assume the complete physical equivalence of a gravitational field and a corresponding acceleration of the reference system. as Einstein said or, alternately, as one  Modern Physics  book presents it: There is no local experiment that can be done to distinguish between the effects of a uniform gravitational field in a nonaccelerating inertial frame and the effects of a uniformly accelerating (noninertial) reference frame. A second article on the subject appeared in 1911, and by 1912 Einstein was actively working to conceive of a general  theory of relativity  that would explain special relativity, but would also explain gravitation as a geometric phenomenon. In 1915, Einstein published a set of differential equations known as the  Einstein field equations. Einsteins  general relativity  depicted the universe as a geometric system of three spatial and one time dimensions. The presence of mass, energy, and momentum (collectively quantified as  mass-energy density  or  stress-energy) resulted in a bending of this space-time coordinate system. Gravity, therefore, was movement along the simplest or least-energetic route along this curved space-time. The Math of General Relativity In the simplest possible terms, and stripping away the complex mathematics, Einstein found the following relationship between the curvature of space-time and mass-energy density: (curvature of space-time) (mass-energy density) * 8  pi G  /  c4 The equation shows a direct, constant proportion. The gravitational constant,  G, comes from  Newtons law of gravity, while the dependence upon the speed of light,  c, is expected from the theory of special relativity. In a case of zero (or near zero) mass-energy density (i.e. empty space), space-time is flat. Classical gravitation is a special case of gravitys manifestation in a relatively weak  gravitational field, where the  c4  term (a very big denominator) and  G  (a very small numerator) make the curvature correction small. Again, Einstein didnt pull this out of a hat. He worked heavily with Riemannian geometry (a non-Euclidean geometry developed by mathematician Bernhard Riemann years earlier), though the resulting space was a 4-dimensional Lorentzian manifold rather than a strictly Riemannian geometry. Still, Riemanns work was essential for Einsteins own field equations to be complete. What Does General Relativity Mean? For an analogy to general relativity, consider that you stretched out a  bed sheet  or piece of elastic flat, attaching the corners firmly to some secured posts. Now you begin placing things of various weights on the sheet. Where you place something very light, the sheet will curve downward under the weight of it a little bit. If you put something heavy, however, the curvature would be even greater. Assume theres a heavy object sitting on the sheet and you place a second, lighter, object on the sheet. The curvature created by the heavier object will cause the lighter object to slip along the curve toward it, trying to reach a point of equilibrium where it no longer moves. (In this case, of course, there are other considerations -- a ball will roll further than a cube would slide, due to frictional effects and such.) This is similar to how general relativity explains gravity. The curvature of a light object doesnt affect the heavy object much, but the curvature created by the heavy object is what keeps us from floating off into space. The curvature created by the Earth keeps the moon in orbit, but at the same  time, the curvature created by the moon is enough to affect the tides. Proving General Relativity All of the findings of special relativity also support general relativity, since the theories are consistent. General relativity also explains all of the phenomena of classical mechanics, as they too are consistent. In addition, several findings support the unique predictions of general relativity: Precession of perihelion of MercuryGravitational deflection of starlightUniversal expansion (in the form of a  cosmological constant)Delay of radar echoesHawking radiation from black holes Fundamental Principles of Relativity General Principle of Relativity:  The laws of physics must be identical for all observers, regardless of whether or not they are accelerated.Principle of General Covariance:  The laws of physics must take the same form in all coordinate systems.Inertial Motion is Geodesic Motion:  The world lines of particles unaffected by forces (i.e. inertial motion) are timelike or null geodesic of spacetime. (This means the tangent vector is either negative or zero.)Local Lorentz Invariance:  The rules of special relativity apply locally for all inertial observers.Spacetime Curvature:  As described by Einsteins field equations, the curvature of spacetime in response to mass, energy, and momentum results in gravitational influences being viewed as a form of inertial motion. The equivalence principle, which  Albert Einstein  used as a starting point for general relativity, proves to be a consequence of these principles. General Relativity the Cosmological Constant In 1922, scientists discovered that application of Einsteins field equations to cosmology resulted in an expansion of the universe. Einstein, believing in a static universe (and therefore thinking his equations were in error), added a  cosmological constant  to the field equations, which allowed for static solutions. Edwin Hubble, in 1929, discovered that there was redshift from distant stars, which implied they were moving with respect to the Earth. The universe, it seemed, was expanding. Einstein removed the cosmological constant from his equations, calling it the biggest blunder of his career. In the 1990s, interest in the cosmological constant returned in the form of  dark energy. Solutions to  quantum field theories  have resulted in a huge amount of energy in the quantum vacuum of space, resulting in an accelerated expansion of the universe. General Relativity and Quantum Mechanics When physicists attempt to apply quantum field theory to the  gravitational field, things get very messy. In mathematical terms, the physical quantities involve diverge, or result in infinity. Gravitational fields under general relativity require an infinite number of correction, or renormalization, constants to adapt them into solvable equations. Attempts to solve this renormalization problem lie at the heart of the theories of  quantum gravity. Quantum gravity theories typically work backward, predicting a theory and then testing it rather than actually attempting to determine the infinite constants needed. Its an old trick in physics, but so far none of the theories have been adequately proven. Assorted Other Controversies The major problem with general relativity, which has been otherwise highly successful, is its overall incompatibility with quantum mechanics. A large chunk of theoretical physics is devoted toward trying to reconcile the two concepts: one which predicts macroscopic phenomena across space and one which predicts microscopic phenomena, often within spaces smaller than an atom. In addition, there is some concern with Einsteins very notion of spacetime. What is spacetime? Does it physically exist? Some have predicted a quantum foam that spreads throughout the universe. Recent attempts at  string theory  (and its subsidiaries) use this or other quantum depictions of spacetime. A recent article in New Scientist magazine predicts that spactime may be a quantum  superfluid  and that the entire universe may rotate on an axis. Some people have pointed out that if spacetime exists as a physical substance, it would act as a universal frame of reference, just as the ether had. Anti-relativists are thrilled at this prospect, while others see it as an unscientific attempt to discredit Einstein by resurrecting a century-dead concept. Certain issues with black hole singularities, where the spacetime curvature approaches infinity, have also cast doubts on whether general relativity accurately depicts the universe. It is hard to know for sure, however, since  black holes  can only be studied from afar at present. As it stands now, general relativity is so successful that its hard to imagine it will be harmed much by these inconsistencies and controversies until a phenomena comes up which actually contradicts the very predictions of the theory. Quotes About Relativity Spacetime grips mass, telling it how to move, and mass grips spacetime, telling it how to curve — John Archibald Wheeler.The theory appeared to me then, and still does, the greatest feat of human thinking about nature, the most amazing combination of philosophical penetration, physical intuition, and mathematical skill. But its connections with experience were slender. It appealed to me like a great work of art, to be enjoyed and admired from a distance. — Max Born

Physics of Microwaves Essay - 981 Words

Physics of Microwaves Microwaves are used in our everyday lives but most most people dont realize that physics plays a large and important part in the simple household item. Whenever we heat our food we are oblivious to the forces that cause such a thing to occur and we dont fully understand what happens in front of our eyes and how our food really gets heated in such a simple and efficient way. The first thing people need to understand is that microwaves are actually electromagnetic waves. Wavelengths and frequencies range from 300 MHz up to 300 GHz but, the average microwaves at home or restaurants operate at frequencies of about 2.45 GHz. Microwaves consist of a waveguide, magnetron, fan, power supply and a turntable with the†¦show more content†¦Microwaves have to have a source and that source is the device known as the magnetron. The magnetron is basically an electric field existing in the gap os the device. Magnetrons also consist of a cylindrical cathode running throu gh the centre and the outside of the tube, formed by several cavities acting as anode and takes shape. With all this it allows the electric field to exist at the center. Perpendicular to the electric field is where the parallel to the tube length is where the permanent electric field. Located in the cathode, electrons are stripped into the electric field due to the thermionic emission which is high temperatures in the cathode exciting the electrons to make it be released. Once this is done they are accelerated to the anode, the outside of the tube, because of the forces applied to them from the electric field. Another force is also applied to them as they are on their way which is the magnetic field and this curves their motion. With their curved motion the places where there are excess negative charges in the anode is where the electrons are pushed towards. Negatives charges are then pushed back and around the cavity creating an oscillation of electric and magnetic fields caused by the moving electrons and charges. The waves emitted from the magnetron are faced towards the spinning propellor that is made of metal. Metal isShow MoreRelatedPhysics Of A Microwave Oven1480 Words   |  6 Pages Physics of a Microwave Southeast Missouri State University PH106-01 Instructor: Dr. Jian Peng Submitted By: Natalie Gladbach â€Æ' The microwave, also known as a microwave oven, was seemingly a breakthrough in technology in the early 1940’s that allowed whole meals to be prepared in minutes. The idea of the microwave was created by a man named Percy Spencer. Mr. Spencer developed the plans based on radar technology breakthroughs from World War II. 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Eating Habits Free Essays

Eating habbits Junk food, keeping fit. In today’s fast-moving world, people have less and less time to spend eating. It is probably for this reason that junk food has become so popular, and there’s no doubt that it’s here to stay. We will write a custom essay sample on Eating Habits or any similar topic only for you Order Now In fact, it seems that you simply can’t get away from it. Obviously, a diet of junk food is not the best thing for your health, particularly as it is high in saturated fat. This type of fat is associated with great risk of cancer. Apart from the risk of cancer, another side effect of consuming highly fattering food is that you are likely to gain weight. This is especially true because you tend to eat more, as junk food is less satisfying and lower in vital nutrients than healthier food. The best advice, for those who cannot live without it, is to limit the amount junk foodthey eat/ A little now and then will probably do no harm. Young people pick up the idea that speed means excitement, whereas anything traditional is slow and boring. As a result, they turn down traditional food and go for junk food instead. Another alarming thing is that while the amount of junk food we eat has increased, the amount of exercise we do has actually decreased. Exercises help to control our weight and if taken regulary, can also decrease our having a heart attack in later life. What is more you don’t have to exercise much to gain vasible benefits, twenty minutes three times a week is all that is necessary. People nowadays are actually far more aware of the importance of exercise and healthy diet than they were a few years ago. Rcent reserch has shown that young people, who prefer burgers and chips to rich gourmet dishes, tend to become overweight. Reserchers suggest that the new genration will be much more likely to suffer from heart and liver desease. What can’t be emphasised enough is fact that a balanced diet and regular exrcise bring significant health benefits. You can gain anything from glowing skin to an allround feeling of good health. One way or another, the vast majority of people seem to be missing out on this, due mainly to the pressures of modern life. Ironically, if they were to make time to exercise and improve their eating habbits, they would probably find that they were far better equipped to deal with their stressful lifestiles than they are now. Vegan leaving. A large number of people do not eat meat. Vegans have taken this a step further by refusing to consume or use anything that comes from animals. This means that not only they do not eat meat; they do not eat fish, poultry or dairy products either. Although a vegan diet may be strict, there are certain advanteges to be gained. Firstly, because a vegan diet is low in fat and cholestrol, the risk of heart disease is reduced. Secondly, there is less preassure on farmers to keep animals under cruel conditions to produce milk, eggs and poultry. On the other hand, humans are natural meat eaters and some essential ingridients in our diet can only come from animal products. For example, we cannot get enough vitamin B12 from plants, so vegans have to take this vatamin, made from yeast, as a supplement to their diet. Moreover, the human digestive system cannot digest certain plant proteins, and this can lead to stomach problems. Although there are some disadvanteges to adopting such a strict diet, people feel that overhall; it is a healthier way of life. Furthermore, it is cruel to kill animals for food and if everybody adopted a vegan diet, our whole outlook on life would change for the better. Factors that influence on food choices Food choices are influenced by many factors, age, gender, friends, family, cultural background and where we live. Although the main purpose of food is to nourish the body, food means far more than that to many people. It can represent much of who and what we are. People bond and foster relationships around the dinner table and at celebrations with special meals and foods, such as birthday cake. Some people express their creative side by serving dinner guests, as well as expressing their awareness and appreciation for others. Some people also use food to help them cope with stress by overeating or depriving themselves. Food may also be used as a reward for accomplishing a specific goal. Consequently, what people eat can reveal much about who they are socially, politically and religiously. Factors influencing food preferences include: Taste, *texture* *and* *appearance*. Economics – The cost of food affects what we eat. Our early experiences with food – Food preferences begin early in life and change as we are exposed to new people and places. As children, our choices were in the hands of our parents. However, as we get older, our experiences with new people and places increase, thereby broadening our food preferences and choices. Habits – Most of what we eat from a particular core group of foods. About one hundred items account for 75 percent of the foods most people eat. Having a narrow range of food choices provides us with security. For example, going to a particular fast-food restaurant provides common expectations and experiences. Many people also have the cooking habits of our mothers or grandmothers. Culture – Religious rules can affect food choices. For example, Hindus do not eat beef, and some Jewish people do not eat pork. The region that people are from can also affect eating behaviors. Swedish people would not eat an ear of corn, because it is considered food for hogs. In Russia, we don’t normally eat insects, but many other cultures regard them as preferred foods. Culture can also dictate the times to eat and what to eat at certain meals. Advertising – To capture the interest of the consumer, food producers spend billions of dollars each year on advertising and packaging, both for food bought in grocery stores and restaurants. The power of persuasion is very strong, and so food producers and restaurants try to make their products as appealing as possible to consumers, even if that means making false claims. Social factors – Social changes have a big effect on the food industry. Our fast-paced society demands drive-through restaurants. Gas stations now have convenience stores and restaurants attached to them, so people can do one-stop shopping. Malls also cater to their customers with food courts offering a wide variety of foods. My own eating habbits How to cite Eating Habits, Papers

Women in the Civil Rights Movement Essay Example For Students

Women in the Civil Rights Movement Essay When I think about the Civil Rights Movement of the 1960s, the first person that comes to mind is Dr. Martin Luther King, Jr., whom for me and many others was the embodiment of the Civil Rights Movement. My knowledge of the Civil Rights Movement in the 1950s and 1960s has been limited to Dr. Martin Luther King, Jr. and Malcolm X. I dont think that this limitation has anything to do with information not being documented, but for the fact that society tends to place an individual, particularly a male, upon a platform and focus upon that one person as being the significant leader of the cause. I do not necessarily disagree with this approach, but unfortunately, many people become excluded and unrecognized for their contributions for the same cause. Just as many have the conception that the Civil Rights Movement in itself began in the 1960s. On the contrary, that was far from the beginning of the fight for freedom by African Americans. The fight for freedom and equality began when the first slaves were shipped to this country, there was always a will to be free and a struggle to obtain that freedom. We will write a custom essay on Women in the Civil Rights Movement specifically for you for only $16.38 $13.9/page Order now For the purposes of this discussion, I will focus on another group that may have been somewhat overlooked within the Civil Rights Movement. The Women in the Civil Rights Movement Essay of the 1950s and 1960s, who were not only contributors, but supported, worked extremely hard, and dedicated their lives in the fight for equal rights in this country. Without the women that were involved in Civil Rights Movement, Dr. King would not have been able to accomplish as much as he did. African American women played a more significant leadership role in the Civil Rights Movement than what chroniclers typically acknowledge. (Lisa Crumrine Klionsky, News UC Davis). Besides the more visible black male leaders of the Civil Rights Movement, both black and white women played important and key roles in the struggle for racial equality. Womens experiences in the Civil Rights Movement can tell us a lot about the lives of ordinary and extraordinary women and their ability to access and be denied power in a movement for black liberation that was based on the idea of equality. There was an inherent contradiction within the movement for although many women were doing much of the organizing work; they still remained largely invisible while the men shone in the spotlight. Women of all different social classes and racial backgrounds participated in many different capacities throughout the Civil Rights Movement. Women that were involved in the movement could be found working behind the scenes or in the trenches along side the men helping to bring about social change throughout the movement. They could be found putting their bodies on the line in protest at s egregated lunch counters, on buses for Freedom Rides travelling throughout the segregated South, as well as working door-to-door on voter registration drives throughout the South. (University of Florida: The Role of Women in the Civil Rights Movement). Traditionally, women have played a role in the growth and development of children, and children are still strongly influenced by women, but, little emphasis has been placed on where, when, why and how women have assisted in shaping this country. Based on Charles Payne study of the Civil Rights Movement, women involved in the Civil Rights Movement canvassed more than men, showed up more often at mass meetings and demonstrations, and frequently attempted to register to vote. (Crawford, Rouse and Woods, p. 2). Because sexism and racism intersected, women involved in the Civil Rights Movement had to not only have the strength to stand up for the rights of African-Americans, but also to be able to stand up to the sometimes one-sided views of the men involved in the movement. .uf71e6b5e0253dd119266af661ba190cc , .uf71e6b5e0253dd119266af661ba190cc .postImageUrl , .uf71e6b5e0253dd119266af661ba190cc .centered-text-area { min-height: 80px; position: relative; } .uf71e6b5e0253dd119266af661ba190cc , .uf71e6b5e0253dd119266af661ba190cc:hover , .uf71e6b5e0253dd119266af661ba190cc:visited , .uf71e6b5e0253dd119266af661ba190cc:active { border:0!important; } .uf71e6b5e0253dd119266af661ba190cc .clearfix:after { content: ""; display: table; clear: both; } .uf71e6b5e0253dd119266af661ba190cc { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .uf71e6b5e0253dd119266af661ba190cc:active , .uf71e6b5e0253dd119266af661ba190cc:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .uf71e6b5e0253dd119266af661ba190cc .centered-text-area { width: 100%; position: relative ; } .uf71e6b5e0253dd119266af661ba190cc .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .uf71e6b5e0253dd119266af661ba190cc .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .uf71e6b5e0253dd119266af661ba190cc .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .uf71e6b5e0253dd119266af661ba190cc:hover .ctaButton { background-color: #34495E!important; } .uf71e6b5e0253dd119266af661ba190cc .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .uf71e6b5e0253dd119266af661ba190cc .uf71e6b5e0253dd119266af661ba190cc-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .uf71e6b5e0253dd119266af661ba190cc:after { content: ""; display: block; clear: both; } READ: Wuthering Heights (784 words) Essay There are several women who were leaders, who had the strength and courage to fight and advocate for freedom and equality. It is true that women were organizers throughout the movement, whether they were working with the male public and private leaders of the movement or men at the grassroots level. At some point, they all faced the opposition and ridicule of .

History of Sexuality essays

History of Sexuality essays As you may well know and as I have recently discovered, there are endless publications concerning themselves with sex. However, finding sources that deal with the subject of masturbation are few and far in between. I first began by gaining access to the Internet to begin my research under the notion that I couldnt go wrong using a tool containing such a wealth of information. After having initiated a search of the word "masturbation" and finding that nearly all of the results directed me to sites dedicated to pornography, it became obvious that I was heading in the wrong direction. I then decided to take the more traditional route by utilizing the San Francisco State University Library and Bookstore, where after much mental strain, I was able to successfully conduct a thorough research of the topic. However, much of the text I was able to find, seem to quote each other, all stemming from the works of just a few scholars from centuries past. Very little "new" ground seems to be covered, and it is almost impossible to find anything that didnt either make me yawn, or that offered me a fresh or interesting perspective. As a result, I have taken what I feel to be the most beneficial and engaging segments from the sources that I have gathered and pieced them together to create this report: The Criminal History of Masturbation. Hopefully, what little information I was able to find will be of interest to those of you who already consider yourselves experts on the subject. Masturbation, as you might suspect, is a purely solitary form of sexual behavior, and as such can tend to be regarded as even more personal and intimate than sex itself. As such, it gains a status as a taboo subject, even among people like myself who consider themselves among the sexually liberated. But, these attitudes concerning masturbation are quite recent, shifting considerably in the last 50 years or so. Historically, masturbation was not a subj...

PARCC Practice Tests Where to Find and How to Use Them

PARCC Practice Tests Where to Find and How to Use Them SAT / ACT Prep Online Guides and Tips If you (or your child) are worried about preparing for an upcoming PARCC exam, official practice tests are the best way to study. Here, we’ll direct you to these PARCC practice materials. We’ll also explain how to use these tests (and other resources at your disposal) if you want to do well on an upcoming PARCC exam. What Is PARCC? PARCC is a of a group of states that administers standardized exams to students in grades 3-11. These exams are designed to assess college and career readiness. PARCC exam results help teachers, schools, and districts track student performance. At an individual level, these results may help teachers customize instruction for students who may need extra help. The program itself is relatively new, so students and parents alike may have questions about what the tests are like. For more info about PARCC, check out ourin-depth post on the test content. Where to Find PARCC Practice Tests Like I mentioned, PARCC is still pretty new, so there aren’t a ton of practice materials available. Because different tests are administered at each grade level (3-11), it’s difficult to put together a wealth of practice tests for each group of students. In addition, PARCC practice tests aren’t meant to act as admissions exams (like the SAT or the ACT) - they’re state exams meant to measure competency and progress, mostly at the aggregate level. This means that test prep companies are less motivated to come up with unofficial practice materials. Followingare links to all available official practice tests and answer keys. The PARCC exams are usually administered on a computer, so for the most realistic testing experience, select the Computer-Based Practice Tests under the tab for each grade (if you choose to download a paper version, that’s fine - just download the corresponding paper test answer key). Make sure you’re selecting practice tests for End-of-Year exams for the appropriate grade level. English practice testsandanswer keys Math practice testsandanswer keys How These Will Help You Prepare for the PARCC Exam A big part of preparing for any standardized test is familiarizing yourself with test format and logistics. Taking a practice test or two should help students get more comfortable with the exam so that on test day they can focus primarily on demonstrating knowledge of content. High school students may benefit from reviewing PARCC exams for another important reason: the question types and formats are pretty similar to those on the ACT and SAT. PARCC practice tests should definitely not replace official ACT and SAT prep material, but they may make for good supplements! Why You Shouldn't Stress About Preparing for PARCC Exams Teachers and other administrators will likely stress the importance of doing well on these exams because they’re definitely an important measure of students’ progress (and they may affect how teachers and schools are evaluated). The bottom line is, however, that no student will suffer negative consequences as a result of a low PARCC score - if anything, they’ll receive extra help. Scores have no effect on GPA or, for older students, on college admissions. If you’re concerned about an upcoming PARCC exam, I encourage you to check out the practice tests listed above. In addition, however, you should speak to your teacher - he or she can speak to how you’ll learn the necessary material together in class and whether you may need extra help to prepare. Unlike for college admissions tests, it’s not just the student’s responsibility to prepare for PARCC exams. There's less to stress about than you might think! Summary Official PARCC practice testsmay be helpful for students and parents who are curious about the exams (or similar tests). Ultimately, though, PARCC exams don’t have an impact on students’ GPAs or college admissions chances - they’re primarily a measure of college and career-readiness for school districts. If you’re worried about performance on a PARCC exam, these practice tests will come in handy - just make sure to check in with your teacher about your concerns! What's Next? PARCC content is based on Common Core standards. If you want to do well on a PARCC exam, you may want to read more about the Common Core and why it matters. Looking at tests similar to the PARCC? Read more about ACT Aspireand check out available practice tests. Want to improve your SAT score by 160 points or your ACT score by 4 points?We've written a guide for each test about the top 5 strategies you must be using to have a shot at improving your score. Download it for free now:

Summary Assignment Example | Topics and Well Written Essays - 250 words - 1

Summary - Assignment Example His belief had borne fruit. Grameen Banks grew at astounding rate with 2400 branches across 78000 villages across the country. Grameen Bank, is a micro credit institution that is a self financing body. It gives out loan to the self help groups through members’ deposits. It helps to provide the poor with the necessary credit to start income generating activity and thereby raise their living standard. The members have to comply with the sixteen components of ‘decisions’ which contributes to improved socio-economic status of the community. The charter includes hygiene, restructuring of dilapidated house, no dowry, education for children etc. The genuine defaulters are given fresh lease through re-structured loan repayment schedule and if required, more finance to improve business prospects. The timely payment serves as incentive for higher loan amount. The example of Bangladesh micro credit institutions have now been taken up in other under developed countries for po verty alleviation. The concept of phone lady is highly innovative and connects the village with external linkages, while providing the person with cell phone, a profitable means of income generation. The proactive participation of non government agencies is also encouraged for improving the living standard of the poorest of the poor. Reference

World war 2 in Europe Annotated Bibliography Example | Topics and Well Written Essays - 750 words

World war 2 in Europe - Annotated Bibliography Example The countries that suffered during the First World War namely Austria and Germany wanted to level the scores with their arch rivals (Dowswell). The reasons of world war two can be investigated in terms of the economic aspects, and the political aspects. The nations that were defeated in the First war of the Century were growing tired of the indemnities while others felt the jolts of Great depression that had originated from the United States. This resulted in sense of uneasiness and discomfort amongst the nations (Gordon). The war was being fought amongst the Allies and Axis. The Axis constituted the Germany, Japan and Italy. These three forces were enjoying considerable strength and power and aimed at oppressing the others. While the Allies on other front had a larger bench than the Axis and the main players in the league included United Kingdom, The former Soviet Union ( modern day Russia), France and the United States who tried to keep itself neutral, though it was pushed into it due to the grave nature of the entire war(Dickson). An important proceeding on this behalf was the internal build up of German nation in form of Adolf Hitler and his affiliated part Nazi that came into power in the third decade of 20th century (McDonough). Along with few other policies, the prime policy included revenge on behalf of the German nation that was brought upon them in the First World War. The war and ambitions were based more on unethical grounds and were strongly repugnant to the morality. His motto was the elimination of the Jews from the surface of Earth and considered the German nation to be superior to others. The handicapped and the Trans genders were direct victims of this mass concept of elimination (Aronson). Italian head Mussolini joined hands with Hitler in bid to strengthen his nation and economy in form of invasion and unrest in other parts of the world. Though the war officially started with Invasion of Poland, yet certain small incidents and events

Managerial Role in HR Strategy Development

Managerial Role in HR Strategy Development Executive Summary I am pleased to present this report as part of my academic module of Human Resource Planning. The word Change is now a constant term that takes place in every in every part of organisation. Time has brought a huge change with broader invention, new techniques of implication and human feelings and willingness. The Human Resource Management (HRM) has been well diversified and enriched with information resources, development of technology and globally acceptable policies. So we need to find approaches to managerial involvement in developing efficient HR Planning and Management. In this report I tried to critically evaluate Managerial role in HR strategy development and practices including barriers preventing Line Managers(LMs) from getting involved in HR Planning and Management (HRPM), Measures to overcome the barriers, Risk of involving LMs in HRPM to extensive extent and easiness resulted by the development and uses of Technology in involving LMs in HR practices. I specially want to thank RDI for designing such a pragmatic course with great contents including models outline and techniques in such a way that inspired and helped me a lot to prepare this report. Introduction: Planning Human Resource is a critical aspect within overall organizational framework. Time has brought a great extent of change in policies, theories, techniques, HR equipment and in planning and practices if Human Resources to achieve enterprise goals through establishing wide range of successful management and designing efficient HR strategy. Critical evaluation of the role of senior managers in developing an organizations overall Human Resource Strategy: Senior managers play a pivotal role in developing an organizations overall Human Resource (HR) strategy. Before starting the development of Human Resource (HR) Strategy, the managers need to realize Human Resource Management (HRM) activities and their integration to each other and the HR cycle as because of the strategy is designed to perform those activities efficiently to achieve a set of predetermined objectives. HRM activities and HR cycle are shown in the following diagram with their relationship to each other. HRM Activities Figure: Human Resource Management Activities Human Resource Cycle In developing overall Human Resource strategy in an organization there are three steps: Human resource planning in an organisation: To establish effective human resource strategy in an organization the senior managers need to plan Human Resource, which must be consistently aligned with the organizational framework. Investigation and analysis The managers need to investigate and analyze current situation and of internal and external trends of the organization as the first step of planning HR. The managers should mainly focus on the following key issues: Identify which works need to be done Selecting the approach of performing those works effectively and efficiently to achieve the organizations objectives Identify the skills and experience the organization will need Identify the internal and external factors affect the supply and quality of labor, the demand for labor, and the likely people gap Forecasting Senior managers need to forecast beforehand to develop HR strategy where they will: Predict the likely demand for labor Predict the likely level of labor supply Considering both those levels in relation to the numbers of staff and also to the skills and experience that are needed. Based on those predictions, organizations can assess whether the required numbers of people, with the relevant competencies, are likely to be available. If not, then the organization must carefully identify where the skill gaps are likely to occur and decide what it is going to do about those. Planning and Resourcing The Human Resource Strategy Cycle in an organization: Senior managers need to start-up with human resource cycle as depicted by the Michigan Schools matching model of four generic process can be graphically presented by Harvard framework as shown below: Figure: The Harvard Framework The senior managers needs to plan the four generic process of Human Resource cycle in organization where. The components of this process are: Selection: matching people to jobs Appraisal of performance Rewards: emphasizing the real importance of pay and other forms of immediate and long-term compensation in achieving results Development of skilled individuals According to the Harvard Framework the senior managers must develop two aspects of strategic vision. Employees must be involved in and developed by the organization; and HRM policies must be developed to achieve those goals. The approach of senior managers emphasizes the importance of two elements as: Line managers in ensuring that competitive strategy and HR policies are aligned HR managers in setting policies that fit well with the organizations overall aims. The key components of Harvard Framework are shown below: Figure: The Harvard Framework In the first instance, senior managers will carefully identify the fundamental issues, which are important to develop an organizations Human Resource Strategy. These may involve: Workforce plan Skills plan Equity plan Economic plan Motivation and fairness planning Pay levels design, retaining and motivating employees Planning employment issues, which impact, on staff recruitment, retention, motivation etc. Designing a framework of performance management issues Planning career strategy An efficiently designed HR strategy will make it substantially easier for the organization to achieve its goals. Thus the senior managers must have to be cautious about the impact of HR strategy on greater environment of overall organization. A strategic human resource planning model There is no single approach to developing a Human Resources Strategy. The specific approach will vary from one organization to another. Even so, an excellent approach towards an HR Strategic Management System is evident in the model presented below. This approach identifies six specific steps for senior managers in developing HR Strategy: Planning Steps: 1. Setting the strategic direction 2. Designing the Human Resource Management System 3. Planning the total workforce Execution Steps: 4. Generating the required human resources 5. Investing in human resource development and performance 6. Assessing and sustaining organizational competence and performance Figure: Strategic HR model Analysis: Implementation and control Using the process model discussed earlier, the managers need to design specific components of the HR Strategic Plan as described below. Setting the strategic direction Through this process managers focus on aligning human resource policies to support the accomplishment of the Companys mission, vision, goals and strategies. In this regards the following actions are recommended for the senior managers: Perform external scanning evaluating its impact on the organizational objective Identify organizational vision, goal, mission, objective and principles for guidance Identify strategies Designing the Human Resource Management System In this stage managers focus on the selection, design and alignment of HRM plans, policies and practices. Managers will particularly need HRM policies and practices to support strategic organizational objectives. For the managers a good approach in developing appropriate HR strategy is to identify the appropriate HRM practices which support the organizations strategic intent as it relates to recruitment, training, career planning and reward management. In this regards senior managers are recommended to: Identify appropriate human resource plans, policies and practices needed to support organizational objectives Identify relevant human resource best practices Conduct an employment systems review Planning the total workforce Managers need to determine future business requirements, especially those relating to manpower requirements, represents one of the most challenging tasks facing HR managers. The development of a workforce plan is a critical step for managers.Workforce planning is a systematic process of identifying the workforce competencies required to meet the companys strategic goals and for developing the strategies to meet these requirements. It is a methodical process that provides managers with a framework for making human resource decisions based on the organizations mission, strategic plan, budgetary resources, and a set of desired workforce competencies. In this regards senior managers are recommended to do the folloeing: Determining appropriate structure to support objectives Designing key activities Developing workforce planning Compiling a workforce framework and identify designated groups and current competencies for workforce Generating the required human resources In this process senior managers focus on recruit and hire of people, classify them, train them and assign employees on the basis of strategic plan. It requires a comprehensive workplace skills planning which will identify appropriate training priorities based on the organizational requirements within the context of present and future. In this regards senior managers are recommended to do the followings: Evaluating recruitment practices and selection procedure in respect of strategic objectives Developing and implementing comprehensive workplace skills planning thorough training necessity analysis Implementing leadership strategy Adopting occupational techniques and categorizing the group classification Investing in HR Development and Performance Through development responses managers will aim to increase business skills, the application of business skills and the behavioral elements to an organizations effective performance. In many ways, the Skills Development legislation has required managers to re-engineer their developmental methods and practices. Through reward strategies managers aim to align the performance of the organization with the way it rewards its people, providing the necessary incentives and motivation to staff. Its components can be a combination of base pay, bonuses, profit sharing, share options, and a range of appropriate benefits, usually based on market or competitor norms and the organizations ability to pay. In this regards senior managers are recommended to do the following: Determine the appropriate policies, procedures and practices in respect of Designing career path Initiating performance appraisals through relevant analysis Framework of employee development and training Planning reward management Designing promotional activities and classifying job assignment with prudent assignment planning Assessing and sustaining organizational competence and performance Finally, few managers effectively measure how well their different inputs affect performance. In particular, no measures may be in place for quantifying the contribution people make to organizational outcomes or, more important, for estimating how changes in policies and practices, systems, or processes will affect that contribution. In this regards senior managers are recommended to: Evaluating organizational culture Implementing succession plan Evaluating strategy for human resource through quantitative measures Revising and adapting Human Resource strategies Making the HR Strategy integral to the organization The senior managers also should make sure that the strategies of Human Resource are integrated with overall organizational goals. To achieve these goals, the senior managers should: Discuss with all stakeholders about the nature of the strategies; Focus on benefits derived from the strategies; Ensuring real commitment to the strategies at the all levels of organization; Giving feedback on the implementation of the plan; They should involve HR strategy as part of induction process. The barriers which may prevent line-managers becoming more involved in HR Planning Management and Measures can be take to overcome them: HR hierarchy shows LMs are key persons to run the organization where all other department and their activities and success depend upon responses and performance of LMs. So LMs are prevented by many seasons and amongst the two principal barriers to most line managers supporting the HRPM are: Heavy workloads Line Managers (LMs) are always assigned with extensive workload to keep operation department running to achieve predetermined targets. In a study shown that 96% Line Managers agreed that Heavy workload keep them always busy to concentrate somewhere else. As a result, LMs heavy workload prevents LMs from taking part in HRPM as a principal barrier. Short-term job pressures 87% LMs agreed that Time constrain in respect of short-term job pressure as second principal barrier which prevent them from involving with HRPM. To overcome these barriers proper utilization of technology to minimize the workload or increase the number of Line Managers to share short-term job pressures so that there is enough people to take over while another is working in HR. Other barriers to line manager are: Human Resource Planning and Management (HRPM) is a difficult process Line Managers (LM) are designated and assigned for operational activities and performance appraisal through practices of already designed and managed activities HR activities. HR planning and Management is a technical approach where HR manager is specialized with the knowledge and skills to perform the HRP and HRM activities. But the line managers may not have this skills and knowledge. So they most of the times are reluctant to be involved with the process. In this regard, senior managers should design the roles and responsibilities of a line manager very carefully where there are scopes of being involved with HRP and HRM. As a mandatory process top managers may include special training session to enrich them with HR ideologies and management practices so that the line managers without HR background may learn about the technical approaches involved in the HRP and HRM. Lack of desire The fact that LMs are not always sufficiently willing to take on HR responsibilities or that their motivation to do so is lacking highlights a lack of personal incentives for using HR practices. So lack of desire for any reason including lack of incentives, workload, time constraint is one of the barriers that prevent them to be involved with HRP and HRM. Institutional incentives can persuade LMs to give HR activities serious consideration. So adapting such a business policy where line managers are motivated enough to prioritise HR roles or by making HR responsibilities an integral part of LMs own performance appraisals, their job descriptions may improve their attitude towards being invloved with HRP/HRM. Lack of capacity LMs need time to learn and implement HRP/M successfully. Because HR tasks are generally devolved to LMs without reducing their other duties lack of their capacity to deal with challenges involved in HRP/M. This implies, lack of capacity is another constrain hindering Line Managers taking part in HRP/M. The design of line managers responsibilities should apply variability approach where there should be enough room for them to act with HRP/M. they are usually given a short-term target to be achieved and their time is appropriately aligned with other responsibilities. So there should be alternative choices for them to be involved e.g. if a line manager is getting involved with HR practices, their other jobs are shared with other managers i.e. compromise with their workload or extra facilities may attract them to get involved with HRP/M. Lack of competencies There is a need for HR-related competencies for successful HRP/M implementation. LMs lack specialist knowledge and skills in terms of labor law, HR strategy, HR technology etc. So this lacking may prevent them from getting involved with HRP/M. Through a comprehensive training program this barrier can be overcome. There are specific legal requirements and practices and it is evident that many organizations arrange HR training program for Line Managers. Lack of support There is a need for support from HR managers for successful HRP/M implementation. If HR specialists are unable or unwilling to provide clear and proactive support, LMs will lack sufficient HR skills (Gennard/Kelly 1997; Renwick 2000) and proper encouragement to plan and manage the workforce effectively. So this barrier may also prevent the line managers to take part at HR activities. In these circumstances, senior managers have make sure that the HR managers properly cooperate with Line managers. Senior managers can design a certain set of alternatives that the line managers may follow including IT enabled automatic systems in case of HR managers limitations including inability, unavailability or unwillingness where they will be appreciated instead of being criticized. Lack of policy and procedures There is a need for a clear overall HR policy and accompanying procedures to coordinate which practices LMs should use and the way they should take part in HRP/M. This may prevent line managers to take part in HRP/M. In this case senior managers can consult with LMs about the devolution of their responsibilities and design an agreed set of terms and condition for line mangers which will specify their roles and mechanisms they will be willing to be involved in the process of HRP/M. Role and opinion conflict The conflict of roles, responsibilities and opinion may hinder LMs to get involved with HRP/M. Because In this case taking part in the HRP/M by a line manager is monitored and authorised by HR Manager. In this case, senior managers need to improve information sharing between the managers and top-level management may involve to assure and recognize LMs involvement. Rapid Change Rapid change business policy, economic environment and technology also may prevent the Line Managers from getting involved in HRP/M. Because the changes have impact on HR planning and Management practices. Arranging the frequent employee forum discussion or meeting about the changes so that there should not be any ambiguity or conflict about the changes took place in HR practices due to the above changes. The legal framework There are some legal bindings in HR practices which may de-motivate LMs to take part in HRP/M. This may arise from labour and mercantile law relating to nature of business, demographic issues and managerial roles. This is the fact of limitation of knowledge where only the way to overcome this is arranging proper training sessions for LMs about the implications and consequences. In addition to above measures to overcome those barriers, the following steps are recommended to get line managers involved in HRPM: Employment security Pfeffer considers that this is the essential HR outcome. People cannot be expected to offer their ideas, commitment and hard work unless they have job security. Realising that job security for life is not a realistic aim, Pfeffer goes on to describe the benefits of offering internal job transfers rather than sacking people during a period of organisational change. Extensive training, learning and development The aim is to encourage learning that benefits both the individual and the organisation. There are thus implications for the amount of training provided, the types of training, and the ways in which that training facilitates wider employee development. Employee involvement and information sharing By openly sharing information on performance, financial matters, and so on, organisations may show that they trust their employees and may also encourage them to focus on ways of improving future performance. Many modern approaches to teamworking encourage open discussion of current practice and planning ways of creating improvement. This discussion and planning can only be effective if people have the relevant information. Pay and performance-related rewards There are two key issues relating to rewards. First, high-level employees can be retained by giving higher-than-average rewards. Second, rewards should reflect different levels of contribution particularly successful individuals, teams or departments should be rewarded for their efforts. Harmonization Again based on Japanese production companies, some organisations have tried to make their workplaces more egalitarian, for example through the use of uniforms, shared canteens, harmonisation of working conditions e.g. paid holidays, extensions to share ownership and so on. Risks inherent in line-managers becoming more involved in HRPM An extensive body of literature suggests that giving a major role and influence to LMs in HRM can be problematic (Kirkpatrick et al. 1992; McGovern et al. 1997; Renwick 2003; Maxwell and Watson 2006), and even counter-productive (Thornhill and Saunders 1998). Reservations against assigning strong power to Line managers (LMs) in HRPM challenge their capacity to take on new roles parallel to their current workload, as well as their motivation to care about employees. Moreover, a well-known criticism concerns the gap between what is said and what is practiced. Some researchers even suspect that the trend towards greater delegation of responsibilities to LMs often derives from companies desires to cut structural costs as well as to companies desires to free themselves from some responsibilities. Indeed, due to contradictions that are found in HR practices some responsibilities regarding HRPM are difficult to assume. In this perspective, it is negatively reflected that the companys will is to disengage from specialized services rather than a true redefinition of roles. Thus, the claim that if HRPM is to be taken seriously, personnel managers must give it away can be misleading. As implementing ambitious HR practices is likely to be easier for qualified HR specialists than for LMs, the role of the former is too critical to be given away too quickly. LMs need well designed HR practices to use in their management activities. It is up to HRM specialists to put in place systems that create a favourable climate and enable employees and managers to know what is expected from them. The role of the HR specialists is all the more significant than that of the HR function should be viewed as a critical resource for the company: for example, the expertise necessary for the identification and use of accurate work systems can be thought of as a competitive advantage. In other words, we believe that HR specialists still have a major role to play. This role may be displayed in different ways according to organizational culture. In this context tested hypotheses is that the organizational performance is weak for companies in which decisions regarding major HRPM policies are influence more by LMs than by HR specialists. Line managers are assigned with a critical set operational responsibilities which involves day to day operation with a short-term target. Achieving this short-term target is a basis of overall organisational goals. So if line managers get involved more in HR practices, there is a risk of overall failure to achieve organisational goal due to negative impact on operational success. Despite the positive impact may resulted from Line managers involvement in HRPM, recent research has shown that delegating HRPM responsibility carries a number of challenges and risks of line management involvement in HRPM and there are certain complications. Research provides mixed results about the implications of devolution and the competence of line managers in HRPM work more generally. It has been confirmed that workloads of line managers may marginalize their efforts in developing employees and they may not be able to pay sufficient attention to employee development. Performance criteria and reward systems are more likely to consider business results, than a longer term people development role. The responsibility for HRPM is not very often included among line managers performance objectives. Also, it might be difficult for line managers to play two opposing roles of assessor and coach. Moreover, line managers are not specialists in HR practices and may lack confidence, knowledge and organizational support to assume the responsibility for HRPM. Senior managers must be highly supportive in HRPM role of line managers and an incentive system should be developed to motivate them. Furthermore, acting as a HRPM facilitator demands a coaching management style, as opposed to a directive management style. Lack of coaching skills and insufficient line management motivation for this role is reinforced by findings that the least popular HRPM delivery mechanisms include coaching and mentoring. This may be due to the large commitment of time and resources needed. In respect of Employment law the work of Human Resource functions is increasingly controlled by the requirements of the law. There is an extensive risk of avoiding laws that relate to employment, for example laws on health and safety, on diversity and equality, on employment rights, on rights to strike and so on. The state and the law perform three primary roles in relation to employment as: A restrictive role The state provides a set of rules which limit is what is, and is not, allowed in industrial relations. For example the state defines in what situation workers can go on strike and also defines what management can and cannot do in those situations. A regulatory role This defines the basic rights of all workers. This began with rights for relatively safe working for those employed in mines but has expanded to cover everyone in the workplace. It now also covers many aspects of employment, for example legislation on unfair dismissal means that organisations have to keep careful records on performance, disciplinary procedures and grievances. An auxiliary role Many government bodies give advice, for example on health and safety or equal opportunities, that goes beyond the strict statement of the law. As a result of above employment law being involved in HRPM, excessive involvement of Line manager may result to several conflicts as described below. Conflict with line managers The focus of many line managers will be towards achieving their own, and their teams, targets. This may lead to the manager ignoring guidelines and legislation on working hours, bullying, safety and other issues. Those working in an HR role need to focus on the long-term needs of the organisation: good employee/management relations; working within the legislation, and so on. These long-term needs are of greater importance than achieving a teams short-term targets. Employment and conflicting priorities Managers have a primary aim of adding value to their organisation. By LMs short-term benefit may be gained by sacking employees during periods of low activity. In the long term, however, this is likely to adversely affect staff morale and will also incur costs when new recruits must be found in the future. Freedom and control Conflict may occur between managers wishes to exert freedom in how they run their teams and the strategic need of organisations to exert control and work for at least some degree of consistency. As an example think of policies towards overtime. Line managers may want freedom to use overtime as they think suitable resulting inter-team conflict or problems when employees move between teams. Disputes and grievances The ambiguous nature of HR work is perhaps most clear when disputes occur between employees and management. This may involve a grievance by an individual Line Manager (LM); it may involve a major dispute such as a strike. Technological developments assist the process of facilitating greater line-manager involvement in HRPM Technology Technology refers to the information, equipment, techniques processes required to transform inputs into outputs. It is considered as the basic factor in the process of development. The use of technology lead to increase in the productivity of labor, capital others factors of organization. Role of Technology Increasing the productivity of the workers Utilization of the resources Higher level of output per worker. Creation of the employment More profit for the organization Cost minimization When Human Resource Management (HRM) involves Information Technology (IT) then it is called HRM Information Systems (HRMIS) or in short HRIS. In this modern period of time technology is widely used in HR practices even in developing HR strategy and in their implementation. HRIS is an organized approach for obtaining relevant and timely data, analyze and disseminate data and use them in HR practice and management. We now have the technology to allow us to reduce HR administration and to provide improved levels of service to our internal customers. Through HRIS the managers are able to access up-to-date, accurate, concise, relevant and complete information. Because of HR technology HR roles and practices are changing as shown below: The payroll module automates the pay process by gathering data on employee time and attendance, calculating various deductions and taxes, and generating periodic pay cheques and employee tax reports. The work time gathers standardized time and work related efforts. The benefits administration module provides a system for organizations to administer and track employee participation in benefits programs. The HR management module is a component covering many other HR aspects from application to retirement. The training module provides a system for organizations to administer and track employee training and development efforts. The Employee Self-Service module allows employees to query HRPM related data. Thus, development of Technology played a significant role to overcome barriers preventing LMs from getting involved and it contributed positively to minimize the risk of LMs being more involved in HRPM which illustrated below: More efficient and time saving approach Uses of technology save lots of time in the process where Line Managers are involved. The LMs workloads is minimized and there is availability in time to get involved in HRPM. Better Communication Techno Managerial Role in HR Strategy Development Managerial Role in HR Strategy Development Executive Summary I am pleased to present this report as part of my academic module of Human Resource Planning. The word Change is now a constant term that takes place in every in every part of organisation. Time has brought a huge change with broader invention, new techniques of implication and human feelings and willingness. The Human Resource Management (HRM) has been well diversified and enriched with information resources, development of technology and globally acceptable policies. So we need to find approaches to managerial involvement in developing efficient HR Planning and Management. In this report I tried to critically evaluate Managerial role in HR strategy development and practices including barriers preventing Line Managers(LMs) from getting involved in HR Planning and Management (HRPM), Measures to overcome the barriers, Risk of involving LMs in HRPM to extensive extent and easiness resulted by the development and uses of Technology in involving LMs in HR practices. I specially want to thank RDI for designing such a pragmatic course with great contents including models outline and techniques in such a way that inspired and helped me a lot to prepare this report. Introduction: Planning Human Resource is a critical aspect within overall organizational framework. Time has brought a great extent of change in policies, theories, techniques, HR equipment and in planning and practices if Human Resources to achieve enterprise goals through establishing wide range of successful management and designing efficient HR strategy. Critical evaluation of the role of senior managers in developing an organizations overall Human Resource Strategy: Senior managers play a pivotal role in developing an organizations overall Human Resource (HR) strategy. Before starting the development of Human Resource (HR) Strategy, the managers need to realize Human Resource Management (HRM) activities and their integration to each other and the HR cycle as because of the strategy is designed to perform those activities efficiently to achieve a set of predetermined objectives. HRM activities and HR cycle are shown in the following diagram with their relationship to each other. HRM Activities Figure: Human Resource Management Activities Human Resource Cycle In developing overall Human Resource strategy in an organization there are three steps: Human resource planning in an organisation: To establish effective human resource strategy in an organization the senior managers need to plan Human Resource, which must be consistently aligned with the organizational framework. Investigation and analysis The managers need to investigate and analyze current situation and of internal and external trends of the organization as the first step of planning HR. The managers should mainly focus on the following key issues: Identify which works need to be done Selecting the approach of performing those works effectively and efficiently to achieve the organizations objectives Identify the skills and experience the organization will need Identify the internal and external factors affect the supply and quality of labor, the demand for labor, and the likely people gap Forecasting Senior managers need to forecast beforehand to develop HR strategy where they will: Predict the likely demand for labor Predict the likely level of labor supply Considering both those levels in relation to the numbers of staff and also to the skills and experience that are needed. Based on those predictions, organizations can assess whether the required numbers of people, with the relevant competencies, are likely to be available. If not, then the organization must carefully identify where the skill gaps are likely to occur and decide what it is going to do about those. Planning and Resourcing The Human Resource Strategy Cycle in an organization: Senior managers need to start-up with human resource cycle as depicted by the Michigan Schools matching model of four generic process can be graphically presented by Harvard framework as shown below: Figure: The Harvard Framework The senior managers needs to plan the four generic process of Human Resource cycle in organization where. The components of this process are: Selection: matching people to jobs Appraisal of performance Rewards: emphasizing the real importance of pay and other forms of immediate and long-term compensation in achieving results Development of skilled individuals According to the Harvard Framework the senior managers must develop two aspects of strategic vision. Employees must be involved in and developed by the organization; and HRM policies must be developed to achieve those goals. The approach of senior managers emphasizes the importance of two elements as: Line managers in ensuring that competitive strategy and HR policies are aligned HR managers in setting policies that fit well with the organizations overall aims. The key components of Harvard Framework are shown below: Figure: The Harvard Framework In the first instance, senior managers will carefully identify the fundamental issues, which are important to develop an organizations Human Resource Strategy. These may involve: Workforce plan Skills plan Equity plan Economic plan Motivation and fairness planning Pay levels design, retaining and motivating employees Planning employment issues, which impact, on staff recruitment, retention, motivation etc. Designing a framework of performance management issues Planning career strategy An efficiently designed HR strategy will make it substantially easier for the organization to achieve its goals. Thus the senior managers must have to be cautious about the impact of HR strategy on greater environment of overall organization. A strategic human resource planning model There is no single approach to developing a Human Resources Strategy. The specific approach will vary from one organization to another. Even so, an excellent approach towards an HR Strategic Management System is evident in the model presented below. This approach identifies six specific steps for senior managers in developing HR Strategy: Planning Steps: 1. Setting the strategic direction 2. Designing the Human Resource Management System 3. Planning the total workforce Execution Steps: 4. Generating the required human resources 5. Investing in human resource development and performance 6. Assessing and sustaining organizational competence and performance Figure: Strategic HR model Analysis: Implementation and control Using the process model discussed earlier, the managers need to design specific components of the HR Strategic Plan as described below. Setting the strategic direction Through this process managers focus on aligning human resource policies to support the accomplishment of the Companys mission, vision, goals and strategies. In this regards the following actions are recommended for the senior managers: Perform external scanning evaluating its impact on the organizational objective Identify organizational vision, goal, mission, objective and principles for guidance Identify strategies Designing the Human Resource Management System In this stage managers focus on the selection, design and alignment of HRM plans, policies and practices. Managers will particularly need HRM policies and practices to support strategic organizational objectives. For the managers a good approach in developing appropriate HR strategy is to identify the appropriate HRM practices which support the organizations strategic intent as it relates to recruitment, training, career planning and reward management. In this regards senior managers are recommended to: Identify appropriate human resource plans, policies and practices needed to support organizational objectives Identify relevant human resource best practices Conduct an employment systems review Planning the total workforce Managers need to determine future business requirements, especially those relating to manpower requirements, represents one of the most challenging tasks facing HR managers. The development of a workforce plan is a critical step for managers.Workforce planning is a systematic process of identifying the workforce competencies required to meet the companys strategic goals and for developing the strategies to meet these requirements. It is a methodical process that provides managers with a framework for making human resource decisions based on the organizations mission, strategic plan, budgetary resources, and a set of desired workforce competencies. In this regards senior managers are recommended to do the folloeing: Determining appropriate structure to support objectives Designing key activities Developing workforce planning Compiling a workforce framework and identify designated groups and current competencies for workforce Generating the required human resources In this process senior managers focus on recruit and hire of people, classify them, train them and assign employees on the basis of strategic plan. It requires a comprehensive workplace skills planning which will identify appropriate training priorities based on the organizational requirements within the context of present and future. In this regards senior managers are recommended to do the followings: Evaluating recruitment practices and selection procedure in respect of strategic objectives Developing and implementing comprehensive workplace skills planning thorough training necessity analysis Implementing leadership strategy Adopting occupational techniques and categorizing the group classification Investing in HR Development and Performance Through development responses managers will aim to increase business skills, the application of business skills and the behavioral elements to an organizations effective performance. In many ways, the Skills Development legislation has required managers to re-engineer their developmental methods and practices. Through reward strategies managers aim to align the performance of the organization with the way it rewards its people, providing the necessary incentives and motivation to staff. Its components can be a combination of base pay, bonuses, profit sharing, share options, and a range of appropriate benefits, usually based on market or competitor norms and the organizations ability to pay. In this regards senior managers are recommended to do the following: Determine the appropriate policies, procedures and practices in respect of Designing career path Initiating performance appraisals through relevant analysis Framework of employee development and training Planning reward management Designing promotional activities and classifying job assignment with prudent assignment planning Assessing and sustaining organizational competence and performance Finally, few managers effectively measure how well their different inputs affect performance. In particular, no measures may be in place for quantifying the contribution people make to organizational outcomes or, more important, for estimating how changes in policies and practices, systems, or processes will affect that contribution. In this regards senior managers are recommended to: Evaluating organizational culture Implementing succession plan Evaluating strategy for human resource through quantitative measures Revising and adapting Human Resource strategies Making the HR Strategy integral to the organization The senior managers also should make sure that the strategies of Human Resource are integrated with overall organizational goals. To achieve these goals, the senior managers should: Discuss with all stakeholders about the nature of the strategies; Focus on benefits derived from the strategies; Ensuring real commitment to the strategies at the all levels of organization; Giving feedback on the implementation of the plan; They should involve HR strategy as part of induction process. The barriers which may prevent line-managers becoming more involved in HR Planning Management and Measures can be take to overcome them: HR hierarchy shows LMs are key persons to run the organization where all other department and their activities and success depend upon responses and performance of LMs. So LMs are prevented by many seasons and amongst the two principal barriers to most line managers supporting the HRPM are: Heavy workloads Line Managers (LMs) are always assigned with extensive workload to keep operation department running to achieve predetermined targets. In a study shown that 96% Line Managers agreed that Heavy workload keep them always busy to concentrate somewhere else. As a result, LMs heavy workload prevents LMs from taking part in HRPM as a principal barrier. Short-term job pressures 87% LMs agreed that Time constrain in respect of short-term job pressure as second principal barrier which prevent them from involving with HRPM. To overcome these barriers proper utilization of technology to minimize the workload or increase the number of Line Managers to share short-term job pressures so that there is enough people to take over while another is working in HR. Other barriers to line manager are: Human Resource Planning and Management (HRPM) is a difficult process Line Managers (LM) are designated and assigned for operational activities and performance appraisal through practices of already designed and managed activities HR activities. HR planning and Management is a technical approach where HR manager is specialized with the knowledge and skills to perform the HRP and HRM activities. But the line managers may not have this skills and knowledge. So they most of the times are reluctant to be involved with the process. In this regard, senior managers should design the roles and responsibilities of a line manager very carefully where there are scopes of being involved with HRP and HRM. As a mandatory process top managers may include special training session to enrich them with HR ideologies and management practices so that the line managers without HR background may learn about the technical approaches involved in the HRP and HRM. Lack of desire The fact that LMs are not always sufficiently willing to take on HR responsibilities or that their motivation to do so is lacking highlights a lack of personal incentives for using HR practices. So lack of desire for any reason including lack of incentives, workload, time constraint is one of the barriers that prevent them to be involved with HRP and HRM. Institutional incentives can persuade LMs to give HR activities serious consideration. So adapting such a business policy where line managers are motivated enough to prioritise HR roles or by making HR responsibilities an integral part of LMs own performance appraisals, their job descriptions may improve their attitude towards being invloved with HRP/HRM. Lack of capacity LMs need time to learn and implement HRP/M successfully. Because HR tasks are generally devolved to LMs without reducing their other duties lack of their capacity to deal with challenges involved in HRP/M. This implies, lack of capacity is another constrain hindering Line Managers taking part in HRP/M. The design of line managers responsibilities should apply variability approach where there should be enough room for them to act with HRP/M. they are usually given a short-term target to be achieved and their time is appropriately aligned with other responsibilities. So there should be alternative choices for them to be involved e.g. if a line manager is getting involved with HR practices, their other jobs are shared with other managers i.e. compromise with their workload or extra facilities may attract them to get involved with HRP/M. Lack of competencies There is a need for HR-related competencies for successful HRP/M implementation. LMs lack specialist knowledge and skills in terms of labor law, HR strategy, HR technology etc. So this lacking may prevent them from getting involved with HRP/M. Through a comprehensive training program this barrier can be overcome. There are specific legal requirements and practices and it is evident that many organizations arrange HR training program for Line Managers. Lack of support There is a need for support from HR managers for successful HRP/M implementation. If HR specialists are unable or unwilling to provide clear and proactive support, LMs will lack sufficient HR skills (Gennard/Kelly 1997; Renwick 2000) and proper encouragement to plan and manage the workforce effectively. So this barrier may also prevent the line managers to take part at HR activities. In these circumstances, senior managers have make sure that the HR managers properly cooperate with Line managers. Senior managers can design a certain set of alternatives that the line managers may follow including IT enabled automatic systems in case of HR managers limitations including inability, unavailability or unwillingness where they will be appreciated instead of being criticized. Lack of policy and procedures There is a need for a clear overall HR policy and accompanying procedures to coordinate which practices LMs should use and the way they should take part in HRP/M. This may prevent line managers to take part in HRP/M. In this case senior managers can consult with LMs about the devolution of their responsibilities and design an agreed set of terms and condition for line mangers which will specify their roles and mechanisms they will be willing to be involved in the process of HRP/M. Role and opinion conflict The conflict of roles, responsibilities and opinion may hinder LMs to get involved with HRP/M. Because In this case taking part in the HRP/M by a line manager is monitored and authorised by HR Manager. In this case, senior managers need to improve information sharing between the managers and top-level management may involve to assure and recognize LMs involvement. Rapid Change Rapid change business policy, economic environment and technology also may prevent the Line Managers from getting involved in HRP/M. Because the changes have impact on HR planning and Management practices. Arranging the frequent employee forum discussion or meeting about the changes so that there should not be any ambiguity or conflict about the changes took place in HR practices due to the above changes. The legal framework There are some legal bindings in HR practices which may de-motivate LMs to take part in HRP/M. This may arise from labour and mercantile law relating to nature of business, demographic issues and managerial roles. This is the fact of limitation of knowledge where only the way to overcome this is arranging proper training sessions for LMs about the implications and consequences. In addition to above measures to overcome those barriers, the following steps are recommended to get line managers involved in HRPM: Employment security Pfeffer considers that this is the essential HR outcome. People cannot be expected to offer their ideas, commitment and hard work unless they have job security. Realising that job security for life is not a realistic aim, Pfeffer goes on to describe the benefits of offering internal job transfers rather than sacking people during a period of organisational change. Extensive training, learning and development The aim is to encourage learning that benefits both the individual and the organisation. There are thus implications for the amount of training provided, the types of training, and the ways in which that training facilitates wider employee development. Employee involvement and information sharing By openly sharing information on performance, financial matters, and so on, organisations may show that they trust their employees and may also encourage them to focus on ways of improving future performance. Many modern approaches to teamworking encourage open discussion of current practice and planning ways of creating improvement. This discussion and planning can only be effective if people have the relevant information. Pay and performance-related rewards There are two key issues relating to rewards. First, high-level employees can be retained by giving higher-than-average rewards. Second, rewards should reflect different levels of contribution particularly successful individuals, teams or departments should be rewarded for their efforts. Harmonization Again based on Japanese production companies, some organisations have tried to make their workplaces more egalitarian, for example through the use of uniforms, shared canteens, harmonisation of working conditions e.g. paid holidays, extensions to share ownership and so on. Risks inherent in line-managers becoming more involved in HRPM An extensive body of literature suggests that giving a major role and influence to LMs in HRM can be problematic (Kirkpatrick et al. 1992; McGovern et al. 1997; Renwick 2003; Maxwell and Watson 2006), and even counter-productive (Thornhill and Saunders 1998). Reservations against assigning strong power to Line managers (LMs) in HRPM challenge their capacity to take on new roles parallel to their current workload, as well as their motivation to care about employees. Moreover, a well-known criticism concerns the gap between what is said and what is practiced. Some researchers even suspect that the trend towards greater delegation of responsibilities to LMs often derives from companies desires to cut structural costs as well as to companies desires to free themselves from some responsibilities. Indeed, due to contradictions that are found in HR practices some responsibilities regarding HRPM are difficult to assume. In this perspective, it is negatively reflected that the companys will is to disengage from specialized services rather than a true redefinition of roles. Thus, the claim that if HRPM is to be taken seriously, personnel managers must give it away can be misleading. As implementing ambitious HR practices is likely to be easier for qualified HR specialists than for LMs, the role of the former is too critical to be given away too quickly. LMs need well designed HR practices to use in their management activities. It is up to HRM specialists to put in place systems that create a favourable climate and enable employees and managers to know what is expected from them. The role of the HR specialists is all the more significant than that of the HR function should be viewed as a critical resource for the company: for example, the expertise necessary for the identification and use of accurate work systems can be thought of as a competitive advantage. In other words, we believe that HR specialists still have a major role to play. This role may be displayed in different ways according to organizational culture. In this context tested hypotheses is that the organizational performance is weak for companies in which decisions regarding major HRPM policies are influence more by LMs than by HR specialists. Line managers are assigned with a critical set operational responsibilities which involves day to day operation with a short-term target. Achieving this short-term target is a basis of overall organisational goals. So if line managers get involved more in HR practices, there is a risk of overall failure to achieve organisational goal due to negative impact on operational success. Despite the positive impact may resulted from Line managers involvement in HRPM, recent research has shown that delegating HRPM responsibility carries a number of challenges and risks of line management involvement in HRPM and there are certain complications. Research provides mixed results about the implications of devolution and the competence of line managers in HRPM work more generally. It has been confirmed that workloads of line managers may marginalize their efforts in developing employees and they may not be able to pay sufficient attention to employee development. Performance criteria and reward systems are more likely to consider business results, than a longer term people development role. The responsibility for HRPM is not very often included among line managers performance objectives. Also, it might be difficult for line managers to play two opposing roles of assessor and coach. Moreover, line managers are not specialists in HR practices and may lack confidence, knowledge and organizational support to assume the responsibility for HRPM. Senior managers must be highly supportive in HRPM role of line managers and an incentive system should be developed to motivate them. Furthermore, acting as a HRPM facilitator demands a coaching management style, as opposed to a directive management style. Lack of coaching skills and insufficient line management motivation for this role is reinforced by findings that the least popular HRPM delivery mechanisms include coaching and mentoring. This may be due to the large commitment of time and resources needed. In respect of Employment law the work of Human Resource functions is increasingly controlled by the requirements of the law. There is an extensive risk of avoiding laws that relate to employment, for example laws on health and safety, on diversity and equality, on employment rights, on rights to strike and so on. The state and the law perform three primary roles in relation to employment as: A restrictive role The state provides a set of rules which limit is what is, and is not, allowed in industrial relations. For example the state defines in what situation workers can go on strike and also defines what management can and cannot do in those situations. A regulatory role This defines the basic rights of all workers. This began with rights for relatively safe working for those employed in mines but has expanded to cover everyone in the workplace. It now also covers many aspects of employment, for example legislation on unfair dismissal means that organisations have to keep careful records on performance, disciplinary procedures and grievances. An auxiliary role Many government bodies give advice, for example on health and safety or equal opportunities, that goes beyond the strict statement of the law. As a result of above employment law being involved in HRPM, excessive involvement of Line manager may result to several conflicts as described below. Conflict with line managers The focus of many line managers will be towards achieving their own, and their teams, targets. This may lead to the manager ignoring guidelines and legislation on working hours, bullying, safety and other issues. Those working in an HR role need to focus on the long-term needs of the organisation: good employee/management relations; working within the legislation, and so on. These long-term needs are of greater importance than achieving a teams short-term targets. Employment and conflicting priorities Managers have a primary aim of adding value to their organisation. By LMs short-term benefit may be gained by sacking employees during periods of low activity. In the long term, however, this is likely to adversely affect staff morale and will also incur costs when new recruits must be found in the future. Freedom and control Conflict may occur between managers wishes to exert freedom in how they run their teams and the strategic need of organisations to exert control and work for at least some degree of consistency. As an example think of policies towards overtime. Line managers may want freedom to use overtime as they think suitable resulting inter-team conflict or problems when employees move between teams. Disputes and grievances The ambiguous nature of HR work is perhaps most clear when disputes occur between employees and management. This may involve a grievance by an individual Line Manager (LM); it may involve a major dispute such as a strike. Technological developments assist the process of facilitating greater line-manager involvement in HRPM Technology Technology refers to the information, equipment, techniques processes required to transform inputs into outputs. It is considered as the basic factor in the process of development. The use of technology lead to increase in the productivity of labor, capital others factors of organization. Role of Technology Increasing the productivity of the workers Utilization of the resources Higher level of output per worker. Creation of the employment More profit for the organization Cost minimization When Human Resource Management (HRM) involves Information Technology (IT) then it is called HRM Information Systems (HRMIS) or in short HRIS. In this modern period of time technology is widely used in HR practices even in developing HR strategy and in their implementation. HRIS is an organized approach for obtaining relevant and timely data, analyze and disseminate data and use them in HR practice and management. We now have the technology to allow us to reduce HR administration and to provide improved levels of service to our internal customers. Through HRIS the managers are able to access up-to-date, accurate, concise, relevant and complete information. Because of HR technology HR roles and practices are changing as shown below: The payroll module automates the pay process by gathering data on employee time and attendance, calculating various deductions and taxes, and generating periodic pay cheques and employee tax reports. The work time gathers standardized time and work related efforts. The benefits administration module provides a system for organizations to administer and track employee participation in benefits programs. The HR management module is a component covering many other HR aspects from application to retirement. The training module provides a system for organizations to administer and track employee training and development efforts. The Employee Self-Service module allows employees to query HRPM related data. Thus, development of Technology played a significant role to overcome barriers preventing LMs from getting involved and it contributed positively to minimize the risk of LMs being more involved in HRPM which illustrated below: More efficient and time saving approach Uses of technology save lots of time in the process where Line Managers are involved. The LMs workloads is minimized and there is availability in time to get involved in HRPM. Better Communication Techno