Hr Strategies And Management When A Corporation Becomes Multinational Business Essay Essay Example

Hr Strategies And Management When A Corporation Becomes Multinational Business Essay Essay Example Hr Strategies And Management When A Corporation Becomes Multinational Business Essay Essay Hr Strategies And Management When A Corporation Becomes Multinational Business Essay Essay Q1 Changes in HR schemes and direction when a corporation becomes transnational and the impact of globalisation on a house s success and challenges. Ans1. The organisations may hold different grounds and motivations when they expand globally but most of them focus on increasing their net incomes with a larger turnover. The organisation has to equilibrate its concern schemes with the direction of human resources. This globalisation consequences in more foreign direct investings, helps them to gain foreign currency, have entree to more beforehand technological and direction patterns which may give a new way to their concern and operations. The corporations sometimes need to alter or transform their current patterns and manners while come ining a complete new and different country/ part. Hence the function of Human Resource section becomes critical while covering with such conditions. They may be following a peculiar scheme in their host state but the new state may coerce them to move otherwise so as to last in the market. This require HR section to construct a strong model to enroll local/ international employees, engaging, pull of fing a new work force together holding different civilization and penchants with the bing employees. It besides needs to understand the legal issues and complexnesss of different regulating manner. Therefore HR section needs to come up with a cohesive scheme to keep good image in the foreign market without impacting its operations in other parts. The corporation may follow the familiar patterns or the new patterns, whichever appears to be more profitable. The chief schemes that are adopted by the corporations may be loosely classified into following classs: Ethnocentric Polycentric Regiocentric Geocentric Ethnocentric: This HR scheme favors the house control of the parent organisation on its different subordinate units and franchisee. This scheme involves an upper manus of the traditional patterns of the organisation instead than exchanging to new local schemes. Here the new subordinates resemble their parent company. The company instead than using local people prefers the direction of cardinal places by the exiles ( i.e. the indigens of other states ) . This is by and large followed in the organisations which require proficient accomplishments that are hard to happen in the local people or necessitate clip for the preparation the local people. The foreign employment issues by and large restrict the smooth operation of the corporation in the host state. The company follows its traditional working and direction manner. This is by and large practiced when an established corporation tries new ventures in a less competitory market. Here the cost of operation is by and large high as all th e cardinal employees do non belong to the host state. This is fundamentally the central offices controlled methodological analysis which is besides known as planetary scheme. Polycentric: In this HR scheme the chief work force is of the host state where the corporation has merely established. All the places and work is managed and controlled by local employees instead than corporation A ; acirc ; ˆâ„ ¢s typical direction manner. This consequences in cost decrease in the wages and the traveling and lodging disbursals. Here the cultural barrier job and that of local linguistic communication is greatly reduced. This scheme lacks the migration among employees of the parent and the host state. This is based on local reactivity of the host state. In other words it is the multi domestic scheme. This besides provides better employment chances to the local people. But sometime this complete alteration in the direction may adversely impact the operations of the corporation. Regiocentric: This is similar to polycentric in which the host state subjects are employed. Here the direction construction is based on the regional unity and civilization. This allows easy migration of employees within the part but non to the parent state. For case a European state runing in Asia may let easy transportation or motion among the Asian Pacific employees but non with those of the European Union. Here an advanced web system is required to command the different parts. Geocentric: This is a span between the central offices controlled and part reactivity based scheme. This is a complex scheme where the places and stations are filled depending on the ability of an person instead than based on host/parent state nationality. This requires a strong and efficient communicating channel between the offices in different parts besides within the office because the employees of different states need to work together without know aparting on the racial or cultural evidences. The employees get to hold a better apprehension of different working civilizations and supply an chance to larn from each other. This besides allows motion of employees to different states, therefore assisting them to hold a better apprehension of the corporation. This scheme helps the organisation to do the best usage of its past experience and schemes in concurrence with the best chances of the new host states. Generally geocentric scheme is considered to be the ideal as balances both th eoretical ( traditional ) and practical ( local ) facets. This is besides called translational scheme. The above explained schemes can besides be classified into Adaptive Exportive Integrative Impact of globalisation on house A ; acirc ; ˆâ„ ¢s success Overlooking few exclusions, globalisation when applied with proper schemes largely has a positive impact on the net incomes and success of a corporation. It helps an organisation to follow advanced engineering and direction patterns of the host state. It motivates the employees to be more competitory and efficient. As a consequence of globalisation a corporation can seek new experiments in its merchandises and services. These experiments if successful allow the house to switch to these better methods. All these factors help the organisation to gain planetary acknowledgment and do fine-looking net incomes. The challenges being faced in different parts besides provide the competitory border to the organisation. Q2.The function of Enterprise Resource Planning ( e.g. SAP ) in Human Resource Management and the analysis of a cognition direction program that impacts on a house s public presentation. Ans2. The cervix interrupting competition in the market demands the organisation to be every bit efficient as possible which straight or indirectly inquiries efficiency of the Human Resource Management of any organisation. Thus a proper direction of human resources becomes really of import for the organisation. This requires the right rating and analysis of all the information related to the human resources of the organisation. With the growing of any organisation the information and information related to the employees and workers besides increases so the direction of this becomes hard. ERP ( known as Enterprise Resource Planning ) is a system that integrates the usage of computing machine in managing these informations in an efficient manner. This allows HR section to concentrate on the direction of the resources instead than blowing clip on the aggregation of them. Therefore ERP is a tool that uses different faculties to enter the behaviour and inside informations of the employees and links it with the aims of the company, therefore supplying better analysis platform. The faculties associating ERP and Human Resource are better known as HR faculties which narrow the spread between the usage of Information Technology and the direction of Human Resources. ERP allows easy flow of information between the different degrees of direction within and outside the organisation. ERP can do usage of a centralised database or may be divided into a figure of little faculties that allows the integrating of different section on individual computing machine system. The information collected through these separated faculties may be combined to give a broader and clear image to the assorted sections of the organisation. The ERP had different faculties for commanding different activities like fabrication, finance, supply concatenation, human resources, client relationship etc. The human resource faculty manages preparation, paysheet, clip, benefits, attending etc of the Human resources of the organisation. ERP provides a computing machine based machine-controlled system to command all these activities feeding and pulling informations into assorted faculties and so runing on a common platform. This allows entree to reliable and consistent informations together will finish transparence in its operation. Execution of ERP in Human Resource Management and its Role ERP consists of a figure of typical faculties known as the functional units. The execution of ERP requires trained professionals giving proficient accomplishments required to understand and implement ERP. Therefore by and large some experts supplying these services ( like SAP ) are required for implementing an ERP system in an organisation. The size of the corporation, extent of zombi and the construction of the organisation play a important function in make up ones minding the scheme for implementing ERP as different faculties at different degrees. ERP helps executives, directors, employees to utilize the accomplishments of their work force in an efficient mode by better planning, prediction and appropriate determination devising. Automation can be done for different functions like: Recruitment and Choice Employee Administration Payroll Cardinal Database Legal Reporting Different faculties can be developed for managing these activities at individually. Besides the combination of or more of these can be used together for better direction. Before really implementing ERP in any concern certain guidelines should be setup before manus like what information is to migrated, which is to be digitalized. Besides different sellers have different working scheme in implementing ERP, hence the chief motivations and aims of the industry should be taken proper consideration before implementing ERP. Now the function of ERP as different faculties in the direction of: Recruitment and Choice: This is one of the most of import maps of the HR section of any organisation at it forms the base for advancement of the organisation. Therefore deploying ERP in this procedure will assist greatly as it will do the undertaking of choosing campaigners easy based on certain pre-decided factors. Besides a separate ERP faculty may be developed for easing undertakings like readying of different inquiry sets for campaigners and so a transparent and fast judgment procedure. Employee Administration: This faculty deals with the direction of the information of the employees of the corporation. This includes hive awaying all the basic inside informations like name, appellation, experience, salary, address etc. This includes the storing of all the basic information in a separate faculty that can be used at different degrees of disposal if required. This truly facilitates the handling of informations, now alternatively of keeping separate printed or handwritten paperss ; a individual faculty on a computing machine will pull off all informtaion. Payroll: Management of different paysheet for different employees besides becomes a cumbrous undertaking with the addition in the strength of employees in the organisation. Therefore implementing ERP faculty in such an activity greatly reduces the feverish work. Cardinal Database: All these separate faculties can either be stored individually or alternatively they can be maintained as a individual database, with different employees holding entree to particular faculties merely depending on their stations. This saves the redundancy as now data is being stored on a individual database. This allows easy entree to the information which reduces the clip required to work out different jobs and questions of the organisation. Legal Coverage: Management of all the legal issues related to an organisation is besides really of import. ERP modules play a important function in the direction of all the contracts, duties, bonds etc. This makes the undertaking of the HR section in covering with employees and their duties trouble-free. Impact of Knowledge Management on Firms Performance: The definition of Knowledge Management varies from one organisation to another. Some organisations believe in the best usage of cognition direction for maximal productiveness and net income while other focal points on the usage of cognition of direction for strategic promotions. Therefore a sound and efficient usage truly helps in the success of an organisation. The impact of cognition direction can be seen straight in the better hazard direction of the financess and assets, besides minimising the hazard of people go forthing the organizing, handling of exigency state of affairss, strategic acquisition and amalgamation etc. Thus cognition direction has a really important impact on a house A ; acirc ; ˆâ„ ¢s success. Q3. How houses can use knowledge direction schemes to surpass competition ( for illustration, how does Wal-Mart outperform other planetary retail merchants through its logistics direction? ) and choosing appropriate HR patterns for guaranting work force public presentation. Ans3. Knowledge direction is besides one of the most debated subjects that play a major function in make up ones minding the success of an organisation. It is a scheme that exploits the intangible resources of an organisation in the best possible mode. Knowledge Management is the proper cognition of the information and communicating demands of an employee. Knowledge Management allows the qualitative survey of organisational direction system which for case aid in early and efficient completion of the different undertakings and run intoing the deadlines. This cognition can be applied at the undermentioned different degrees to accomplish success of the organisation as a whole. ARTIFACT LEVEL INDIVIDUAL LEVEL TEAM LEVEL ORGANIZATIONAL LEVEL INTERORGANIZATIONAL LEVEL ARTIFACT LEVEL: This includes the direction of paperss, pull offing informations which farther provides information about other informations, pull offing assorted semantics and algorithms etc. INDIVIDUAL Degree: At single degree this cognition system is used to keep profiles of each single employee and besides of the pull offing commission. This besides includes a proper direction of the silent cognition. TEAM Degree: At squad degree it manages the work flows of the complete construction of the organisation, happening all the possibilities of collaborative working environment, and the direction of the squad. ORGANIZATIONAL Degree: It includes managing of cognition related to the development of best suited schemes, pull offing competence among the employees and actuating them clip to clip. This besides covers developing of the direction manner of the organisation. INTER ORGANIZATIONAL Degree: At this degree it is used to pull off web with other organisations, direction of undertakings and future programs of the organisation. Therefore the application of all these schemes at different degrees will transform the complete on the job construction of the organisation in a better manner, therefore assisting to accomplish the ends easy and good structured mode. Thus a proper Knowledge Management System helps an organisation to place their countries of failing and so working on those losing countries. It besides improves the rational capital of a corporation and encourages the free flow of thoughts in the organisation which finally leads to greater productiveness. Logisticss Management at Walmart: The chief factor that allows Walmart to surpass its rivals its ability to cut down cost of their complete supply concatenation by managing it in an efficient mode. The benefits in the supply concatenation direction besides increase its other fiscal net incomes, therefore leting it to spread out more and more. The cardinal factor that distinguishes Walmart from other is the efficient usage of the cognition direction in make up ones minding its schemes. For illustration the denseness and site-to- shop logistic schemes have benefited it mostly. In the denseness scheme the Walmart shops are located comparatively close to each other, which allow a individual truck to do several cargos in a individual unit of ammunition. Thus the dense web of shops reduces the supply concatenation direction cost significantly. The site-to-store scheme is chiefly aimed at monetary value medium sophisticated consumers. This allows consumers to see the merchandise on the web site, together with its specification and pricing construction. After the consumer chooses the merchandise, it is being delivered to the desired location and that excessively at a really nominal monetary value. This attracts a big figure of new clients. Thus Walmart through its strong Knowledge Management system decides which scheme to follow in which part and so using it in a really efficient direction system in concurrence with proficient support if needed. The appropriate HR patterns include cover a really big sphere. Write from enrolling and choosing the most suited campaigner to the proper direction of the work force are the most of import activities of the HR section which lay the footing of development for any organisation. The public presentation of the employees mostly depends on the working environment inside the organisation. Thus it becomes of import for the HR section to keep a harmoniousness among the workers of the organisation, besides actuating them from clip to clip. The efficient direction of the available work force may take an organisation to make new highs by bettering the productiveness significantly.

Tips for Taking Great Cemetery Pictures

Tips for Taking Great Cemetery Pictures Pictures are a wonderful way to document cemeteries and graveyards, from scenic views of the cemetery, to inscriptions of individual tombstones. It isnt always as easy as it seems, however, to achieve sharp, clear photographs of stones that may be centuries old. That old stone may be easy enough to read when youre standing just a few feet away, but capturing its three dimensional carving and inscriptions on a flat picture sometimes takes a bit of work. What to Photograph Its not every day that you get to visit an ancestors cemetery, so take the time, if you can, to create a photographic record of the entire cemetery, rather than just a single tombstone: Take at least two shots of each headstone, one close up so that you can read the inscription, and one from a distance which identifies the markers location in the cemetery. If the gravestone is one of several in a family grouping, then you may also want to take a wide angle shot of the entire family plot (a tombstones position in relation to other family members may provide a clue to relationships).Take several pictures (from different angles) showing the entire cemetery, or at least as large a portion of it as you can fit in a single picture.Unless it is a small family plot hidden in the middle of a cornfield, the front gates or entrance of the cemetery makes another good view to record on film. What Time of Day is Best? Proper lighting is the most critical factor in achieving a good, high-definition tombstone photo. According to tradition, many older cemeteries have individuals buried facing East, which generally means that the inscriptions on the headstones also face East. For this reason, morning light is often the best option in which to obtain the best lighting for photographing tombstones. There are, obviously, many exceptions to this very general rule, however. Tombstones may be situated so that they face the road, a beautiful view, etc. Overhead trees and cloudy days can also make photographing tombstones a difficult task. For this reason, it is best to scout out the cemetery in advance in order to determine the best time of day for taking pictures.   Lighting the Tombstone When optimal lighting is not possible, several tools can be used to reflect light onto shadowy tombstones. Directing sunlight or other light diagonally across the face of a gravestone casts shadows in indentations which makes inscriptions more visible and easy to read: Mirror - A mirror is a common tool for reflecting sunlight onto shadowy tombstones. Mylar (plastic) mirrors are available at most home stores (no reason to risk travelling around with a glass mirror in your car) and can be easily equipped with a set of legs (like an easel) to aid in propping the mirror to effectively reflect sunlight where you need it. Larger mirrors can even be used to reflect sunlight from a distance to light up tombstones resting under shady trees. Collapsible Reflector - A common accessory used by many photographers, a collapsible light reflector can be purchased for about $30-$50. They typically fold up into a small 4-6 package, handy for traveling. Aluminum Foil - A low budget alternative, and handy for travel, aluminum foil makes a decent light reflector in a pinch. Youll either need a piece of cardboard to support the foil, or a partner to hold it for you. Enhancing the Inscription When good lighting isnt enough to bring out a badly eroded inscription, there are a few other methods employed by many genealogists: Water - Wetting down a tombstone with a spray bottle of fresh water can sometimes make carvings stand out much more than when dry. After wetting the stone, allow the surface to dry for a few minutes, leaving the indented lettering damp, which makes it darker and easier to read. Shaving Cream - A method used by many genealogists, shaving cream can do wonders at bringing out hard-to-read inscriptions. This practice is discouraged by most professional conservators, however, as shaving cream contains acidic chemicals and greasy emollients which make it hard to remove from the stone and damaging if left there over time.Black Light - Suggested by some, a black light bulb (75 watt or higher) can be used to make a worn inscription pop out. While an extension cord may be a problem in many cemeteries, you can find portable, battery-operated black light units in many party or novelty stores (they are especially popular around Halloween). Cast the light directly on the tombstone and the words j ust seem to pop right out at you. Black light works especially well when it is dark, but since cemeteries are not always the safest place to visit at night, try draping a large, dark blanket over both you and the tombstone while using the black light. This should create enough darkness for a very illuminating inscription.

Not sure Essay Example | Topics and Well Written Essays - 1000 words - 1

Not sure - Essay Example The scene challenges essentialist ideas about gender and identity issues because Merida undermines and opposes her family and community that promote the negation of women’s free will and autonomy. The scene exposes the binary distinction between traditional and non-traditional gender norms and conduct. Merida challenges essentialist norms about gender because she is not like typical princesses, who love beautifying themselves and preparing for romance and marriage. She dislikes making herself physically attractive to anyone, especially another man. She even hates acting and dressing like a princess because the tight clothing disables her from moving freely around and doing anything she wants. Figure 1 shows her slumped on the princess’ chair, instead of having the usual grand posture of a â€Å"real† lady, as her mother would have emphasized. Merida’s poor countenance and posture breach customary gender etiquette. Furthermore, Merida loathes having no free will in the events unfolding before her. Lady Elinor announces the goal of the arrow shooting competition. Whoever wins will marry her daughter. Merida shakes her head and looks sullen and dejected. See Figure 1. She contests the idea that she needs a man to vie for her, which fundamentally means, a man who will end her freedom and autonomy. Merida is unlike other princesses who are happily groomed to be married. Other princesses will be excited and eager to meet their princes, their future husbands. Lady Elinor prepares Merida for this stage in her life, but the latter has no inclination for a married life. The competition seems like a death sentence to her. In addition, romance usually serves as a driving force for princesses. Merida is not the typical princess at all because romance is the last thing on her mind. She wants adventure in the woods, shooting targets, and riding alone and free. As she blows out her exasperation, a stray hair falls on her face. It represents her stra y nature, a nature that resists heteronormativity. Heteronormativity insists that as a princess, her greatest role in life is to be married off to a prince someday. She opposes heteronormativity because she does not want to get married and lose her precious freedom. Merida wants to own her life, including her decision for marriage. Figure 1: Sullen and Dejected Merida Aside from exploring the sharp contrast between traditional and non-traditional gender norms, the scene depicts a young woman’s struggle in defining new gender-identity relations. Merida disrespects the traditional connection between gender and identity, where she is expected to be, not just an ordinary woman, but a princess who will preserve traditional inter-clan marriage customs. The scene shows that the community generally blindly follows gender norms and traditional customs. Women, in particular, believe in the romantic notion of the competition. When the vain prince is shown, some of them swoon and fall in love with him. These people represent women who reinforce traditional gender norms and identity, where they allow their society-molded womanhood to dictate their interests and destinies. Merida is different from them. She opposes the traditional gender-identity relationship by defying traditions and gender roles. Figure 1 suggests that she is not someone who will accept her fate too easily. She will not be forced to marry anyone, just

Irish Migration in the 19th Century Essay Example | Topics and Well Written Essays - 2500 words

Irish Migration in the 19th Century - Essay Example Ireland once belonged to England as one of its oldest colonies. It became officially absorbed as part of United Kingdom after the Act of Union on January 1, 1801 (Moving Here Ireland in the 19th century, par2). English was the official language of the country. Statistics showed that the percentage of people speaking in Irish decreased to less than 15% by 1891. In terms of economy, Ireland was largely agricultural. People largely depended on potato crop as their main source of livelihood. "By 1840, it has been estimated that 3 million people depended upon the potato, sometimes supplemented by buttermilk, with an adult male consuming up to 6.3 kg (14lbs) a day." (Moving Here Agriculture, par.4). Poverty is evident in their social class- the laborers who depended on the success of their crop harvest and the unemployed who live in wretched cabins and miserable huts. The living conditions of Irish in the 19th century can be depicted in the common notion of what an Irish notion is. It was stated in an article in the website of Moving here Gallery that the miserable hut of an Irish man consists of "an unpaved clay floor below, a roof of straw and weeds, dank, and soak, and rotting overhead, miserable bed in the corner, an iron pot over a peat fire, a black and filthy sink before the door." (Moving Here Living Conditions, par.3). To say that Irish people only have a meager amount of income is an understatement. The uncertainty of their lives was similar to the uncertainty of nature where most of them depended. The potato crop failure known as the Great Famine which hit Ireland from 1845-1850 left many people starving to death. This compelled Irish to leave their country and look for their fate and luck to other countries, mostly in the United States and Canada. "It is estimated that almost one million people died, and almost the same emigrated." (Moving Here, par.3). Ireland's population dramatically decreased by 2 million which was from 8 million to 6.5 million from 1841 to 1851. "Early 19th century emigrants tended to come from the more prosperous northern and eastern countries, including Wexford and Dublin." (Moving Here Other Parts of Ireland, par1). Hence, immigration can be characterized as the people's mechanism to survive although later discussions would show that the early Irish immigrants or the early settlers experienced poverty, oppression, social injustice, and inequality. To illustrate this, an article entitled Irish Immigrants in America during the 19th Century found in the website of Kinsella indicated that "even as the boat was docking, these immigrants to America learned that life in America was going to be a battle for survival. Hundreds of runners, usually large greedy men, swarmed aboard the ship grabbing immigrants and their bags trying to force them to their favorite tenement house and then exact an outrageous fee for their services. As the poor immigrant had no means of moving on, they settled in the port of arrival. Almshouses were filled with these Irish immigrants. They begged on every street" (par.2). Early settlers in both countries experienced most of the struggles and hardships in establishing their lives in another country but their efforts paid off as their descendants became better educated and skilled. Irish migrated to prosperous countries such as the United States

Industrial Relations & Collective Bargaining Essay Example for Free

Industrial Relations Collective Bargaining Essay Elective HRM 6: Industrial Relations Collective Bargaining 1. Industrial Relations: Historical background, Concept and approaches in IR – Stake holders of IR, Various factors influencing IR, HR approach to IR, Essentials of sound IR policy, IR Strategies, Legal frame work of IR, Community of IR. Proactive IR, Industrial conflicts, Disputes, Conflict resolution. . Trade Unions: Trade union movement and growth of TU in India, National level federations, Trade union problems, Trade union Organization, Leadership and management of Trade union, Trade Union Act 1926, Registration of trade union, Employers Association – Objectives, Origin and growth, Legal status, Problems of Trade Unions. 3. Grievances and Disciplines: Grievances, Redressal, Discipline, Standing Orders, Acts of misconduct, Show cause notice, Suspension, Enquiry procedure, Principles of natural justice, Punishments, Demotion suspension, Termination, Removal and dismissals, Conflicts – Industrial disputes –Lay off, Termination simplicitor, Retrenchment, closures, VRS. 4. Collective Bargaining: Concept, Its relevance in IR, CB as an institution, ILO perception of CB, Objectives of CB, Structure, Functions, process, negotiations, bargaining approaches techniques, patterns of bargaining. . Settlements: Types of settlements, Wage settlement, bonus settlement, productivity settlement, VRS settlement, Union issues settlement, Reorganization settlement, Transfer, Layoff, Retrenchment and Closure settlements. 4. 4 Elective HRM 6: Industrial Relations Collective Bargaining 1. Industrial Relations: Historical background, Concept and approaches in IR – Stake holders of IR, Various factors influ encing IR, HR approach to IR, Essentials of sound IR policy, IR Strategies, Legal frame work of IR, Community of IR. Proactive IR, Industrial conflicts, Disputes, Conflict resolution. 2. Trade Unions: Trade union movement and growth of TU in India, National level federations, Trade union problems, Trade union Organization, Leadership and management of Trade union, Trade Union Act 1926, Registration of trade union, Employers Association – Objectives, Origin and growth, Legal status, Problems of Trade Unions. 3. Grievances and Disciplines: Grievances, Redressal, Discipline, Standing Orders, Acts of misconduct, Show cause notice, Suspension, Enquiry procedure, Principles of natural justice, Punishments, Demotion suspension, Termination, Removal and dismissals, Conflicts – Industrial disputes –Lay off, Termination simplicitor, Retrenchment, closures, VRS. 4. Collective Bargaining: Concept, Its relevance in IR, CB as an institution, ILO perception of CB, Objectives of CB, Structure, Functions, process, negotiations, bargaining approaches techniques, patterns of bargaining. . Settlements: Types of settlements, Wage settlement, bonus settlement, productivity settlement, VRS settlement, Union issues settlement, Reorganization settlement, Transfer, Layoff, Retrenchment and Closure settlements. 4. 4 Elective HRM 6: Industrial Relations Collective Bargaining 1. Industrial Relations: Historical background, Concept and approaches in IR – Stake holders of IR, Various factors influ encing IR, HR approach to IR, Essentials of sound IR policy, IR Strategies, Legal frame work of IR, Community of IR. Proactive IR, Industrial conflicts, Disputes, Conflict resolution. 2. Trade Unions: Trade union movement and growth of TU in India, National level federations, Trade union problems, Trade union Organization, Leadership and management of Trade union, Trade Union Act 1926, Registration of trade union, Employers Association – Objectives, Origin and growth, Legal status, Problems of Trade Unions. 3. Grievances and Disciplines: Grievances, Redressal, Discipline, Standing Orders, Acts of misconduct, Show cause notice, Suspension, Enquiry procedure, Principles of natural justice, Punishments, Demotion suspension, Termination, Removal and dismissals, Conflicts – Industrial disputes –Lay off, Termination simplicitor, Retrenchment, closures, VRS. 4. Collective Bargaining: Concept, Its relevance in IR, CB as an institution, ILO perception of CB, Objectives of CB, Structure, Functions, process, negotiations, bargaining approaches techniques, patterns of bargaining. . Settlements: Types of settlements, Wage settlement, bonus settlement, productivity settlement, VRS settlement, Union issues settlement, Reorganization settlement, Transfer, Layoff, Retrenchment and Closure settlements. 4. 4 Elective HRM 6: Industrial Relations Collective Bargaining 1. Industrial Relations: Historical background, Concept and approaches in IR – Stake holders of IR, Various factors influ encing IR, HR approach to IR, Essentials of sound IR policy, IR Strategies, Legal frame work of IR, Community of IR. Proactive IR, Industrial conflicts, Disputes, Conflict resolution. 2. Trade Unions: Trade union movement and growth of TU in India, National level federations, Trade union problems, Trade union Organization, Leadership and management of Trade union, Trade Union Act 1926, Registration of trade union, Employers Association – Objectives, Origin and growth, Legal status, Problems of Trade Unions. 3. Grievances and Disciplines: Grievances, Redressal, Discipline, Standing Orders, Acts of misconduct, Show cause notice, Suspension, Enquiry procedure, Principles of natural justice, Punishments, Demotion suspension, Termination, Removal and dismissals, Conflicts – Industrial disputes –Lay off, Termination simplicitor, Retrenchment, closures, VRS. 4. Collective Bargaining: Concept, Its relevance in IR, CB as an institution, ILO perception of CB, Objectives of CB, Structure, Functions, process, negotiations, bargaining approaches techniques, patterns of bargaining. . Settlements: Types of settlements, Wage settlement, bonus settlement, productivity settlement, VRS settlement, Union issues settlement, Reorganization settlement, Transfer, Layoff, Retrenchment and Closure settlements. 4. 4 Elective HRM 6: Industrial Relations Collective Bargaining 1. Industrial Relations: Historical background, Concept and approaches in IR – Stake holders of IR, Various factors influ encing IR, HR approach to IR, Essentials of sound IR policy, IR Strategies, Legal frame work of IR, Community of IR. Proactive IR, Industrial conflicts, Disputes, Conflict resolution. 2. Trade Unions: Trade union movement and growth of TU in India, National level federations, Trade union problems, Trade union Organization, Leadership and management of Trade union, Trade Union Act 1926, Registration of trade union, Employers Association – Objectives, Origin and growth, Legal status, Problems of Trade Unions. 3. Grievances and Disciplines: Grievances, Redressal, Discipline, Standing Orders, Acts of misconduct, Show cause notice, Suspension, Enquiry procedure, Principles of natural justice, Punishments, Demotion suspension, Termination, Removal and dismissals, Conflicts – Industrial disputes –Lay off, Termination simplicitor, Retrenchment, closures, VRS. 4. Collective Bargaining: Concept, Its relevance in IR, CB as an institution, ILO perception of CB, Objectives of CB, Structure, Functions, process, negotiations, bargaining approaches techniques, patterns of bargaining. . Settlements: Types of settlements, Wage settlement, bonus settlement, productivity settlement, VRS settlement, Union issues settlement, Reorganization settlement, Transfer, Layoff, Retrenchment and Closure settlements. 4. 4 Elective HRM 6: Industrial Relations Collective Bargaining 1. Industrial Relations: Historical background, Concept and approaches in IR – Stake holders of IR, Various factors influ encing IR, HR approach to IR, Essentials of sound IR policy, IR Strategies, Legal frame work of IR, Community of IR. Proactive IR, Industrial conflicts, Disputes, Conflict resolution. 2. Trade Unions: Trade union movement and growth of TU in India, National level federations, Trade union problems, Trade union Organization, Leadership and management of Trade union, Trade Union Act 1926, Registration of trade union, Employers Association – Objectives, Origin and growth, Legal status, Problems of Trade Unions. 3. Grievances and Disciplines: Grievances, Redressal, Discipline, Standing Orders, Acts of misconduct, Show cause notice, Suspension, Enquiry procedure, Principles of natural justice, Punishments, Demotion suspension, Termination, Removal and dismissals, Conflicts – Industrial disputes –Lay off, Termination simplicitor, Retrenchment, closures, VRS. 4. Collective Bargaining: Concept, Its relevance in IR, CB as an institution, ILO perception of CB, Objectives of CB, Structure, Functions, process, negotiations, bargaining approaches techniques, patterns of bargaining. . Settlements: Types of settlements, Wage settlement, bonus settlement, productivity settlement, VRS settlement, Union issues settlement, Reorganization settlement, Transfer, Layoff, Retrenchment and Closure settlements. 4. 4 Elective HRM 6: Industrial Relations Collective Bargaining 1. Industrial Relations: Historical background, Concept and approaches in IR – Stake holders of IR, Various factors influ encing IR, HR approach to IR, Essentials of sound IR policy, IR Strategies, Legal frame work of IR, Community of IR. Proactive IR, Industrial conflicts, Disputes, Conflict resolution. 2. Trade Unions: Trade union movement and growth of TU in India, National level federations, Trade union problems, Trade union Organization, Leadership and management of Trade union, Trade Union Act 1926, Registration of trade union, Employers Association – Objectives, Origin and growth, Legal status, Problems of Trade Unions. 3. Grievances and Disciplines: Grievances, Redressal, Discipline, Standing Orders, Acts of misconduct, Show cause notice, Suspension, Enquiry procedure, Principles of natural justice, Punishments, Demotion suspension, Termination, Removal and dismissals, Conflicts – Industrial disputes –Lay off, Termination simplicitor, Retrenchment, closures, VRS. 4. Collective Bargaining: Concept, Its relevance in IR, CB as an institution, ILO perception of CB, Objectives of CB, Structure, Functions, process, negotiations, bargaining approaches techniques, patterns of bargaining. . Settlements: Types of settlements, Wage settlement, bonus settlement, productivity settlement, VRS settlement, Union issues settlement, Reorganization settlement, Transfer, Layoff, Retrenchment and Closure settlements. 4. 4 Elective HRM 6: Industrial Relations Collective Bargaining 1. Industrial Relations: Historical background, Concept and approaches in IR – Stake holders of IR, Various factors influ encing IR, HR approach to IR, Essentials of sound IR policy, IR Strategies, Legal frame work of IR, Community of IR. Proactive IR, Industrial conflicts, Disputes, Conflict resolution. 2. Trade Unions: Trade union movement and growth of TU in India, National level federations, Trade union problems, Trade union Organization, Leadership and management of Trade union, Trade Union Act 1926, Registration of trade union, Employers Association – Objectives, Origin and growth, Legal status, Problems of Trade Unions. 3. Grievances and Disciplines: Grievances, Redressal, Discipline, Standing Orders, Acts of misconduct, Show cause notice, Suspension, Enquiry procedure, Principles of natural justice, Punishments, Demotion suspension, Termination, Removal and dismissals, Conflicts – Industrial disputes –Lay off, Termination simplicitor, Retrenchment, closures, VRS. 4. Collective Bargaining: Concept, Its relevance in IR, CB as an institution, ILO perception of CB, Objectives of CB, Structure, Functions, process, negotiations, bargaining approaches techniques, patterns of bargaining. . Settlements: Types of settlements, Wage settlement, bonus settlement, productivity settlement, VRS settlement, Union issues settlement, Reorganization settlement, Transfer, Layoff, Retrenchment and Closure settlements. 4. 4 Elective HRM 6: Industrial Relations Collective Bargaining 1. Industrial Relations: Historical background, Concept and approaches in IR – Stake holders of IR, Various factors influ encing IR, HR approach to IR, Essentials of sound IR policy, IR Strategies, Legal frame work of IR, Community of IR. Proactive IR, Industrial conflicts, Disputes, Conflict resolution. 2. Trade Unions: Trade union movement and growth of TU in India, National level federations, Trade union problems, Trade union Organization, Leadership and management of Trade union, Trade Union Act 1926, Registration of trade union, Employers Association – Objectives, Origin and growth, Legal status, Problems of Trade Unions. 3. Grievances and Disciplines: Grievances, Redressal, Discipline, Standing Orders, Acts of misconduct, Show cause notice, Suspension, Enquiry procedure, Principles of natural justice, Punishments, Demotion suspension, Termination, Removal and dismissals, Conflicts – Industrial disputes –Lay off, Termination simplicitor, Retrenchment, closures, VRS. 4. Collective Bargaining: Concept, Its relevance in IR, CB as an institution, ILO perception of CB, Objectives of CB, Structure, Functions, process, negotiations, bargaining approaches techniques, patterns of bargaining. . Settlements: Types of settlements, Wage settlement, bonus settlement, productivity settlement, VRS settlement, Union issues settlement, Reorganization settlement, Transfer, Layoff, Retrenchment and Closure settlements. 4. 4 Elective HRM 6: Industrial Relations Collective Bargaining 1. Industrial Relations: Historical background, Concept and approaches in IR – Stake holders of IR, Various factors influ encing IR, HR approach to IR, Essentials of sound IR policy, IR Strategies, Legal frame work of IR, Community of IR. Proactive IR, Industrial conflicts, Disputes, Conflict resolution. 2. Trade Unions: Trade union movement and growth of TU in India, National level federations, Trade union problems, Trade union Organization, Leadership and management of Trade union, Trade Union Act 1926, Registration of trade union, Employers Association – Objectives, Origin and growth, Legal status, Problems of Trade Unions. 3. Grievances and Disciplines: Grievances, Redressal, Discipline, Standing Orders, Acts of misconduct, Show cause notice, Suspension, Enquiry procedure, Principles of natural justice, Punishments, Demotion suspension, Termination, Removal and dismissals, Conflicts – Industrial disputes –Lay off, Termination simplicitor, Retrenchment, closures, VRS. 4. Collective Bargaining: Concept, Its relevance in IR, CB as an institution, ILO perception of CB, Objectives of CB, Structure, Functions, process, negotiations, bargaining approaches techniques, patterns of bargaining. . Settlements: Types of settlements, Wage settlement, bonus settlement, productivity settlement, VRS settlement, Union issues settlement, Reorganization settlement, Transfer, Layoff, Retrenchment and Closure settlements. 4. 4 Elective HRM 6: Industrial Relations Collective Bargaining 1. Industrial Relations: Historical background, Concept and approaches in IR – Stake holders of IR, Various factors influ encing IR, HR approach to IR, Essentials of sound IR policy, IR Strategies, Legal frame work of IR, Community of IR. Proactive IR, Industrial conflicts, Disputes, Conflict resolution. 2. Trade Unions: Trade union movement and growth of TU in India, National level federations, Trade union problems, Trade union Organization, Leadership and management of Trade union, Trade Union Act 1926, Registration of trade union, Employers Association – Objectives, Origin and growth, Legal status, Problems of Trade Unions. 3. Grievances and Disciplines: Grievances, Redressal, Discipline, Standing Orders, Acts of misconduct, Show cause notice, Suspension, Enquiry procedure, Principles of natural justice, Punishments, Demotion suspension, Termination, Removal and dismissals, Conflicts – Industrial disputes –Lay off, Termination simplicitor, Retrenchment, closures, VRS. 4. Collective Bargaining: Concept, Its relevance in IR, CB as an institution, ILO perception of CB, Objectives of CB, Structure, Functions, process, negotiations, bargaining approaches techniques, patterns of bargaining. . Settlements: Types of settlements, Wage settlement, bonus settlement, productivity settlement, VRS settlement, Union issues settlement, Reorganization settlement, Transfer, Layoff, Retrenchment and Closure settlements. v4. 4 Elective HRM 6: Industrial Relations Collective Bargaining 1. Industrial Relations: Historical background, Concept and approaches in IR – Stake holders of IR, Various factors infl uencing IR, HR approach to IR, Essentials of sound IR policy, IR Strategies, Legal frame work of IR, Community of IR. Proactive IR, Industrial conflicts, Disputes, Conflict resolution. 2. Trade Unions: Trade union movement and growth of TU in India, National level federations, Trade union problems, Trade union Organization, Leadership and management of Trade union, Trade Union Act 1926, Registration of trade union, Employers Association – Objectives, Origin and growth, Legal status, Problems of Trade Unions. 3. Grievances and Disciplines: Grievances, Redressal, Discipline, Standing Orders, Acts of misconduct, Show cause notice, Suspension, Enquiry procedure, Principles of natural justice, Punishments, Demotion suspension, Termination, Removal and dismissals, Conflicts – Industrial disputes –Lay off, Termination simplicitor, Retrenchment, closures, VRS. 4. Collective Bargaining: Concept, Its relevance in IR, CB as an institution, ILO perception of CB, Objectives of CB, Structure, Functions, process, negotiations, bargaining approaches techniques, patterns of bargaining. . Settlements: Types of settlements, Wage settlement, bonus settlement, productivity settlement, VRS settlement, Union issues settlement, Reorganization settlement, Transfer, Layoff, Retrenchment and Closure settlements. 4. 4 Elective HRM 6: Industrial Relations Collective Bargaining 1. Industrial Relations: Historical background, Concept and approaches in IR – Stake holders of IR, Various factors influ encing IR, HR approach to IR, Essentials of sound IR policy, IR Strategies, Legal frame work of IR, Community of IR. Proactive IR, Industrial conflicts, Disputes, Conflict resolution. 2. Trade Unions: Trade union movement and growth of TU in India, National level federations, Trade union problems, Trade union Organization, Leadership and management of Trade union, Trade Union Act 1926, Registration of trade union, Employers Association – Objectives, Origin and growth, Legal status, Problems of Trade Unions. 3. Grievances and Disciplines: Grievances, Redressal, Discipline, Standing Orders, Acts of misconduct, Show cause notice, Suspension, Enquiry procedure, Principles of natural justice, Punishments, Demotion suspension, Termination, Removal and dismissals, Conflicts – Industrial disputes –Lay off, Termination simplicitor, Retrenchment, closures, VRS. 4. Collective Bargaining: Concept, Its relevance in IR, CB as an institution, ILO perception of CB, Objectives of CB, Structure, Functions, process, negotiations, bargaining approaches techniques, patterns of bargaining. . Settlements: Types of settlements, Wage settlement, bonus settlement, productivity settlement, VRS settlement, Union issues settlement, Reorganization settlement, Transfer, Layoff, Retrenchment and Closure settlements. 4. 4 Elective HRM 6: Industrial Relations Collective Bargaining 1. Industrial Relations: Historical background, Concept and approaches in IR – Stake holders of IR, Various factors influ encing IR, HR approach to IR, Essentials of sound IR policy, IR Strategies, Legal frame work of IR, Community of IR. Proactive IR, Industrial conflicts, Disputes, Conflict resolution. 2. Trade Unions: Trade union movement and growth of TU in India, National level federations, Trade union problems, Trade union Organization, Leadership and management of Trade union, Trade Union Act 1926, Registration of trade union, Employers Association – Objectives, Origin and growth, Legal status, Problems of Trade Unions. 3. Grievances and Disciplines: Grievances, Redressal, Discipline, Standing Orders, Acts of misconduct, Show cause notice, Suspension, Enquiry procedure, Principles of natural justice, Punishments, Demotion suspension, Termination, Removal and dismissals, Conflicts – Industrial disputes –Lay off, Termination simplicitor, Retrenchment, closures, VRS. 4. Collective Bargaining: Concept, Its relevance in IR, CB as an institution, ILO perception of CB, Objectives of CB, Structure, Functions, process, negotiations, bargaining approaches techniques, patterns of bargaining. . Settlements: Types of settlements, Wage settlement, bonus settlement, productivity settlement, VRS settlement, Union issues settlement, Reorganization settlement, Transfer, Layoff, Retrenchment and Closure settlements. 4. 4 Elective HRM 6: Industrial Relations Collective Bargaining 1. Industrial Relations: Historical background, Concept and approaches in IR – Stake holders of IR, Various factors influ encing IR, HR approach to IR, Essentials of sound IR policy, IR Strategies, Legal frame work of IR, Community of IR. Proactive IR, Industrial conflicts, Disputes, Conflict resolution. 2. Trade Unions: Trade union movement and growth of TU in India, National level federations, Trade union problems, Trade union Organization, Leadership and management of Trade union, Trade Union Act 1926, Registration of trade union, Employers Association – Objectives, Origin and growth, Legal status, Problems of Trade Unions. 3. Grievances and Disciplines: Grievances, Redressal, Discipline, Standing Orders, Acts of misconduct, Show cause notice, Suspension, Enquiry procedure, Principles of natural justice, Punishments, Demotion suspension, Termination, Removal and dismissals, Conflicts – Industrial disputes –Lay off, Termination simplicitor, Retrenchment, closures, VRS. 4. Collective Bargaining: Concept, Its relevance in IR, CB as an institution, ILO perception of CB, Objectives of CB, Structure, Functions, process, negotiations, bargaining approaches techniques, patterns of bargaining. . Settlements: Types of settlements, Wage settlement, bonus settlement, productivity settlement, VRS settlement, Union issues settlement, Reorganization settlement, Transfer, Layoff, Retrenchment and Closure settlements. 4. 4 Elective HRM 6: Industrial Relations Collective Bargaining 1. Industrial Relations: Historical background, Concept and approaches in IR – Stake holders of IR, Various factors influ encing IR, HR approach to IR, Essentials of sound IR policy, IR Strategies, Legal frame work of IR, Community of IR. Proactive IR, Industrial conflicts, Disputes, Conflict resolution. 2. Trade Unions: Trade union movement and growth of TU in India, National level federations, Trade union problems, Trade union Organization, Leadership and management of Trade union, Trade Union Act 1926, Registration of trade union, Employers Association – Objectives, Origin and growth, Legal status, Problems of Trade Unions. 3. Grievances and Disciplines: Grievances, Redressal, Discipline, Standing Orders, Acts of misconduct, Show cause notice, Suspension, Enquiry procedure, Principles of natural justice, Punishments, Demotion suspension, Termination, Removal and dismissals, Conflicts – Industrial disputes –Lay off, Termination simplicitor, Retrenchment, closures, VRS. 4. Collective Bargaining: Concept, Its relevance in IR, CB as an institution, ILO perception of CB, Objectives of CB, Structure, Functions, process, negotiations, bargaining approaches techniques, patterns of bargaining. . Settlements: Types of settlements, Wage settlement, bonus settlement, productivity settlement, VRS settlement, Union issues settlement, Reorganization settlement, Transfer, Layoff, Retrenchment and Closure settlements. 4. 4 Elective HRM 6: Industrial Relations Collective Bargaining 1. Industrial Relations: Historical background, Concept and approaches in IR – Stake holders of IR, Various factors influ encing IR, HR approach to IR, Essentials of sound IR policy, IR Strategies, Legal frame work of IR, Community of IR. Proactive IR, Industrial conflicts, Disputes, Conflict resolution. 2. Trade Unions: Trade union movement and growth of TU in India, National level federations, Trade union problems, Trade union Organization, Leadership and management of Trade union, Trade Union Act 1926, Registration of trade union, Employers Association – Objectives, Origin and growth, Legal status, Problems of Trade Unions. 3. Grievances and Disciplines: Grievances, Redressal, Discipline, Standing Orders, Acts of misconduct, Show cause notice, Suspension, Enquiry procedure, Principles of natural justice, Punishments, Demotion suspension, Termination, Removal and dismissals, Conflicts – Industrial disputes –Lay off, Termination simplicitor, Retrenchment, closures, VRS. 4. Collective Bargaining: Concept, Its relevance in IR, CB as an institution, ILO perception of CB, Objectives of CB, Structure, Functions, process, negotiations, bargaining approaches techniques, patterns of bargaining. . Settlements: Types of settlements, Wage settlement, bonus settlement, productivity settlement, VRS settlement, Union issues settlement, Reorganization settlement, Transfer, Layoff, Retrenchment and Closure settlements. 4. 4 Elective HRM 6: Industrial Relations Collective Bargaining 1. Industrial Relations: Historical background, Concept and approaches in IR – Stake holders of IR, Various factors influ encing IR, HR approach to IR, Essentials of sound IR policy, IR Strategies, Legal frame work of IR, Community of IR. Proactive IR, Industrial conflicts, Disputes, Conflict resolution. 2. Trade Unions: Trade union movement and growth of TU in India, National level federations, Trade union problems, Trade union Organization, Leadership and management of Trade union, Trade Union Act 1926, Registration of trade union, Employers Association – Objectives, Origin and growth, Legal status, Problems of Trade Unions. 3. Grievances and Disciplines: Grievances, Redressal, Discipline, Standing Orders, Acts of misconduct, Show cause notice, Suspension, Enquiry procedure, Principles of natural justice, Punishments, Demotion suspension, Termination, Removal and dismissals, Conflicts – Industrial disputes –Lay off, Termination simplicitor, Retrenchment, closures, VRS. 4. Collective Bargaining: Concept, Its relevance in IR, CB as an institution, ILO perception of CB, Objectives of CB, Structure, Functions, process, negotiations, bargaining approaches techniques, patterns of bargaining. . Settlements: Types of settlements, Wage settlement, bonus settlement, productivity settlement, VRS settlement, Union issues settlement, Reorganization settlement, Transfer, Layoff, Retrenchment and Closure settlements. 4. 4 Elective HRM 6: Industrial Relations Collective Bargaining 1. Industrial Relations: Historical background, Concept and approaches in IR – Stake holders of IR, Various factors influ encing IR, HR approach to IR, Essentials of sound IR policy, IR Strategies, Legal frame work of IR, Community of IR. Proactive IR, Industrial conflicts, Disputes, Conflict resolution. 2. Trade Unions: Trade union movement and growth of TU in India, National level federations, Trade union problems, Trade union Organization, Leadership and management of Trade union, Trade Union Act 1926, Registration of trade union, Employers Association – Objectives, Origin and growth, Legal status, Problems of Trade Unions. 3. Grievances and Disciplines: Grievances, Redressal, Discipline, Standing Orders, Acts of misconduct, Show cause notice, Suspension, Enquiry procedure, Principles of natural justice, Punishments, Demotion suspension, Termination, Removal and dismissals, Conflicts – Industrial disputes –Lay off, Termination simplicitor, Retrenchment, closures, VRS. 4. Collective Bargaining: Concept, Its relevance in IR, CB as an institution, ILO perception of CB, Objectives of CB, Structure, Functions, process, negotiations, bargaining approaches techniques, patterns of bargaining. . Settlements: Types of settlements, Wage settlement, bonus settlement, productivity settlement, VRS settlement, Union issues settlement, Reorganization settlement, Transfer, Layoff, Retrenchment and Closure settlements. 4. 4 Elective HRM 6: Industrial Relations Collective Bargaining 1. Industrial Relations: Historical background, Concept and approaches in IR – Stake holders of IR, Various factors influ encing IR, HR approach to IR, Essentials of sound IR policy, IR Strategies, Legal frame work of IR, Community of IR. Proactive IR, Industrial conflicts, Disputes, Conflict resolution. 2. Trade Unions: Trade union movement and growth of TU in India, National level federations, Trade union problems, Trade union Organization, Leadership and management of Trade union, Trade Union Act 1926, Registration of trade union, Employers Association – Objectives, Origin and growth, Legal status, Problems of Trade Unions. 3. Grievances and Disciplines: Grievances, Redressal, Discipline, Standing Orders, Acts of misconduct, Show cause notice, Suspension, Enquiry procedure, Principles of natural justice, Punishments, Demotion suspension, Termination, Removal and dismissals, Conflicts – Industrial disputes –Lay off, Termination simplicitor, Retrenchment, closures, VRS. 4. Collective Bargaining: Concept, Its relevance in IR, CB as an institution, ILO perception of CB, Objectives of CB, Structure, Functions, process, negotiations, bargaining approaches techniques, patterns of bargaining. . Settlements: Types of settlements, Wage settlement, bonus settlement, productivity settlement, VRS settlement, Union issues settlement, Reorganization settlement, Transfer, Layoff, Retrenchment and Closure settlements. 4. 4 Elective HRM 6: Industrial Relations Collective Bargaining 1. Industrial Relations: Historical background, Concept and approaches in IR – Stake holders of IR, Various factors influ encing IR, HR approach to IR, Essentials of sound IR policy, IR Strategies, Legal frame work of IR, Community of IR. Proactive IR, Industrial conflicts, Disputes, Conflict resolution. 2. Trade Unions: Trade union movement and growth of TU in India, National level federations, Trade union problems, Trade union Organization, Leadership and management of Trade union, Trade Union Act 1926, Registration of trade union, Employers Association – Objectives, Origin and growth, Legal status, Problems of Trade Unions. 3. Grievances and Disciplines: Grievances, Redressal, Discipline, Standing Orders, Acts of misconduct, Show cause notice, Suspension, Enquiry procedure, Principles of natural justice, Punishments, Demotion suspension, Termination, Removal and dismissals, Conflicts – Industrial disputes –Lay off, Termination simplicitor, Retrenchment, closures, VRS. 4. Collective Bargaining: Concept, Its relevance in IR, CB as an institution, ILO perception of CB, Objectives of CB, Structure, Functions, process, negotiations, bargaining approaches techniques, patterns of bargaining. . Settlements: Types of settlements, Wage settlement, bonus settlement, productivity settlement, VRS settlement, Union issues settlement, Reorganization settlement, Transfer, Layoff, Retrenchment and Closure settlements. 4. 4 Elective HRM 6: Industrial Relations Collective Bargaining 1. Industrial Relations: Historical background, Concept and approaches in IR – Stake holders of IR, Various factors influ encing IR, HR approach to IR, Essentials of sound IR policy, IR Strategies, Legal frame work of IR, Community of IR. Proactive IR, Industrial conflicts, Disputes, Conflict resolution. 2. Trade Unions: Trade union movement and growth of TU in India, National level federations, Trade union problems, Trade union Organization, Leadership and management of Trade union, Trade Union Act 1926, Registration of trade union, Employers Association – Objectives, Origin and growth, Legal status, Problems of Trade Unions. . Grievances and Disciplines: Grievances, Redressal, Discipline, Standing Orders, Acts of misconduct, Show cause notice, Suspension, Enquiry procedure, Principles of natural justice, Punishments, Demotion suspension, Termination, Removal and dismissals, Conflicts – Industrial disputes –Lay off, Termination simplicitor, Retrenchment, closures, VRS. 4. Collective

File Sharing Essay -- Argumentative Persuasive Technology Essays

File Sharing Napster was just another step into the huge world we know as the internet or the World Wide Web. It was a step I believe in the right direction, but some people have differing views. Napster is a program in which people could chat, share files such as mpeg or mpeg3 layered files or other formatted files across the internet. This program was very controversial because it was a very well made program. Its design and user interface was extremely easy to use. Therefore it attracted more and more people to the files sharing business. I am going to tell you about how Napster works, why it is so controversial, some supporting points, some countering points, its status today, and what is on the outlook for the future. Napster is a files system with many benefits to the user. As I already have mentioned it is very user friendly. Napster works because the more users it attracts the more files other people can download. It as soon as you run napster your machine becomes a server to the internet with a shared folder able to be access by anyone else using napsters software. Napsters software then allows you to use a keyword based search to find files that you like and goes through the internet to find which other servers have files associated with your keyword. This type of file sharing is called Peer-to-Peer (P2P) file sharing. This program opened up a whole new world for the common computer user because it virtually solved the problem of over stuffed download servers or servers being down because you could find the file you looked for on millions of peer servers. This program also allowed a chat an instant messaging system or chat room, and at the time this time was a big thing to do was to go into chat ro... ...mputers and the internet were made to make things easier for people and the internet and World Wide Web were specifically made to file share. That was the whole purpose behind the net. That is why this file-sharing technology (P2P) is the new wave of the future and will be a large part of the internet for a long time to come. Works Cited: Baase, Sara. A Gift of Fire Second Edition, Pearson Education Inc. pg. 242-243. Copyright 2003 CNN (March 12, 2001) Canada firm uses pig latin to fool Napster block. Available at www.cnn.com/2001/Tech/internet/03/12/napster.02/index.html visited at 11/17/02 Narline, Ryan (November 15, 2002) CD Burning Firm Buys Napster. Available at www.silliconvalley.internet.com/news.php/1501281 Napster: Stealing or Sharing? (November 17, 2002) Napster Time Line. Available at www.cnn.com.specials/2001/napster/timeline.html

Poverty Population Revised Essay

Believe it or not, more than a billion people worldwide subsists on less than one dollar per day.   At the same time, the world is expected to have another three billion people by 2050, a majority of which are going to come from the poorest areas (Merrick, 2002).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Do poverty cause population growth?   Or is it the other way around?   This paper would look more closely at the relationship between poverty and population growth, and how to alleviate it.    *  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   *  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   *   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The World Bank writes that poverty has many faces: It’s not having a job. Hunger. Not having access to medical services and schools.   It’s fearing for the future.   It’s surviving one day at a time. It’s powerlessness (World Bank, undated).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Bernadette Proctor, citing census data figures from 1993 writes that 39.3 million people were officially poor in the United States, 15.1% of that were earning a below the poverty level income.   This means that while most of these people worked, there were still not earning enough for their daily needs.   The situation was not any better in 2002, with 34.6 million American still living below the poverty level.   Lynette Clemetson at the New York Times quotes liberal economists as saying that any increase in poverty in the country was â€Å"too high† considering that the U.S. is viewed as a very prosperous country (Clemetson, 2003).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Outside the United States, statistics on poverty paints a grimmer picture that affects far more people in a far devastating degree.  Ã‚   Anup Shah says that there is a distinguished disparity in income, with 80% of the world’s people living in countries where there is widening differences in income between the rich and the poor.   In fact, only 5% of the world’s total income are generated by almost half of the world’s population (Shah, 2008).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Out of 2.2 billion children in the world, 1 out of 2 are living in poverty, 1 in 3 do not have adequate homes, 1 in 5 do not have access to safe water, while 1 in 7 have no access to health services.   Many more do not have access to education and proper nutrition (Shah, 2008).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Worldwide, a billion people are illiterate.   Diseases like HIV/AIDS and malaria claim millions of lives.   People have no access to clean, potable water (Shah, 2008). Causes   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   While it is difficult to pinpoint exact and complete causes of poverty, the Earth Institute at Columbia University lists three causes of poverty: the social and economic displacement due to civil wars, or local conflicts affecting million of people; the inequitable distribution of land and wealth, and man-made policies like inadequate access credit assistance and adoption of unsustainable technologies (The Earth Institute at Columbia University, undated).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Anup Shah asks the empirical questions regarding the causes of poverty.   It could be personal, like wrong decisions made, laziness, or it could be a matter of governance and public policy.   Shah, however, looks deeper into the global causes.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Structural adjustment policies have caused cutbacks in vital human services like health and education worldwide.   Ironically, the policies have been instituted by the World Bank and the International Monetary Fund as loan and repayment conditions.  Ã‚   Shah also blames globalization in developing nations, after these countries opened their economies and found themselves competing with more powerful and industrialized nations.   It became a battle of who could provide cheaper wages, resources and lower standards, and has worsened poverty and inequality for most people.   Shah also mentions corruption as a cause of poverty (2008).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The Doors to Diplomacy Project, sponsored by the U.S. State Department and Global Schoolnet, agrees but adds that overpopulation is another major cause.   The project defines overpopulation as the situation of having big numbers of people in too little space, with too few resources (2006).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Rapid population growth worsens inequality,   impedes economic growth, and exacerbates poverty (Alonzo et. al., 2004).   Poverty is caused by many contributing factors, and thus is seen as a complex phenomenon.   While rapid and unsustainable growth alone cannot fully explain poverty, it can help worsen the poverty situation in any given area (Alonzo et. al., 2004).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Researchers at the University of the Philippines, citing a 2004 study that used data on 80 countries, states that a growing population exerts a â€Å"negative and significant† effect on the growth of the economy (Alonzo et. al., 2004). A Vicious Cycle   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Debates on population, poverty and its causes are very similar to the childhood question: which came first the chicken or the egg?   Thomas Merrick writes that the popular view in the 60s and 70s held that fertility decline would show population growth and eventually poverty came under fire in the 80s and the 90s (2002).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Merrick, however, clarifies that recent studies and thinking have shown that demographic trends do play a role in poverty studies.   Merrick states that the potential benefits of a lower population, however, rests on the timing and degree of demographic change, the focus of economic policies, the social and economic status of women.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   There are two contrasting views about population and poverty.   One says that higher population growth results in poverty, so lower fertility is the key to alleviating poverty (Merrick, 2002).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The other holds that economic policies determine poverty reduction, disagreeing that family planning is all you need.   This view argues that poverty causes the people to want more children because they can help around the house and take care of their parents in old age (Merrick, 2002).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Merrick also cites recent research that have found that when fertility declines, there is increased personal savings and investment becomes possible.   The scenario also gives rise to the situation wherein there are more workers responsible for fewer children.   Merrick, however, recognizes that this benefit is temporary, and soon, there will be a situation, when the opposite is true, more retirees will be depending on the working class.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Merrick also says that a higher population growth increases poverty by retarding the growth of the economy, and worsening the distribution of additional income created by the growth (Merrick, 2002). Government Policy   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Clemetson puts it succinctly:   the policy shifts that resulted in the reduction of benefits and welfare structure for the poor are to blame. Peter Timmer agrees. Timmer writes that the different views on the private and social returns of having many children paves the way for government interventions, hopefully something that extends beyond the simple family planning schemes to broader economic development policies (Timmer, 1994).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Timmer advocates for learning more about the dynamic behavior of poor households within the context of their environments.   This would lead to a sound policy that can break into the vicious cycle of worsening poverty and declining productivity (Timmer, 1994).   Timmer suggests economic development policies that addresses nutrition, health, and education, as well as policies that bring about a reduction in â€Å"income poverty† can help alleviate poverty (Timmer, 1994).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Timmer also says that it would be wise to raise domestic food production, which addresses nutrition further, and also offers a way to control food prices and income distribution by increasing access to food (Timmer, 1994).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Merrick adds that   family planning alone will not necessarily reduce poverty.   What’s needed to alleviate poverty is the combination of slower population growth, sound economic development, and the reduction of gender inequality (Merrick, 2002).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Public policy should promote the woman’s right to   choose for herself how many children she wants to bear and when.   Public policy should inform and educate– and perhaps, subsidize –women about fertility regulation (Merrick, 2002). Empowering Women   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   At the heart of the debate including poverty, public policy, and population growth, there is one common thread: empowering women.   The United Nations Population Fund explains that poor women who do not have access to family planning services will not be able to participate in income generating activities because they cannot time or space their children adequately.   A woman who is empowered to choose their family size will slow population growth and help alleviate poverty.   The UNFPA reiterates that reproductive health, women’s empowerment and equal right can help break the poverty cycle (United Nations Population Fund, 2004).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Empowering women also extends to getting paid employment and education.   The Population Problem: Theory and Evidence as cited by Atanu Dey in his essay The Population-Poverty Trap, states that the lack of education and subsequent paid employment can hinder a woman from making decisions on her own, for herself.   Both imparts a degree of self-confidence (Dey, 2004).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   *  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   *  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   *   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   More than a billion people are scarcely surviving worldwide.   Another two billion are not much better off.   Poverty is taking countless of lives, and making countless more miserable.   Whatever the reasons, poverty and its eradication, or at least, alleviation should be top of anybody’s list.   A growing body research have pointed to population growth as one of its leading causes.   A vicious cycle is apparent: population growth causes poverty, poverty causes population growth.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   This time, two things are clearer.   Public policy should be formulated only after a thorough understanding of poverty and its causes in a particular locale and milieu, and that policy should take to heart the role and importance of women if it should even go near succeeding.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In effect, the way to combat poverty is to put in policies and programs at the grassroots level that would curb the rapid growth of population, coupled with sound public policy and the active and informed participation (coming from education) of women.   Without any one of these elements, any measure will be doomed to fail. Alonzo, R., Balisacan, A., Canlas, D., Capuno, J., Clarete, R., Danao, R., de Dios, E., Diokno, B., Esguerra, E., Fabella, R., Bautista, S., Kraft, A., Medalla, F., Mendoza, M.N., Monsod, S., Paderanga, C., Pernia, E., Quimbo, S., Sicat, G., Solon, O., Tan E., and Tecson G. (2004). Population and Poverty: The Real Score. University of the Philippines School of Economics.   Retrieved on 14 April 2008. Causes of Poverty. (2006). Doors to Diplomacy Project. Retrieved on 15 April 2008. Clemetson, Lynette. (2003). More American in Poverty in 2002, Census Study Says.   New York Times. Retrieved on 14 April 2008. Dey, Atanu. (2004). The Population-Poverty Trap. Retrieved on 14 April 2008. Focus on global poverty. The Earth Institute at Columbia Univeristy.   Retrieved on 14 April 2008. Merrick, Thomas W. (2002). Population and Poverty: New Views on an Old Controvery. International Family Planning Perspectives, Vol. 28, No. 1.   Retrieved on 14 April 2008.   Poverty, Population and Development. (2004). United Nations Population Fund. Retrieved on 14 April 2008. Proctor, Bernadette. Poverty: Population Profile of the United States. U.S. Census Bureau.  Ã‚   Last Updated 8 February 2008. Retrieved on 14 April 2008. Shah, Anup. (2008). Poverty Facts and Stats. Retrieved on 15 April 2008. Shah, Anup. (2008). Causes of Poverty. Retrieved on 15 April 2008. Timmer, C. Peter. (1994). Population, poverty and politics.   The American Economic Review Vol. 84. No. 2. pp 261. Understanding Poverty. World Bank. Retrieved on 14 April 2008.

Individual Business Essay

1. To what extent can individual business decisions (as opposed to economic forces) explain deterioration in working conditions for many workers? First, as mentioned in the Case, a concentration on cost reduction to maintain competitiveness has led to offshore job placement, automation, and other decisions to reduce costs to keep products in price competition with foreign imports. The average wage in the U.S. created a tremendous cost addition to American products. Second, an increase in technology to perform repetitive and sometimes original work has reduced the number of jobs, or changed them to technical support, thereby reducing employment. Third, a focus on short-term performance for bonus pay for executives means that some decisions are made for profitability in the short run that may not be appropriate for the organization in the long run. 2. Do business organizations have a responsibility to ensure that employees have secure jobs with good working conditions, or is their primary responsibility to shareholders? This answer will depend on your viewpoint. If you have ethics similar to that proposed by economist Adam Smith, then the responsibility is to the owner or shareholder. The responsibility to the worker is in relation to the profitability and success of the firm. If, on the other hand, you are a proponent of labor unions, then your view will be more in favor of permanent jobs and high wages for employees, no matter what. 3. What alternative measures of organizational performance, besides share prices, do you think might change the focus of business leaders? If management changes its accounting measures from one-year or short-term to long-term performance, then a major shift would occur in decision outcomes. Other measures might include employee rewards for exceptional customer service, supporting innovative ideas from stakeholders, etc.

Causes of the 1917 russian revolution

Causes of the 1917 russian revolution The revolution of March 1917 wasn't just a sudden event that happened and was planned over night, there were many causes, long and short term that finally brought out the peoples strength.There were many long-term reasons for the Russian people being dissatisfied. The people weren't being governed properly. This was because Russia was full of many different races and social classes and it was a very large empire, almost twice the size of China! If any riots were taking place a long way from St Petersburg, (the capital), it would be very difficult for the Tsar and his forces to reach them and control them in time. To try and solve the great problem of its size, an enormous railway was built. It starts in St Petersburg in the northwest and finishes in southeast Russia in Vladivostock. It was called the Trans-Siberian railway.The largest social class in Russia at this time were the poor.Russia80% were peasants and 4% were urban workers. Until 1861 the peasants had been serfs owned by ma sters, but they had been freed and allocated a share of land, which they could buy using money loaned from the government. Poverty was very easy to recognise. Bare feet, tatty, dirty clothes, filthy skin and housed in small thatched cottages. Peasants had very few possessions and usually quite a large family to feed. A horse would probably be the only working help and would be fed with straw from the roof in the winter. The roads were dirt tracks with no pavements and their beds were thin sacks. Peasants were ill, weak and hungry. There was hardly enough food to go round; water was dirty making disease spread quickly.The main problem for peasants was land. There was just not enough to go round. The loans...

Inspirational Sales Quotes

Inspirational Sales Quotes Are you looking for inspirational quotes on selling? Sometimes you have to look past the numbers to find the philosophy behind making the sale. Is your sales staff motivated enough, or could they use a wake-up call?   Who better to inspire salespeople than those who have achieved  success in their fields? Whether its entertainment, sports, or life in general, the wisdom of others who have triumphed over adversity is always a source of inspiration. Here is a collection of quotes to help motivate you to think about sales in different ways. Remember, closing the deal is about more than just the bottom line or the end result. Sometimes its about the journey to get there. Quotes From Oprah Winfrey About Success Its worth putting Oprah in her own category because any woman who is known the world over only by her first name is definitely doing something right. The talk show host and award-winning actress became a media empire unto herself through sheer grit and determination. Her success came after overcoming a difficult childhood and struggling with her health and her weight under intense public scrutiny. And Oprah has had plenty to say about success. Here are some of her most memorable quotes.   Think like a queen. A queen is not afraid to fail. Failure is another stepping stone to greatness.Real integrity is doing the right thing, knowing that nobodys going to know whether you did it or not.The key to realizing a dream is to focus not on success but on significance. Then even the small steps and little victories along your path will take on greater meaning. Quotes From Others to Inspire Sales Closing the deal is intimidating, but it doesnt have to be overwhelming. Get your game face on and take inspiration from some of these quotes about winning attitudes. Remember, you only have to succeed the last time. -Brian Tracy, writer and inspirational speakerSeek out that particular mental attribute which makes you feel most deeply and vitally alive, along with which comes the inner voice which says, This is the real me, and when you have found that attitude, follow it. -William James, doctor and philosopherThere are two kinds of people: those who do the work and those who take the credit. Try to be in the first group. There is less competition there. -Indira Gandhi, the first female prime minister of IndiaSetting an example is not the main means of influencing others; it is the only means. -Albert Einstein, winner of the Nobel Prize in Physics who developed the theory of relativityShow class, have pride, and display character. If you do, winning takes care of itself. -Paul William Bear Bryant, record-setting college football coachShow me someone who has done something worthwhile, and Ill show you someone who has overcome adversity. -Lou Holtz , college football coach and broadcaster It always seems impossible until its done. -Nelson Mandela, anti-apartheid activist who became president of South Africa

Citing references Outline Example | Topics and Well Written Essays - 500 words

Citing references - Outline Example ents who prefer the traditional format (face-to-face) do so for several reasons, but they most commonly cite a preference for the instructor presence and the learning advantage of face-to-face interactions. There are various disadvantages of face-to-face learning despite the fact that it is still the most popular mode of learning. Some of these disadvantages stem from the need for there to be an instructor present in order for lectures to take place and this added to the cost of transport imposed on the students may limit their access to education. Although it is emphasized by many that face-to-face learning is preferable, it is still quite limited: For example, the learning outcomes of students in a traditional face-to-face system may be considered to be better than those of students learning in a distance learning system but the latter has the advantage of permitting greater access to education. The distance learning system has an advantage over the face-to-face system because it enables many people to have access to education at their own convenience. This system is currently used by adults who, because of their busy schedules, cannot attend lectures frequently and their best and fastest option is to do so online. It is to the advantage of these students for them to have distance learning that is easier for them to cope with: Factors that predispose undergraduates towards taking online classes were examined and it was found that the risk factors for non-completion of their degree prefer distance education courses since distance educations courses provide students with more convenient and flexible class schedules. The distance learning system also has some disadvantages which face-to-face learning does not. Distance learning does not require the presence of a professor or instructor and this leads to less interaction between them. Furthermore, it is very difficult for a student to gain a full understanding of what the instructor is saying because responses