Association football Essay Example for Free

Association football Essay Hi all i am new here. Was searching helps on essay and found this webby. nice one. My teacher just asked me to write an essay with the title [ my favorite sport game ]. So far as i know, on this case, we are suppose to write about [ why we like it ] instead of [ talking about the sport ] , isnt it? My teacher has given me the notes which are all relating [ talk about the sport ]. below are the notes given from my teacher 1. intro write about the game 2. what it is special about? famous in world , world class team, have won many championship 3. who are the special/outstanding players in the team? 4. what are their special abilities score alot goals, can run and driblle the ball - I am just disagree with the way of writing this essay. It is probably out of topic, if i am not wrong. However, i have done an essay based on the notes given. Pls check and remark for me. If possible, help me think of the REAL and BETTER way to write this essay. Your help is greatly appreciated, thank you. A game is an activity involving one or more players. Games are played primarily for entertainment or enjoyment, but may also serve as exercise. Everyone in this world has their own favorite games, so do I. My favorite game is football . I often play this with my friend in the evening. I like this game because it is exciting and challenging. Football is a team sport played between two teams of eleven players each. It is a ball game played on a rectangular grass field with a goal at each end. The objective of the game is to score by maneuvering the ball into the opposing goal. The winner is the team which has scored most goals at the end of the match. Football is played at a professional level all over the world, and millions of people regularly go to football stadium to follow their favorite team, whilst millions more avidly watch the game on television. A very large number of people also play football at an amateur level. In many parts of the world football evokes great passions and plays an important role in the life of individual fans, local communities, and even nations; it is therefore often claimed to be the most popular sport in the world. There are many worldwide international competition of football. One of the major international competitions in football is the World Cup organized by Federation Internationale de Football Association. Over 190 national teams compete in qualifying tournaments within the scope of continental confederations for a place in the finals. The finals tournament, which is held every four years, now involves 32 national teams competing. The next World Cup takes place in Germany 2006. The star I admired most in football is Edson Arantes do Nascimento, nicknamed Pele, is a former Brazilian football player and thought by many to be the finest player of all time. Often considered the complete attacking player, he was completely two-footed, a prolific finisher, exceptional at dribbling and passing, and was a remarkably good tackler for a forward. He was also famed for his speed and strength on the ball. Since his full retirement he has served as an ambassador for the sport. There is many reason football is my favorite game. I wish to become a professional football player. I learnt teambuilding, discipline as well as teamwork through playing football. A game is an activity involving one or more players. Games are played primarily for entertainment or enjoyment, but may also serve as exercise. Everyone in this world has their own favorite games, so do I. My favorite game is football. I often play this with my friends in the evening. I like this game because it is exciting and challenging. Football is a team sport played between two teams of eleven players each. It is a ball game played on a rectangular grass field with a goal at each end. The objective of the game is to score by maneuvering the ball into the opposing teams goal. The winner is the team which has scored the most goals at the end of the match. Football is played at a professional level all over the world. , and m Millions of people regularly go to football stadiums to follow their favorite team, whilst millions more avidly watch the game on television. A very large number of people also play football at an amateur level. In many parts of the world, football evokes great passions and plays an important role in the life of individual fans, local communities, and even nations; it is therefore often claimed to be the most popular sport in the world. There are many worldwide international football competitions of football. One of thesethe major international competitions in football is the World Cup organized by Federation Internationale de Football Association. Over 190 national teams compete in qualifying tournaments within the scope of continental confederations for a place in the finals. The finals tournament, which is held every four years, now involves 32 national teams competing. The next World Cup takes place in Germany 2006. The football star I admired most in football is Edson Arantes do Nascimento, nicknamed Pele. Pele is a former Brazilian football player and thought by many to be the finest player of all time. Often considered the complete perfect attacking player, he was completely two-footed, a prolific finisher, exceptional at dribbling and passing, and was a remarkably good tackler for a forward. He was also famed for his speed and strength on the ball. Since his full retirement he has served as an ambassador for the sport. There are is many reasons football is my favorite game. I wish to become a professional football player. I learnt teambuilding, discipline as well as teamwork through playing football.

The Brave Fighters of Islam Essay Example for Free

The Brave Fighters of Islam Essay â€Å"Those who were sure that they would meet their Lord said: How often has a small group vanquished a numerous group by Allah’s permission, and Allah is with the patient. † [AlBaqarah 2:249] â€Å"Every time they (Persians Turks Empires) come against you, they are defeated. Now, the Arabs have defeated you although they are the weakest of all creation. Their bodies are naked and their stomachs are hungry. They have neither gear nor weapons. Yet they still defeated you at Busra, Hawarn, Ajnadayn, Damascus, Ba’labakk Hims† said the Roman Emperor Heraclius. After a ridiculous argument with his priests and generals, Heraclius decided to gather his largest force to be assembled from all corners of his kingdom to face against the Muslims. Although there are differences in opinion regarding the size of the army ranging from 200,000-350,000! However others state that it ranged from 600,000-1,000,000! When the 40,000 Muslim force lead by Abu Ubaidah Amr ibn Al Jarrah found out about such a number, they decided to march towards the plains of Al-Yarmouk due to its strategical advantages. When the Roman army arrived there, they sent out an initial army of 60,000 Christian Arabs lead by Jabalah bin Al-Ayham. After numerous negotiations and pitiful diplomacy with the arrogant Romans, Abu Ubaidah slammed all talks saying: â€Å"There can never be peace between us until you pay either Jizyah or accept Islam! Failing that the sword will decide between us! By Allah! Were it not for the fact that we consider treachery to be an evil deed, I would have struck you down with my sword right now! †. The Sahabah discussed among themselves of how many soldiers they should send to face the 60,000. Abu Sufyan ibn Harb Saifullah Khalid bin Waleed were among the ones who were consulted. Khalid bin Waleed gave his opinion to fight them with the elite of Muslims and not the full army in order to drive fear into the hearts of the enemies. Abu Sufyan agreed and enquired how many should they send out. The Sword of Allah SWT, Khalid confidently replied â€Å"I propose 30 horsemen! Each of whom will have to face 2000 Christians! †. Confounded by such a ludacris answer, Abu Sufyan was the first to reply from the astonished crowd that it was ludicrous to send that much and proposed sending out 60 men, as the ayah in the Qur’an says: â€Å"if there are twenty patient ones of you they shall overcome two hundred, and if there are a hundred of you they shall overcome a thousand of those who disbelieve, because they are a people who do not understand. † [Al-Anfal 08:65]. Abu Ubaidah agreed to Abu Sufyan’s opinion. The individuals that Khalid choose were based on â€Å"Their patience, steadfastness and the way they forge ahead in battle†. Now dear brothers and sisters, who do who think that Khalid bin Waleed choose for this monumental task? Was it just the average Abdullah like you and me? No! Wallahi, the individuals he selected are among the best of people. ] He called out for 60 Sahabah’s! He called out the veterans of Badr! He called out the Ansar! He called out the Muhajireen! He called out the scribes of the Prophet (peace be upon him) Suhrabil bin Hasanah Amr At-Tamimi! He called out Hudaifah bin Al Yaman who Raslullah (peace be upon him) trusted with the secret list of the hyprocrites! He called out the honest Ka’ab bin Malik! He called out the brother in laws of Raslullah (peace be upon him) Abdullah ibn Umar Ibn Al-Khattab Abdur Rahman ibn Abu-Bakar As-Saddique [The sons of the 1st two Caliphs of Islam]! The cousin of Raslullah (peace be upon him) AlFadl ibn Al-Abbas. He called out Dhirar ibn Al-Azwar the bare-chested warrior descried as a â€Å"devil† by the enemies and brother of the brave female companion Khawlah bint AlAzwar! He called out Yazid ibn Abu Sufyan who was one of Khalid’s best generals brother of Amir Mua’wiya ibn Abu Sufyan! He even called out the disciple of Raslullah (peace be upon him) and one of the 10 promised paradise AzZubair ibn Al-Awaam! [May Allah SWT be pleased with them all]. After choosing 60 of the â€Å"La creme de la creme (cream of the cream,) among the Muslim army. Khalid told them â€Å"You have already defeated the legions of Rome, so when you defeat these Arabs fear will descend in their hearts and they will turn in defeat†. The 60 replied in â€Å"Oh Abu Sulayman, do with us as you please! †¦Ã¢â‚¬  in the affirmative. Next morning after Fajr, The 60 bare farewell the their loved ones and marched out with the Lion of Islam, Khalid bin Waleed in the centre of the pride. The two armies met under the blazing sun. Like a true champion, Khalid shouted to the Christians: †Oh worshippers of the sallib! Oh enemies of Ar-Rahman (The Most Merciful), come to the battle and slaughter! † Jabalah and his army shrugged off the taunt due to the pitiful size of the Muslims who were at a 1000-fold disadvantage in numbers. The 60,000 Christians charged forward but the Muslims remained solid and firm. The battle was ferocious and nothing but the roars of battle-cry could be heard. Both armies fought with the clashing of bone and sinew, No one whether it be Roman or Muslim thought that the 60 would survive. The onlooking Muslim army looked anxiously at their brethren and wept with sadness, some even said â€Å"Khalid has deceived and destroyed the Sahabah of Rasullah (peace be upon him)†. On the other side the Romans were content as they were convinced that they had won. The battle continued with the Sahabah fighting with full vigour, zeal, honor, strength, determination courage. Shining knights Khalid, Az-Zubair, Abdurahman ibn AbuBakar, Abdullah ibn Umar, Al-Fadl and Dhirar fought side by side, shoulder to shoulder, sword to sword heart to heart in the intense flames of war whilst never separating. As Allah SWT says the in Qur’an: †Surely Allah loves those who fight in His way in ranks as if they were a firm and compact wall. † [Surah As-Saff 61:4]. Kh alid then cried out to rally the Muslims at a certain point whilst he himself penetrated to the centre of the enemies and was surrounded. Al-Fadl bin Abbas rushed to aid alongside the brave Az-Zubair, shouting â€Å"Leave our friends alone. That is Az-Zubair ibn Al-Awwam and I am AlFadl ibn Abbas, the cousin of Rasulallah (peace be upon him)†. The Muslims then launched a great counter strike against the Romans and fought until Maghrib time! Now the onlooking Muslim army was really worried, especially Abu Ubaidah who anxiously said â€Å"O companions of the Prophet (peace be upon him), Khalid and his men have doubtlessly been destroyed† and got them ready for battle. But suddenly as the smoke cleared and the dust settled. The thunderous roar of â€Å"Laillah illalah Wallahu Akbar† was heard. Each sahabah shouting the Islamic testimony â€Å"I bear witness that there is no deity except Allah alone, He has no partner, and Muhammad is His Slave and Messenger! †. Khalid bin Waleed emerged from the midst of the turmoil with clear signs of fatigue and exhaustion. The army of 60,000 was humiliated by a crushing defeat by 60 heroes, 10 of whom were blessed with martyrdom and 5 of them captured.

Overview Of The Human Resource Activities Management Essay

Overview Of The Human Resource Activities Management Essay This essay gives an overview of the Human Resource activities in Goldman Sachs Group with particular concern to the challenges faced at the senior management level. In Goldman Sachs, Human resource management is referred to as Human Capital management and during my investigation it was revealed that the Groups HR managers employ the SOFT approach that emphasis the need to gain commitment of employees through involvement and communication. The challenges faced by this division are as a result of the rapid changes occurring in the external business environment and some internal re-structuring adopted regularly to tackle short and long-term un-foreseen circumstances. The Goldman Sachs Group is a global investment banking and securities firm which engages in investment banking, securities, investment management, and other financial services primarily with institutional clients. Goldman Sachs was founded in 1869 and is headquartered at 200 West Street in the Lower Manhattan area of New York City, with additional offices in major international financial centre. The firm provides mergers and acquisitions advice, underwriting services, asset management, and prime brokerage to its clients, which include corporations, governments and individuals. The firm also engages in proprietary trading and private equity deals, and is a primary dealer in the United States Treasury security market (Goldman Sachs, 2010). According to Leif Edvinsson (2002), the only essential value an enterprise has is the experience, skills, innovativeness and insights of its people; Goldman Sachs believes human resource management plays a critical role in managing the firms most important asset, the people. People are our most valuable asset is a truism which no member of the senior management team would disagree with. The HR division serves the firm globally from locations in the Americas, Europe, India and Asia, and is responsible for a broad range of activities that relates to that outlined by Henry Fayol (1841-1925). Question 1: Business environment is rapidly changing and bringing new challenges to the workplace. What are the challenges face by the HR Manager in your chosen organization and suggest how these can be overcome by effective HR strategies. There is a dynamic shift in the global business environment today and more dramatic change is expected in the next decades especially at senior level (CIPD, 2010). As a result, HR managers at Goldman Sachs must play special roles in dealing with these changes and must develop specific competencies to tackle the effect. These changes include Workplace Diversity, Pay structure, the transfer of work abroad, either to outsourced providers or on a global in-sourcing basis; the e-enablement of many HR process; greater sophistication in the HR information technology, new structures for international HR functions; greater competition for talented staff at all levels of organization; more protracted and strategic talent pipelines. Stuart (2009) wrote in an article that If HR is not yet sufficiently respected in financial services, especially in the Investment banking industry, and then such an important issue, affecting both corporate image and the compensation of senior executives, is unlikely to be delegated to them. I strongly concur with this logic, implying that other senior executives will make the decisions, while HR is left to handle the vast amount of day-to-day paperwork: This is not the case in Goldman Sachs Group. After a careful research into the Human resource activities in Goldman Sachs, this report revealed that there is a well-structured strategy tailored specifically for senior level employees. This is because of their strong concern for long term leadership scheme required for the sustainability of their cooperate strategy. They accept as true that Human Capital management has been the bed-rock of the Organizations success so far (GS leadership Summit, 2009). There is a direct link between the corporate strategy and the HR strategies in Goldman Sachs. As a result, the HR managers in various locations continually strive to hit a balance in the way and manner they deal with executives in the top level (Goldman Sachs, 2010). The HR managers have long wanted to get away from the old reputation of telling line managers what they cannot do, by concentrating on business partnering, change management, leadership development and of course Financial Directors that are also seldom turned on by reconciliations and Internal Audit, but they do it while still remaining strategically relevant (Taylor, 2009). In Goldman Sachs, the HR function is viewed differently according to the organizations sub-divisions; however, the financial crisis has given rise to four key issues that provide HR managers in Goldman Sachs with the chance to demonstrate the value of its expertise and elevate its image and status within the Investment banking industry. These issues are: Leadership selection and development, pay structure, Workplace Diversity, intelligent and efficient downsizing, and the need for new ways to manage, engage and retain staff for higher management positions. Spencer (2009) in a research discovered that these issues are key factor that could affect the future of any organization in the long term hence the need for critical response by the HR managers in Goldman Sachs. Leadership selection and development Establishing a strong pipeline of potential leaders is important for Goldman Sachs future success (Goldman Sachs, 2008). In the financial services industry, organizations have often felt compelled to reward high revenue-generating employees with promotion to management positions, the results have been mixed indeed, it could be argued that the inappropriate selection of managers contributed to the recent crisis. The Goldman Sachs group as a whole is still grappling with this issue, thinking of effective ways to integrate star performers within the management structure without compromising standards. A good retention plan as well as training and development programs for senior executives (as illustrated in the later part of this paper) can help Goldman HR managers tackle this challenge. Pay structure The financial crisis has brought the compensation structure within all divisions in Goldman Sachs back to the drawing board (FT, 2009). There is a widespread feeling that short-term pay deals encouraged risk-taking behavior which, at least in part, contributed to the crisis. As a result, growing pressure from government, media and the general public has resulted in many investment banks rethinking the way they pay their front-line staff. The need for greater transparency, a remodeled financial incentive for risk-taking, and more precise measurement of individual performance is a topic of much debate within Goldman Sachs. At the very least, HR can anticipate heavy involvement in ensuring compliance with newly introduced and very detailed legal and regulatory requirements on pay. Workplace Diversity The future success of Goldman Sachs relies on the ability to manage a diverse body of talent that can bring innovative ideas, perspectives and views to their work. The challenge and problems faced of workplace diversity can be turned into a strategic asset if Goldman Sachs is able to capitalize on this melting pot of diverse talents. With the blend of talents of diverse cultural backgrounds, genders, ages and lifestyles, they can react to business opportunities more rapidly and creatively, especially in the global investment banking industry. Alison (2008) confirmed that this fact must be one of the important corporate goals to accomplish for greater success. More importantly, if Goldman Sachs internal working environment does not support diversity broadly, they risk losing talent to competitors. In order to effectively manage workplace diversity especially at senior level, Cox (1993) suggests that HR Managers at Goldman Sachs needs to change from an ethnocentric view (our way is the best way) to a culturally relative perspective (lets take the best of a variety of ways). This shift in philosophy has to be deep-rooted in the managerial framework of the HR Management in her planning, organizing, leading and controlling of the Groups valued asset Our People. Since pay is no longer a necessarily key motivator, other ways to attract, engage and retain staff need to be emphasized or discovered for long-term benefits. Intelligent downsizing A harsher economic climate has resulted in several Investment banks downsizing their staff level considerably. Goldman Sachs HR managers most consider reshaping the organization so that it can ride the downturn with morale intact, while ensuring that it is prepared to capitalize when the economy recovers, this will present a clear opportunity for HR managers at Goldman Sachs to prove their commercial value. However, at their annual stakeholders conference (2009), doubts were expressed about whether HR has so far managed to stamp its authority on this process. Question 2: Comment on how HR activities contribute to the success of your chosen organization. Use any 2 HRM Models to explain your answer. A number of studies have noted significance of human resource activities in the success or failure of an organization (Terpstra Olson, 1993). Human resource factors form one of the most important areas for success for Goldman Sachs (Castanias Helfat, 1991; Spender, 1993; Lei Hitt, 1995; Conner Prahalad, 1996). Carter, et al. (1994), as well as Nucci (1999) wrote that business continued existence and success is associated to human resource as well as the financial factors at the early start-up phase. A study of new businesses by Bamford, Dean, McDougall (1996) acknowledged acquiring competent human resources was critical for any Business success or failure because HR management (also called Human capital management in Goldman Sachs) influence and may determine how well success can be achieved in a highly competitive global market environment. HR managers at Goldman Sachs employ a model synonymous to the Harvard analytic framework which focuses on the different stakeholders interest that impact on employee behavior and performance. All the successful internal operational activities have been shaped by their Human Resource strategic choices (Goldman Sachs, 2009). Like the Harvard analytical framework, HRM policies at Goldman Sachs are derived from Stakeholders interest and the outcomes which are in-line with the HRM policies produces corresponding Long-term consequences (Organizational effectiveness). These consequently have a direct effect on the Stakeholders interest and several situational factors (Workforce, Business strategies, Management Structure and Culture). Stake holder Interests Shareholders Management Employee Groups HRM policy HR outcomes Long-Term Government choices Consequences Community Employee Commitment Individual Unions influence Compliance well-being Human resource Congruence Organizational flow Cost effectiveness effectiveness Rewards systems Societal well- Work Systems being Situational Factors Workforce Characteristics Business Strategy and conditions Management Philosophy Labor Market Unions Task Technology Law and Societal values Figure 1: Harvard analytical framework adapted from Beer et al (1984) Guest strategic Human Resource management model best summarize the strategies and contributions of Human Resources managers at Goldman Sachs. The model draws a link from the HRM policies (concerning Organizational design, management of change, Recruitment, selection, development and reward systems) to the Human Resource outcomes (strategic integration, commitment and quality) produced by such policies and onto the corresponding Organizational outcomes (High job performance, innovation, Cost effectiveness and competitive advantage). HRM Policies Human Resource Outcomes Organizational Outcomes High Organizational design Job performance Management of change Strategic Integration High Problem-solving Change Recruitment Commitment Innovation selection socialization Appraisal training Flexibility High development Cost Effectiveness Reward systems Quality Low Turnover Absence Grievances Leadership/ Culture/Strategy Figure 2: SHRM model Adapted from Guest (1989) The degree of the overall HR performance at Goldman Sachs is positively associated with success and growth as explained by Fombrun et al (1984). The approaches to employee recruitment and selection are many. The firm often has greater resources to filter potential workers, yet the HR managers have greater insight regarding a potential recruit at the individual level. Regardless of the types of recruitment, tests, interviews, and measures of potential performance, recruitment and selection of the right people for company positions affects the probability of success. Effective recruitment and selection is positively associated with success and growth. Designing and implementing adequate work environments, reward systems, benefits packages (among others) are part of HR function at Goldman Sachs. These are often critical to retain the highest performing quality employees. At Goldman Sachs, difficulties sometimes arise in keeping their best people from accepting posts that are more attractive. This is particularly true in the Investment banking sectors of high demand for particular human capital. Retention of quality employees is positively associated with success and growth. In the same way, Employee Satisfaction is positively associated with success and growth. The Group recorded an increase in profit from 15.6% as of November 28, 2008 to 16.0% In March 27, 2009 and this was linked to the effectiveness of her HR managers with particular concern on the way and manner they managed issues relating to recruitment and selection of the Groups senior executives, established successful retention of quality employees (created high number of high ranked staffs renowned in the investment banking industry), and excellent succession planning strategies. Rewards Selection Performance Appraisal Training Figure 3: Human Resource circle adapted from Fombrun et al (1984) HR managers at Goldman Sachs provide enhancement of human capital by education, training, mentoring and other programs as a means to improving business outcomes. These programs not only increase the skills of employees, but also motivate them and inspire new ideas. There are positive effects in the interrelation between knowledge-structures (such as development and training) with the corporate goal. Employee training and development is positively associated with success and growth. Question 3: What role HR planning plays in your chosen organization? Describe any 3 HR planning Methods that has been used to achieve organizational objectives. In March 27, 2009 Goldman Sachs improved her balance sheet, reporting a Tier 1 ratio of 16.0% (an increase from 15.6% as of November 28, 2008); credit was given to the effectiveness and proactive strategies of her HR managers for successful planning across all divisions of the group (GS summit, 2009). Goldman Sachs HR managers believe that a good planning requires an assessment of present and future needs of the organization compared with present resources and future predicted resources. Effective HR planning has anticipated and mapped out the cost and benefit of their business strategy on the effectiveness of their Human resources (Bott, 2010). These plans have enabled them anticipate the future needs of their Human resource management, and indentify practices that will help them meet those needs. Although, Goldman Sachs corporate strategy guides the HR strategies, their HR plans are highly congruent with their Business strategy (vertical integration). In like manner, the HR strateg ies are cohesive and mutually supportive to all functional departments and divisions across the Group (Horizontal integration). HR planning has contributed immensely to the emulating succession planning at Goldman Sachs (Goldman Sachs, 2009), it has helped to anticipate and prevent chaos within the organization (Smoke detectors), help to resolve employees challenges especially at the senior level, enable an effective Retention plan, and several developmental programs to ensure staff competency (Goldman Sachs treasured asset). It has also helped the group to answer question like; where will the next generation of our managers come from, how they can retain their highly skilled staffs, and what number of staffs they should employ. Several HR planning methods has been employed by HR managers at Goldman Sachs to achieve success in these areas. Some of such planning methods are; Bench Strength Plan; this planning method is more of a targeted succession planning at Goldman Sachs. It emphasizes on the Human capital on reserve that are capable of succeeding a senior executive when they leave. It is currently the least automated talent management procedure within the Group but has also provided the senior executives with global visibility into the talent pipeline and overall bench strength by leveraging dynamic talent pools and advanced analysis of capable staffs that would take over if a senior executive leaves (softscape, 2009). Goldman Sachs Succession planning systems have helped to identify, prepare, and track high potential employees for promotion and advancement. This planning method further reaffirms the fact that the key success factor as stated in the Groups Values is Our People (Goldman Sachs, 2010). Practically, Goldman Sachs examines the capabilities of her employees and follows up their performance and effectiveness from basic roles to leadership qualities. Senior executives are encouraged to select at least three employee of their choice who would be monitored and later given more responsibilities within a division by way of heading smaller departments (see figure 4). These selected employees would then be observed and scrutinized considering several behavioral and professional factors. After a specified period, one out of the three would be groomed specifically for the proposed senior position. Figure 4: Succession planning adapted from Goldman Sachs (2010) Retention Plan; this planning method enables the Goldman Sachs HR managers to identify competent employees who are of great value to the organization and have the capabilities of stepping into senior positions. This category of employees are then developed and mentored through a planned procedure to equip them with the classified ethics of the Group (GS annual conference, 2009). Goldman HR managers also use tools like competitive pay rate, quality training, and continuous development programs as a retention strategy for senior executives. Although Goldman Sachs keeps all vital information regarding their senior executives classified. Effective Retention planning has helped Goldmans HR managers to anticipate unforeseen circumstances that may occur if an employee under grooming decides to leave (Lloyd, 2008). Horizontal Progression plan; as a result of the recent economy down-turn Goldman Sachs has integrated many job positions to shrink cost (FT, 2008). The effect of this change created an un-safe environment for their employees and resulted to under performance across all divisions. As part of the strategic intervention by the HR managers, Horizontal progression plan was introduced to enable job rotation and staffs transfer across the Group (Goldman Sachs, 2009). This created a boost in their employees morale and there was a recorded Tier 1 ratio of 16.0% increase in Balance sheet (an increase from 15.6% as of November 28, 2008). Question 4: Recruitment Selection strategies ensure the deployment of a new human capital in the organization. What Recruitment and Selection strategies are taken in your chosen organization to recruit select senior management staff to enhance organizational performance? Goldman Sachs global business reputation and success begin from the recruitment and selection of competent and talented employees (Lloyd, 2009); this statement forms the bedrock on which GS HR managers build recruitment and selection strategies for senior executives. Fletcher (1996) started that an organizations workforce should match her corporate vision; hence the HR policies for recruitment and selection of senior executives at Goldman Sachs have been tailored to best fit their business goals. There is a clear definition of who is needed and a well defined role and responsibilities of any selected senior executive at all division. A recent report by KPMG (2009) started that in the USA 20 percent of the entire workforce will retire in 2011, in London 60 percent of skilled employers are facing skill shortage already, and the average cost of recruitment and selection process runs into an excess of about  £4800. Recruiting senior staff members is a critical procedure for HR managers at Goldman Sachs, unlike the general recruitment process; Brains are not just enough, there are several stages to determine whether a prospective candidate meet the Goldman Sachs intellectual standards. Prospective employees are identified, assessed and selected on the bases of their work experience and professional recognition within the financial trading, asset management and investment banking industry. Some of the best fit recruitment strategies employed by Goldman Sachs HR managers includes; Employers Branding, In-house search, Head hunters, Employee referral schemes, Professional social networks like LinkedIn (Crawford, 2010) a nd sometimes newspaper advert. Employers Branding Minchington (2005) defines employer brand as the image of an organization as a great place to work in the mind of existing employees and key stakeholders. Simon and Tim (1996) defined it as the package of functional, economic and psychological benefits provided by employment. HR managers at Goldman Sachs use their employer brand in the form of series of messages and images about the company to communicate its culture and value- from the employees point of view during the pre-recruitment phase. They employ this strategy as a strong tool to attract and recruit talented senior executives across the investment banking industry as well as retention strategy for existing senior employees (Goldman, 2009). In-House Exploration Goldman HR managers identify existing employees who have the capabilities and can possibly fill in a vacant senior position when the need arise (Goldman Sachs Tactical recruitment option, 2009). The advantage of this option is that it reduces the cost of going through the rigorous recruitment and selection process for fresh candidates. However, the disadvantage of this strategy is that when a junior employee is identified to fill up a senior position, the position of that employee becomes vacant thereby creating the need for the recruitment of another junior employee to fill in such gap. Head Hunters Traditionally, Headhunter is the industry term for a third-party recruiter, who seeks out possible candidates. Goldman Sachs has got in-house Headhunters who have been employed to network, cultivate relationships with various companies, maintain large databases, purchase company directories or candidate lists, and cold call prospective recruits (GS, 2009). This category of employees is part of the Goldman Sachs HR team and their sole responsibility is to source for possible candidates to fill any senior job role vacancy. Employee referral schemes This is the case where existing Goldman Sachs senior employees suggest potential candidates drawn from their own networks and connections. Goldman Sachs HR managers adopt this strategy very often considering the quality of these existing senior employees and their contribution to the success and standard of the Goldman Sachs Group. Latest CIPD Recruitment and Retention survey  ¬Ã‚ ndings indicates that the percentage of organizations that attract applicants by this method has increased from 38% in 2005 to over 47% in 2010 (CIPD, 2010). Purcell et al (2003) started that the willingness of existing employees to recommend their organization to others is used as a measure of organizational commitment in high performing workplaces. The advantage of employee referral schemes includes reduced recruitment costs, as well as enabling applicants to achieve a more realistic job preview. Professional social network (LinkedIn) Goldman Sachs has a network on LinkedIn a social networking site that is career focused and has got a tremendous reach across geographies. Goldman Sachs HR managers use LinkedIn to post job vacancies especially for senior management roles. Sometimes, the use of LinkedIn search prompts which has a sophisticated algorithm to job match possible candidates may become handy (Goldman, 2010). This strategy is often adopted when the need for a candidate to fill up a vacant role arise rather impromptu. However, the tendency for such situation to arise is slim due to the proactive nature of HR managers at Goldman Sachs. The right selection strategy is as important as any recruitment strategy employed by Goldman Sachs HR managers. The aim is to ensure that candidates are employed based on realistic competency rather than an acclaimed quality usually presented in resumes (Milner, 2009). Goldman selection process aim to quickly, accurately, and efficiently identify the best potential candidate for a vacant position. As a result, Goldman Sachs selects potential senior employee by means of direct telephone interview, board-room presentation and on rare occasions, face-to-face interview. Goldman Sachs HR managers adopt this medium considering the necessity for a fast, efficient and cost effective selection process for any prospective candidate who has been deemed fit for a senior position. Interviewing is the most widely used selection process in Goldman Sachs; where first and second interviews are conducted. Interviews are normally conducted between business hours, which are from 8:00 a.m. until 4:30 p.m. Interviews are ideally scheduled one week in advance, but may not always be possible, therefore negotiation between GS HR representative and prospective senior employee may be necessary. Behavioral interviewing is a common practice at during Goldman selection process, alongside with reference checks and psychometric assessments. It is advised that a combination of these selection methods be utilized to guarantee that the best candidates are screened and to benefit from a reduction in future costs associated with hiring and training, even at the fundamental entry level positions. It is also important to consider compensation and benefits packages in order to retain and attract the best candidates. Question 5: HRD interventions help organization to develop highly competent staff and teams. Describe the use of at least 3 HR training Development methods taken to enhance the competence of the senior management staff in your chosen organization. To a large extent, models of strategic HRD presupposes a rational and linear model of strategy formulation and implementation of process involving objective settings, the analysis of environmental trends and available resources, evaluation of options, and ending with a careful planning of the strategys implementation (Storey, 1991). Hendry (1995) suggested that the ideal HRD strategy should be the one that best fit Goldman Sachs business goals not actually the best practice. Beer and Spector (1989) added that strategic HRD can be viewed as a proactive system-wide intervention which is linked to strategic and cultural changes. Goldman Sachs Business objective Goals and strategies Departmental strategies Finance,Marketing,HRD,HRM,Operations HRD policies HRD plans HRD procedures HRD practices Evaluation Figure 5: Strategy and HRD adapted from (Wilson, 1999) Figure 5 illustrates the contribution of strategic HRD interventions to the training and development of Goldman Sachs human capital at every stage of the organizations strategy breakdown structure. HRD is an essential factor that affects employees capability and performance. It shows that HR development in policies, plans, working procedures, and practices would lead to staff competency. Human resource development focuses on the development of people, enhancing their skills, knowledge, attitudes so that they create value (human capital) for Goldman Sachs business needs. HRD seeks to optimize the human potential readily available across all Goldmans divisions (Shames, 2010). Goldman Sachs believes that human resource development interventions should be proactive rather that reactive (Lloyd, 2009). Employees are frequently groomed to become efficient in their core competency. Like the Japanese Kaizen, training and development is a continuous process in Goldman Sachs; the quality and standard of employees reflects the effectiveness of the HRD strategies employed by HR managers at all divisions of the Group. The training and development methods adopted are; Job rotation: Flexibility within working environment is a breeding-ground for development (Frederic, 2006). Senior executives are obligated to perform different job roles on regular bases as part of Goldman Sachs continuous development plan. This is a proactive strategy that does not only increase employees competency but also ensures that all senior employees can play several roles within the organization to reduce cost. It also creates an avenue for the HR managers to identify who best fit certain roles for efficiency and productivity. Coaching: Although rarely employed at senior level, Coaching at Goldman Sachs explains the development process where a more experienced senior executive (trainer) ensure that the senior employee under development (trainee) is monitored and guided through a well structured on-the-job training program. Usually, the trainer commits the trainee to undertake certain un-familiar responsibilities while he looks out for errors. These errors would be corrected in a manner that wouldnt tarnish the morale of the senior employee under development else the aim for the program would be ruined. This method ensures a close working relationship between the trainer and the trainee. Self-development and Learning: During the GS annual conference in March, 2008, Goldman Sachs CEO Lloyd C. Blankfein stated We cannot recruit an employee who doesnt have value for self development. Self development is enhanced by continuous learning and development in a broader perspective increases competency. Goldman Sachs encourages its senior management staffs to improve by constantly challenging them with greater job responsibilities as well as a regular review of working standards. Figure 5 illustrates the model of Goldmans employees continuous learning where they engage in learning opportunities to maintain, or improve, their employability. Figure 6: GS continuous learning structure adapted from (eBusiness Community Model, 2010) Question 6: What role Performance Management plays in achieving higher performance in your chosen organization? M

AIDS :: Free AIDS Essays

AIDS   Ã‚  Ã‚  Ã‚  Ã‚   Aids is a disease that effects the immune system. Your immune system is unable to fight off diseases, viruses, and infections. Aids usually makes you very skinny and tired, and it effects the nerves system in your brain. You also can get certain cancers from aids especially Kaposi’s sarcoma, are purple lesions on the skin, and tumors known as B-cell lymphomas. Aids can be transmitted through several ways by blood, through intimate sexual contact, from infected mothers to there babies in there uterus, and even through infected mother’s milk. A major way of getting the disease was through blood transfusion that was before they had a test for screening blood. Another major way of getting it is through blood contaminated needles by intravenous drug abusers. Blood donors and casual contact is definitely not a way you can catch the disease. It could take up to ten years for symptoms to develop because it usually stays dormant. There are several different strains of the aids virus and it continually changes in a persons immune system. Because of this it makes it very hard to develop a vaccine for aids. Dramatic progress is being made in short time to identify the aids virus and transmission and mechanisms, in which it produces the disease. Research centers treat people who have the aids virus, and those who have been infected but not yet have developed the symptoms. The first drug developed was AZT in 1986-87. It has been shown to be partially effective in clinical symptoms, but the death rate with aids are likely to survive in the long run with adequate treatment.   Ã‚  Ã‚  Ã‚  Ã‚  Aids raises many ethical, legal, and civil right issues. Live mandatory testing of all citizens or of particular populations, like for marriage license applicants. It also demands discrimination in housing , employment, and medical treatments and confidentiality versus notification of sex partners.   Ã‚  Ã‚  Ã‚  Ã‚  The first place aids was discovered was in New York in1979. The cause of this disease was retrovirus which is Human Immunodeficiency Virus, HIV. Which was identified in 1983-84 by scientists working at the National Cancer Institute in the United States and the Pasteur Institute in

The Debt Crisis of the Eighties and Nineties Essay -- Economy Economic

The Debt Crisis of the Eighties and Nineties The debt crisis of the 1980s and 1990s has been one of the largest economic disasters of the 20th Century. It has caused widespread poverty, famine and starvation across many of the third world countries it has touched. The Crisis did not go by unnoticed however. Since the mid 1990s world governments have awoken to the horrible reality that such debt causes with attempts to lighten the devastating affects with such programs as the Brady plan, HIPC and eventually HIPC 2. While these plans have had only limited success the question of weather the debt crisis can be solved in the long run is still to be answered. The debt crisis as it is now called did not occur in one single event; instead it developed as a slow moving â€Å"chronic syndrome†[1]. The primary crisis, which occurred in Mexico in 1982, was centred on middle-income nations[2], while the second strain occurred in poorer African nations, with the effects from it still being well and truly felt today[3]. For these countries the need for industrialisation meant the need for large-scale borrowing. Since many of the African nations were excluded from being aloud to borrow until the early 1960s, the need to borrow a lot, quickly, was a common trend throughout the developing nations[4]. The reasons for the colossal amounts of debt cannot be simply explained for they vary from country to country. Some nations had corrupt militaristic governments who cared more for themselves than for their people[5]. While others struggled with failed projects and damaging economic decisions[6]. By the early 70’s the debt had begun to accumulate. The impoverished and debt stricken countries began to shift commodities meant for the sustenance of the people to the export sector to try and make enough money to pay off their debts. Suddenly all the indebted countries were simultaneously selling their primary commodities on the world market. The flow of coffee, coca, copper, steel, ect, had the devastating effect of lowering the commodity prices causing the developing nations to make much less than they had previously. Countries now had to sell two or three times what the used too to make the same money[7]. Combined with the rising and falling of the dollar, and the rises of interest rates in the 80s, the third world debt was now even larger than ... ...continue in the long run many of HIPC goals will be achieved. Success of HIPC and the debt cancellation plans of the 90’s are indeed difficult to judge. If success were to be measured by how much has been paid out from the forecasted amount then HIPC could be viewed as a failure. However if success were judged on the increase of social service spending then yes HIPC would be seen as a successful initiative. The one clear success of the debt cancellation plans has been public awareness. Though the cancellation process is moving slowly and only achieving a fraction of its goals[18] the general public of the world has now awoken to the horrors that debt can lead to. With public support behind the debt cancellation process the debt crisis will eventually be overcome. --------------------------------------------------------------------- [1] La Trobe, Assignment Manual, p.130 [2] Ibid [3] Ibid, pp.130, 131 [4] Ibid, p.133 [5] Ibid, p.131 [6] Ibid [7] Ibid, p.137 [8] Ibid [9] lecture [10] Ibid, p.144, 145 [11] Ibid [12] Ibid [13] Ibid, p.149 [14] Ibid, p.152 [15] Ibid, p.156 [16] Ibid [17] Ibid [18] Ibid, pp. 150-153

physiotherapeutic management of stroke :: essays research papers

Introduction Cerebrovascular disease or the term stroke is used to describe the effects of an interruption of the blood supply to a localised area of the brain. It is characterized by rapid focal or global impairment of cerebral function lasting more than 24 hours or leading to death (Hatano, 1976). As such it is a clinically defined syndrome and should not be regarded as a single disease. Stroke affects 174-216 people per 10,000 population in the UK per year and accounts for 11% of all deaths in England and Wales (Mant et al, 2004). The risk of recurrent stroke within 5 years is between 30-43%. One problem is that the incidence of stroke rises steeply with age and the number of elderly people in the UK is on the increase. To date people who experience a stroke occupy around 20 per cent of all acute hospital beds and 25 per cent of long term beds (Stroke Association, 2004). The British Government now identifies stroke as a major economic burden on the National Health Service (DoH, 2002). Fifty percent of stroke survivors will experience some residual impairment (physical and cognitive), which is devastating to the individual and their families (Rudd et al, 2002). It is therefore vital for patients and resources that maximum functional recovery is achieved as fast as possible. The physiotherapist has a key role to play in the management of stroke patients, through assessment, prevention strategies, acute management and recovery. This essay aims to critically discuss physiotherapeutic management and examine how it has and may be influenced by a number of factors (e.g. type of organized system for the delivery of post stroke care, setting of therapy, evidence based practice from which National Guidelines are produced etc). The first stage is to outline stroke pathology, of which forms the basis of appropriate management. Pathology There are two major stroke sub groups, those resulting from infarction (ischemic stroke) and those resulting from haemorrhage (intracerebral and subarachnoid). Each of the types can produce clinical symptoms that fulfil the definition of stroke. The types often differ with respect to survival and long-term disability, from recovery in a day to incomplete recovery, severe disability and death (Warlow et al, 2001). Ischemic stroke is the most common type of stroke, which accounts for approximately 85% of all cases (Rudd et al, 2002). It affects 35 people per 100,000 of the population per year (Coull et al, 2004).

Courtroom Work Groups

| Courtroom Work Groups| Jaraka Ward| | University of Phoenix| 10/21/2012| | I found several responses to the question of who is included in the courtroom work group. I believe that the criminal prosecutor, defense attorney, and a judicial officer make up the most common courtroom work group. The daily interaction of this group is to make sure that rules are being followed in each individual group but also to make sure it is given in a timely manner. The courtroom work group needs to communicate in order to offer plea bargains and choose jurors.The role of the prosecutor is to protect the government or community’s best interests. This being said the prosecutor must take cases based on the facts of each case and the evidence provided. If the prosecutor did not do this and took every case under less stringent requirements it could leave many cases going to trial with a lack of evidence and lead to a waste of court room time and money for attempting a trial with no evidence to co nvince a jury. This could also lead to innocent people being convicted on no evidence simply because of a well-spoken lawyer.This being said, if the prosecutors were more stringent about the cases they took and the minimum amount of evidence was greater it may lead to criminals getting away with more crimes and never being brought to trial because of a lack of concrete evidence. The only way I see that the courtroom work group could be improved would be if all parties focused more on the justice and rules side rather than always focusing on the speedy aspect of getting things done.There will always be the criminals let go because of a lack of evidence to convince a jury as well as innocent people who will be convicted without proper concrete evidence, this is why I am a strong believer in the appeal system. I do however feel that these numbers could be reduced if we could slow the system down while still maintaining due process and a speedy trial. References Criminal Justice Today: An Introductory Text for the 21st Century, Eleventh Edition, by Frank Schmalleger (2012, 08). Courtroom Workgroups. StudyMode. com. Retrieved 08, 2012, from http://www. studymode. com/essays/Courtroom-Workgroups-1070144. html