Software Engineering Essay Example | Topics and Well Written Essays - 500 words - 3

Software Engineering - Essay Example Software requirements, 2. Software design, 3.Software construction, 4. Software testing, 5. Software maintenance, 6. Software configuration and management, 7. Software engineering management, 8. Software engineering process, 9. Software engineering tools and methods, 10. Software quality, and 11. Knowledge areas of related disciplines (Computer Engineering, Computer Science, Management, Mathematics, Project Management, Quality Management, Software Ergonomics, and Systems Engineering) (SWEBOK, 2004 p. 1-2). Software engineers, therefore, must be proficient with the latter knowledge areas to handle every software engineering projects properly, successfully and efficiently. The software engineering project being studied at hand is the Chat Application. According to the given case, the status of which is that there is an unexpected disappearing messages that caused the team one extra week to debug. Further, the Director for Software Services has the following comments, impressions and questions: 1. She is not pleased with the delay, 2. She comes to one of the status meetings to find out what happened, 3. She states, Your team has been testing this application for weeks and didnt find any problems, 4. She asked, Why didnt you find the problem sooner?, and 5. She also asked, Is there any way we can kept this from happening again? As a member of the team, she wants you to discuss the following: 1. Your opinion on testing, 2. Whether an application that passes testing is free from errors, 3. Whether it is possible to design a test that will find all potential errors in the Chat Application, 4. What other techniques or strategies can developers use in conjunction with testing. Software testing consists of the dynamic verification of the behavior of a program on a finite set of test cases, suitably selected from the usually infinite executions domain, against the expected behavior.†(SWEBOK, 2004 p. 5-1) Based on the above authoritative

Discuss the legacy of Puritan thought in the work of Cotton Mather Essay

Discuss the legacy of Puritan thought in the work of Cotton Mather - Essay Example Still, he also used the technique of the constant application of religious and biblical ideology to the contemporary world. Mather serves as an icon for conservative, unapologetic Puritanism for social and political change. Mather was an outspoken Puritan thinker and an definitive conservative, lining as a clergyman, writer and sociologist in the sixteen and seventeen hundreds. He called for a return to the Puritanical ways of his grandfather and great grandfather if the new world (America) was to be saved and to thrive. Cotton Mather’s views are openly expressed in such works as Pillars of Salt and The Wonders of the Invisible World. Mather wrote personally and definitely not in an unbiased way, drawing on Biblical and figurative language to speak to the audiences of his time. Mather really emphasized the importance of the bible and conservative religious texts for characterizing moments in time and learning valuable lessons. For Mather, what he wrote was deeply personal. His biases can be seen in his writings and his writings are meant to unsettle, to stir the reader. Elements of this unrest lie in the fear that he invokes, and in the imagery and fiery language meant to press his cause. Cotton Mather’s pamphlet Pillars of Salt shows the self-criticality and sensational judgment of Mather’s writing and of the tenets of Puritanism. Pamphlets were a sort of true crime fiction, intended to show accounts of gruesome and sinful deaths. This example of an impious life was something Mather clung to in his own writings. Mather says to the condemned man James Morgan, â€Å"Mark what I say: You were born among the enemies of God, you were born with a soul as full of enmity against God, as a Toad is full of poison† (Mather). Humans are sinful- and the concept of original sin follows everyone, so they should live a holy life. Pillars of Salt included Mathers first sermon about

Transformational Leader Essay Example for Free

Transformational Leader Essay The entire world has been caught up in the events leading up to the 2008 United States Presidential election. The selection of Barack Obama as America’s first African American President, and his highly effective campaign, provides us with a prime example of the power of transformational leadership, and the means by which change occurs. The notion of transformational leadership is not just pertinent, however, to the worlds of politics and the community. It is highly relevant to the corporate world and organizations as well. While Obama’s ethnicity is obviously noteworthy and is a large part of what makes this election so significant, there is another critically important component of this moment which people have a tendency to ignore. It has to do with the transformation that has taken place in the minds of voters in the US and the hearts of people around the world. The change that has occurred is a direct result of the President-elect’s ability to inspire change. He didn’t change the people themselves, which would be impossible. What he did change was the way they see the world and their place in it. Business leaders operate under similar circumstances because they also must engage employees and inspire them to feel a part of an organization. Transformational leadership involves more than charisma and emotion. It involves more than giving good speeches and making people feel good. In his hallmark definition of the term James MacGregor Burns coined the term transformational leadership as â€Å"leaders inducing followers to act for certain goals that represent the values and the motivations the wants and needs, the aspirations and expectations of both leaders and followers.† [Italics original] The leader is not merely wielding power, but appealing to the values of the follower. In this sense, values mean, â€Å"A principle, standard, or quality regarded as worthwhile or desirable,† (Webster’s New Riverside University Dictionary). Burns insists that for leaders to have the greatest impact on the â€Å"led,† they must motivate followers to action by appealing to shared values and by satisfying the higher order needs of the led, such as their aspirations and expectations. He said, â€Å". . . transforming leadership ultimately becomes moral in that it raises the level of human conduct and ethical aspiration of both leader and the led, and thus it has a transforming effect on both.† Change doesn’t just happen. It needs an impetus. Einstein in his Theory of Relativity applied the laws of physics to matter and we can apply this theory to universal behavior. As force is applied to an object in the direction of motion, the object gains momentum and gains energy. President-elect Obama was the force for change; he introduced a new direction that would address the needs as he saw it. In order for the notion of transformational leadership to be relevant, three elements must be present: 1) A Clearly Articulated Vision 2) Statements that Inspire People to Connect; and 3) A Detailed Plan to Execute. 1) A Clearly Articulated Vision The history of the world is replete with examples of charismatic leaders who have led their nations and a cause. The names of Mohandas (Mahatma) Gandhi, Napoleon Bonaparte Julius Caesar, Mao Tse-tung, Nelson Mandela, Martin Luther King Jr., Winston Churchill and Franklin Delano Roosevelt evoke tremendous feeling. The Industrial Revolution also evokes thoughts regarding the titans of industry like Thomas Edison, Henry Ford, Alexander Graham Bell and JP Morgan who had an incontrovertible and formative impact on that era. The vision that was articulated by the individuals in these two categories, the ability to inspire people to connect and the plans that were executed to make the vision a reality is indisputable. In the present, we may not know the names of all of the transformational leaders who are making change in their sector, but it certainly is happening. Apple, Google, Tata Motors, Carrefour, and Toyota, for example, are having an undeniable global impact on our everyday behavior and interaction. Apple’s iPod, for example, has revolutionized the way we think about listening to music, the way we purchase music, the way we share music, and even the way we define our personal space. The question for business leaders within organizations such as Apple is how to achieve the multiplier effect of this leadership pattern in order to bring about continuous innovation and improvement? How do we replicate this leadership pattern at the department and team level in order to generate change in every sector of an organization? How do we grow transformational leaders so they can rise to the positions of influence to positively impact organizational change? Transformational leadership must occur throughout the organization, not just at the top, in order to bring about the full synergistic effect. For example, when a CEO articulates the vision of a company, it is up to the global presidents and department vice presidents to execute the vision. But they must also be able to communicate that vision in a way which translates into local or regional needs. People must buy into the vision and relate it to â€Å"what’s in it for me.† To the extent that they do this, the overall vision becomes more compelling. This starts the process of aligning the vision and connecting it to local needs and desires. A clearly articulated vision must have in it the elements which point to a better way for dealing with the present and the future. It must provide a context to address the most pressing issues in a manner which is innovative and compelling. Innovative because any change strategy needs to outline what will be different from the status quo. It must be compelling because it must be believable. People must feel that this vision will definitely lead to a better way of doing things. 2) Statements that Inspire People to Connect The most powerful visions also are those which have a few words that are easily understood and restated. This eases the communication process and enables everyone to embrace the vision as their own. In the 21st century a brief statement is marketing sin qua non. In others words, it is essential to excellent communications. As transformational leaders seek to communicate their vision using various venues, they begin to appreciate the marketing challenge of disseminating their message out and ensuring comprehension of their message. In 1964 Marshall McLuhan coined the phrase The medium is the message meaning that the form of a medium embeds itself in the message, creating a symbiotic relationship by which the medium influences how the message is perceived, creating subtle change over time. 21st century transformational leaders ignore the medium at their peril. In order to give a vision the wings it needs to travel, it must Inspire People to Connect. This is when a vision really begins to come alive. It comes alive because people believe that the vision will take them from where they are to where they want to be. In organizations it means that employees can begin to align to a better way of doing their work; reaching their customers or constituencies; and providing the goods and services which will make them more effective, productive and profitable. When people connect on a cognitive and emotional level it begins to move them to action. This action contains the seeds for producing change. Einstein stated that â€Å"no problem can be solved with the same type of thinking that created it†. Inspiring people with a different message gives them an alternative way to approach their challenges. It is this connective element that provides the momentum to a vision and gives it longevity. It is this connective element that enables people to align with each other in a different way to meet their challenges. By connecting with the vision they are also reenergized to act. When we talk about motivation this is where it begins. People are motivated to act and engage differently because they can connect to something new, innovative and inspiring. Obama’s incredibly effective â€Å"Yes We Can† slogan is a great example of how a simple statement can encompass a lofty inspirational theme, yet still pertain to day to day action. The slogan was simple, inspirational, easy to remember, and resonated on a number of levels regardless of one’s unique personal circumstances. Furthermore, Barack Obama and his team revolutionized the way they used the internet to connect their vision to people. They provided a continuous stream of messages via mobile phone, internet, the web and countless other technological mediums in a personalized manner practically every day for two years! You always felt that the vision was on top of mind and that they were speaking directly to you. Every message had your name on it. You didn’t feel you were part of a mass communication campaign. The messages were simple, informative and compelled you to action. Corporate transformational leaders need to embrace these same innovative techniques if they are to connect with the workforce of today. This type of connection or engagement is crucial to attracting and retaining high potential workers. When workers are fully engaged, a noted Gallup study of Oct 2006 indicates, they are more motivated and more productive. Specifically engaged employees work with passion and have a profound connection to their organization. They drive innovation and move their organization forward. Unfortunately, not enough attention is paid to how people connect to a vision. They must go through a process of enrolling with the vision so that they feel it is their own. In essence, a vision connects when people internalize it and say that it is not just someone else’s vision, it is their own. This feeling of ownership is crucial to success. By implementing goal alignment processes, organizations can involve every department in the effort. Individual departments need to know tactically what their role is in contributing to the greater good. They must feel that this vision will definitely enhance their way of performing and interacting. When they have this ownership, then they are motivated to act in different ways. This engagement is directly correlated to employee retention as staff will leave an organization when they can’t get their needs met, and they feel that they don’t identify with the way things are done and with the values or vision of the organization. In short, just having a vision statement will not achieve results. 3) A Detailed Plan to Execute In order to increase the ownership process, one has to move from â€Å"what â€Å"and â€Å"why† to â€Å"how†. Transformation falls short when this is not in place. Invariably many great plans fall apart at the connect points. A critical connecting point is a detailed plan to execute the vision. This begins to complete the circle. It is no surprise that when you have a wonderfully articulated vision, people will then want to see how it works. For many, this is the litmus test of whether the vision is a good one or bad one! Consequently, transformational leaders must help people understand that their vision is just the starting point. They must articulate the complete process that individuals must go through to make true change a reality. During the transition period, it is easy for people to get discouraged because the path to a new future can be difficult to see and follow at times. There must be constant communication and education along the way to keep people focused on the goal. The vision becomes a compass leading people through the turbulent times. Conclusion Indeed change can happen in any organization when there are transformational leaders who clearly articulate the vision; inspire people to connect to the vision and detail the plans in order to achieve the vision. It is this type of leadership that will bring about true innovation, productivity and employee satisfaction as organizations strive to be relevant on a global basis. The success of the Obama campaign was not magic. It relied on a disciplined approach articulating the vision, inspiring people to connect to it, along with a plan of execution. This same pattern can be duplicated in the business world on an organization-wide level. And if done correctly, it can yield awesome results from the entry level to the corporate suites. The challenges in front of us demand no less. Turning middle managers into transformational leadersIn these turbulent times, nearly every organization is facing the need to transform to survive or thrive.The concept of Transformational Leadership (TL), which plays a direct role in creating change, establishing a vision, and giving confidence to employees to explore new directions, therefore becomes popular once again in management development.By Uwe Napiersky, Business Psychologist Learning Architect, PhD.The transformational leaders Undergoing such development empowers an organization to greatly exceed previous levels of accomplishment. The transformational leaders are able to challenge and motivate an entire organisation – top to bottom. They care about people and want people to succeed. Th e result is individual, group, and organizational achievement and morale. Many organisations consider the transformational approach of leadership as a revitalisation to increase competitiveness, sustain growth and to develop their talents further (remember the war for talent hasn’t stopped!).Instead of exercising formal authority and power over others resulting from a manager’s formal position in the hierarchy, empowering and enabling people is a key behaviour. The approach represents positive values like quality, performance, respect and fairness.To create a culture of high performance, where everyone in the  organisation is consistently working together to improve performance, not only top management needs to exercise transformational behaviour, but the middle management does as well. Leadership needs to be demonstrated at times by everyone in the organisation. How can middle Managers develop Transformational Leadership? 1. A change of mindset 2. Development of new (transformational) behaviours 3. Three fundamentals for the design of a transformation process in the organization. 1. A change of mindsetFrom organizing work and â€Å"doing things right† to motivating, inspiring and coaching Typically technical professionals, with e. g. engineering, IT, finance or scientific background are promoted to positions in middle management. Entry and middle management roles mainly consist of task oriented behaviours like planning budgets, setting priorities, controlling and solving problems etc. which are often summarized as â€Å"doing things right†; This is known as a â€Å"transactional† management mindset.This kind of management is necessary for the every day functioning of the business but does not bring about change or major innovation. To use a popular expression, it is good in â€Å"rearranging the deck chairs of the Titanic, but can’t keep the ship from sinking†.To increase personal impact, a person has to shift his/her mindset (and subsequently behaviour) towards influence oriented behaviour, relationship trust building skil ls, combined with caring to sustain a motivational environment, which inspires and empowers.The manager needs to shift his/her mindset radically, by perceiving his/her role as focusing on people, their dreams, development needs and emotions; rather than primarily managing tasks and planning. 2. Development of new (transformational) behaviour: A – Openness to feedback, via 360 degree feedback data A 360 degree feedback tool provides a structured approach to self discovery and a process of understanding yourself which creates awareness about your strengths and areas for development. B – Coaching subordinates Coaching and facilitating subordinates to develop their strengths and work on their development needs enables both the acceptance and understanding of feedback as well as the commitment and relevant action plan steps and practicing of new behaviours.Coaching can be done in one to one sessions, in teams or with peers. It is essential to work on real life/business situations and how to translate theory into manageable relevant action steps.Developing openness to feedback and coaching skills  and behaviours can build confidence, openness and ability for the participant to deal positively with the challenges to exercise new behaviours like motivating and coaching others. C – The understanding, commitment and endorsement of the top management to the objective of a transformational leadership process The implementation of TL via training programmes will not be effective unless part of its objectives and design principles are coherent with what TL is really about. The commitment of all stakeholders is necessary for the success of the training programs (trainers, participants (managers), their bosses, senior management, CEO of the firm) and is a critical success factor to make TL work!Senior management will need to facilitate and nurture a culture of transformational leadership, and to be ready to become mentors who will assist the new managers to develop their own self-confidence to lead change, their own skills set as well as develop the self-concept that allows the transformation from a manager to a leader. 3. Three fundamentals for the design of a transformation process: A – Start by stopping to work with purely cognitive models of change It’s a process and not a 2-day course! And a successful process will not be mastered only on a cognitive level; it has to be exercised on a behavioural level too. Therefore it needs a safe space for learning, reflecting and experimenting. To develop TL means that intentional effort must be made to adopt a transformational style.The process of the self transformation and a learning journey for middle managers mostly starts with understanding ones own personal visions, values and how to manage the developmental process. B – Behaviour change takes more than a good theory and good explanations It needs self awareness and behaviour change interventions. In particular, it needs self directed learning and motivation to challenge oneself in a field which is mostly new for most middle managers with a technical background.The transition for a transactional manager into a transformational leader requires time to learn a new skill set, demonstrate new behaviours and embrace a new mindset. The appropriate understanding of how to apply TL is not about some things you do with your employees, it is the positive stimulating relationship with your employee. C – Include a systematic approach of Monitoring Either include existing instruments for measuring the impact of TL or they can be developed – tailor made – to the specific needs of the organisation. The evaluation methods and  tools provide information about individual and organisational processes as well as the impact on business results. Conclusions * Create an integrated and flexible process design * Build positive dynamic for middle management

Recruitment and Selection Strategies in HRM

Recruitment and Selection Strategies in HRM Strategies are made according to objectives of an organization. These are set of activities towards objectives. Corporate objectives These are the statement of intent that basically provides a firm direction for the activities an organization performs in the pursuit of its mission. Usually in organizations there is confusion and overlapping between the terms, objectives and the company goals. This confusion is easy o solve only if the company tends to think of the objectives as a statement of intents and the goals as the quantifiable targets. Sales Strategies Sales strategy can be defined as the planned approach to the account management policy formation, prospect identification and qualification, sales presentation, and order generation aimed at achieving a firms sales quotas or targets. Following are sales strategy Objectives: Helps in improving client loyalty Increases the closeting ratio by knowing clients hot buttons Helps in shorting the sales cycle with outside recommendations. Proper sales strategy helps in offering best solutions to outsell the competitors Helps in targeting and penetrating the most promising and profitable sectors and markets Helps in refining and maximizing the competitive advantage and product differentiation to increase the market margin and share. Helps in establishing a specific plan to strengthen and enhance the lead generation  source: (Businessdictionary) P-9: Devise appropriate recruitment and selection procedures. Recruitment: It is the process of attracting, screening and selection qualified people for the Job. Selection process: Screening Applicants Read all applications submitted. The selection of the top candidates for interviewing must be based on the Job Description and specifications. New criteria cannot be introduced to assess the candidates at this stage as it would be unfair. It is the responsibility of the persons conducting the interviews to complete the short-listing and to ensure the process remains free of unlawful discrimination. If a committee is used, the entire committee should agree on the short list. If a committee is not used, it is desirable that a second person also participate in the short-listing process. The criteria used to select the top candidates and all appropriate notes must be returned to Human Resources and Employee Development for filing and are retained for a period of 6 months. It is good practice that all employees that apply for a position within their department be interviewed. Former employees who have been dismissed for misconduct cannot be considered for appointment. Former employees who have since retired must meet certain qualifications due to their retirement status. If there is a question about whether an applicant can or cannot be considered contact Human Resources and Employee Development. Arranging the Interview The persons responsible for the interviews is responsible for scheduling dates and times for interviews directly with the short listed candidates and notifying the candidates of any selection tests that will be used. Federal law prohibits certain questions in an employment interview and the application for employment has been developed to comply with Federal guidelines. Examples of such illegal questions might refer to the applicants age, disability, religion, ages of children, etc. Interviewing guidelines are provided to the employing department upon referral of applications. To assure consistent treatment of each applicant, a patterned interview might be developed by the department. Such might include specific questions of job related functions, skills required, and how the applicants educational background, previous experience, etc. might be useful in the position if selected for employment. The Interview The purpose of interviewing is to appoint the best person for the job based solely on merit and suitability. The Valdosta State University recruitment and selection process achieves this using methods that are systematic, thorough, fair, unbiased and based on rational, objective, job related criteria. At the interview, each candidate should be treated consistently. To achieve this the panel should: Ask the same initial questions of each candidate Supplement their understanding of the candidates responses by following up questions as appropriate Be consistent in allowing access to presentation material, notes and so on Not allow any discriminatory questions, harassment, or any other conduct which breaches the equal opportunities policy or code of conduct Ensure that in the case of disabled candidates, the necessity for any reasonable adjustments that would be required on the job are explored in a positive manner. Assessment of disabled candidates should be based on their expected performance in the job, given that any reasonable adjustment required was provided. Keep in mind that information obtained throughout the selection process is treated as confidential and is known only to parties involved in the selection process Keep records of interviews and the reasons for decisions each question should receive a grade, and a grade for overall impression. The candidates will be ranked from highest to lowest based on the scores given and the position negotiated or offered to the highest ranking candidate. The scoring sheets and all documentation of the interviews must be given to Human Resources and Employee Development for filing Panel members must be aware that it is their responsibility to ensure recruitment/interview documentation is stored securely and confidentially whilst in their possession. Selection Tests Where selection tests are a valid method of assessing a candidate (i.e. effectively measures the job criteria, is relevant, reliable, fair and unbiased also considering the predictive capacities of tests), they are an extremely useful tool and are recommended for use. Supervisors should seek advice from Human Resources and Employee Development on the use of such tests. Hiring Decision In selecting the successful candidate, the panel must make a decision based on the merit and eligibility of the candidates as judged by: Content of application and qualifications Performance at Interview Outcome of any selection tests Reference Checks As part of assessing the merit of each candidate, persons selecting candidates must satisfy themselves that the information the candidate gives is authentic, consistent and honest. This includes being satisfied about information regarding the candidates: application work history qualifications (where a qualification is a requirement, supporting evidence or certification must be obtained from the candidate and recorded) evidence presented at interview Reference checks; references must be called and information recorded for the file a) Identify yourself immediately, explain your position within the organization and tell the person why you are calling about the applicant. b) Ensure confidentiality c) Ask if he or she is free to discuss the situation d) Try to establish rapport e) Tell the person the position the candidate is being considered for f) Let the person talk feely g) Ask the references the same questions for each of your candidates h) Always end the call with: would you rehire this person? Should any of these not meet the required standards, Human Resources and Employee Development must discuss the issue with the Supervisor/Director. Use the Employment Reference Check and Education Verification form located in Appendix 10 and Appendix 11. Criminal Background Checks. In an effort to provide a safe and secure workplace, to comply with Board of Regents Policy and to minimize the potential litigation associated with negligent hiring processes, Valdosta State University will require background checks on the top two candidates for the position. Employment shall be conditioned upon the execution of a consent form for criminal record disclosure and upon consideration of ones criminal history. The Valdosta State University Police Department, upon receipt of the Consent to Criminal History Release Form, shall conduct the background check and report results to the Department of Human Resources. The department will notify the applicants whose criminal history report prevents their employment. The applicant can be referred to Human Resources and Employee Development if they have questions on the process The applicant is allowed seven calendar days to initiate corrective action of any inaccurate report. Proof of an error in reporting shall not disqualify the applicant and the position will not be filled until this time period has expired. If no action is initiated, and if the report is factual, the hiring department may resume the employment process. P-10: Evaluate the role of motivation, remuneration and training in enhancing sales performance. Role of Motivation in sales performance. Whether you are a sales person or someone in a position who manages sales people, you need to know the importance of motivation. Although many it would be great to just hire self motivated people who dont need any help from you to take action and make sales, you need to realize that sales is a tough job and that there are people who can really become great at it with some encouragement. Being in sales can either pay you very well or can make you go broke. The better you are at sales, the more money you will make. So where does motivation come into play? Well, the main reason that most people dont like sales is because of having to deal with rejection. No one likes to be rejected but if youre in a sale, thats all part of the game. The more rejections you get, the closer to a sale you will be. Now just because you expect your sales people or yourself to go out there and make those sales calls like a machine, it doesnt mean motivation should be neglected. If you are a sales person, take the time to read and listen to motivation material. By doing this, you will constantly be feeding your mind with positive and encouraging thoughts that will help you get through those days where everyone prospect seems to be in a bad mood. For sales managers, providing your team with motivation is critical. Just look in the world of sports. Those athletes are the best in the world at what they do yet when they are losing and feeling discouraged, a simple pep talk from their coach can fire them up to the point to turn the game around. This same thing can be used on your sales people to help them see more of themselves instead of beating themselves up mentality for not making as many sales. Motivation is important because it causes people to take action. Without action, nothing happens. The key to achieve any goal is to take action. The more action you take, the closer to your goals you will be. In order to continually take action, you will need to come up with ways to motivate yourself to do what you need to do everyday in order to reach those goals. So whether you need to motivate yourself or your team, motivation plays an extremely important role in building success. Source (Wikipedia) Role of Remuneration in Sales Performance Remuneration is wages or salary, typically money that is paid for services rendered as an employee. How do you decide what remuneration packages to adopt? How do you ensure that your Remuneration packages incentives and motivate the right people? How do you make sure that the amount of pay helps your staff with their lifestyle requirements? These questions are vital ones to anybody trying to run a sales team or customer service team, when you have a look at how you can actually reward personal effort as well as maintain service. In looking at any remuneration package, its worthwhile to consider a set of scales. In any job description, there is an opportunity to analyze the work required into service aspects whereby these things have to be done to maintain the client, or maintain the client relationship, such as receiving orders, implementing orders, handling queries, general items of customer service, and also perhaps even merchandising or helping with displays, as well as ensuring that stock levels are adequate, these can be called service areas or service responsibilities. On the other hand, a sales person or customer service representative could influence the  value of the sale through their personal sales skills, personality, and training, to either make the sale happen, add value to the sale, or sell some specific items that are on special or on bonus, at the point of communication, either by phone, by web, or face-to-face. This particular activity is known as personal contribution. A relatively easy formula to follow is by adopting the scales of remuneration, you can then analyze the input from the people involved. If there is high service requirements and service levels in the performance of the job, and little opportunity to add personal influence, then a wages or base salary system will be the most cost efficient to make the results work. If there is a high personal input, whereby the sales person can strongly influence the amount of the sale or the profitability of the sale, then you can reward that personal effort by special commissions, sha re of profits, special incentives, and special rewards, for the sales as they occur after the event, and lessen the base salary or wages that need to be paid by increasing the risk factor, which of course the personal touch will overcome. Role of Training in Sales Performance The term training refers to the acquisition of knowledge, skills, and competencies as a result of the teaching of vocational or practical skills and knowledge that relate to specific useful competencies. It forms the core of apprenticeships and provides the backbone of content at institutes of technology (also known as technical colleges or polytechnics). In addition to the basic training required for a trade, occupation or profession, observers of the labor-market recognize today [update] the need to continue training beyond initial qualifications: to maintain, upgrade and update skills throughout working life. People within many professions and occupations may refer to this sort of training as professional development. Source (Wikipedia) P-11: Describe two techniques used to co-ordinate and control sales output. Sales out put control Outputs can be triggered manually or automatically in the sales document. Automatic determination requires maintenance of output condition record. Print programs and layout sets control content which Should be displayed in the output. controls output determination using condition   Technique. Output determination procedure is determined on the basis of sales document type (sales order type, delivery type, billing type). Standard output determination procedure for sales order (OR), Delivery (LF) and Billing (F2) is V100000. Output procedure contains output types, which can be processed when that sales document is created. One document can have Output types like Delivery note and Packing list in delivery. Output controls Medium (Like Print, Fax, EDI) Time of sending the output -e.g. immediately or in a batch Which partner function of Business partner it can be sent Language Criteria for which output condition record can be maintained for automatic output determination It offers flexibility of changing the key controls in the Sales documents. Example If order confirmation for a customer is scheduled to be printed in a batch but the customer wants it immediately then time of dispatch control can be changed in the sales order. P-12: Use given information to recommend appropriate organization structures and procedures. Team One of the newest organizational structures developed in the 20th century is team. In small businesses, the team structure can define the entire organization. Teams can be both horizontal and vertical. While an organization is constituted as a set of people who synergize individual competencies to achieve newer dimensions, the quality of organizational structure revolves around the competencies of teams in totality. For example, every one of the Whole Foods Market stores, the largest natural-foods grocer in the US developing a focused strategy, is an autonomous profit centre composed of an average of 10 self-managed teams, while team leaders in each store and each region are also a team. Larger bureaucratic organizations can benefit from the flexibility of teams as well. Functional structure Employees within the functional divisions of an organization tend to perform a specialized set of tasks, for instance the engineering department would be staffed only with software engineers. This leads to operational efficiencies within that group. However it could also lead to a lack of communication between the functional groups within an organization, making the organization slow and inflexible. As a whole, a functional organization is best suited as a producer of standardized goods and services at large volume and low cost. Coordination and specialization of tasks are centralized in a functional structure, which makes producing a limited amount of products or services efficient and predictable. Moreover, efficiencies can further be realized as functional organizations integrate their activities vertically so that products are sold and distributed quickly and at low cost .For instance, a small business could start making the components it requires for production of its products instead of procuring it from an external organization. But not only beneficial for organization but also for employees faiths. P-13: Identify and give three examples of the differences in the nature of sales tasks and skills in a variety of context. Sales Skills Effective communication Ability to listen Ask revelent questions Problem solver Well-organized Self starter and self finisher Positive self image. Well mannered and courteous Naturally Persuasive Person of Integrity Sales Task Specified amount of sales that a management sets for achieving or exceeding within a specified timeframe, and allocates required resources. Sales targets are apportioned among different sales-units such as salespersons, franchisees, distributors, agents, etc. Three Types of Sales Task Personal Sales Task A salesman of Jazz has to sell 100 connections/Sims per week Team Sales Task Peshawar region has to sellout 2000 connections in a month Organizational Sales Task Ufone has to cover 5 cities per year. P-14: Explain the role of sales staff operating in an international environment. International sales staff have very important role in an organization. To improve firms image To improve brand image Bring International talent to domestic market Bring new Ideas and knowledge Create good relationship between nations To integrate the different cultures Brining International harmony while working with different people of the world Bringing new skills and talents With all above international sales staff is the sign of Globalization. P-15: Explain the purpose of trade fairs and evaluate their contributions. Trade fair A trade fair (trade show or expo) is an exhibition organized so that companies in a specific industry can showcase and demonstrate their latest products, service, study activities of rivals and examine recent market trends and opportunities. In contrast to consumer fairs, only some trade fairs are open to the public, while others can only be attended by company representatives (members of the trade, e.g. professionals) and members of the press, therefore trade shows are classified as either Public or Trade Only. Purpose of Trade Fairs Generating sales leads Generating actual sales at the show Enhancing your image and visibility Reaching a specific audience Establishing a presence in the marketplace Improving the effectiveness and efficiency of your marketing efforts Personally meeting your customers, competitors and suppliers Prospecting for new customers Introducing new products and services Demonstrating your product in ways not possible using other marketing channels Recruiting distributors or dealers Educating your target audience. Contribution of trade fairs to Firms Establish meaningful goals, masterfully plan your strategy, and measure your return on investment. Implement powerful marketing initiatives before, during, and after the event that engage potential buyers and generate sales. Choose the best exhibit display booth that meets your marketing needs and budgetary requirements. This includes evaluating different sizes, designs, and configurations of trade show displays. Identify the most effective graphic elements for your exhibit that portray your key messages and fulfill your brand communications needs. This includes establishing design parameters for banners, custom exhibition stands, brochures, and other materials. Learn about unique and appealing booth ideas that create buzz on the exhibition floor and attract visitors to your trade show display area. Effectively use exhibit accessories, signage and lighting techniques to heighten visibility. This includes selecting quality booth materials, high-impact portable display boards and booth fixtures that support your brand positioning. Select cost-effective giveaways and promotional products that have high-perceived value among your target prospects and complement your company image. Ensure team members who are staffing your booth project a professional appearance and are well-trained to represent your company, generate leads, and secure sales. source: (Businessdictionary) M-4: Evaluate the recruitment and selection procedure of the selected organization. Recruitment at Ufone Before recruiting a new employee, management checks whether there is a need to hire a new employee for that particular job or whether it can be incorporated into an existing employees job. Recruitment in Ufone may be of internal or external nature. Internal Recruitment In the case of internal recruitment people from within the organization are promoted to fill the vacant vacancy. The HR department and the relevant department in which the vacancy exists, analyze whether there an employee within the organization exists, who most appropriately meets the requirements of the particular vacancy. If more then one employee is eligible for the vacancy; then that employee is chosen who has the most outstanding record. After the promotion the employee may be sent for further training. The effect of internal vacancy is that it motivates the employee to perform their best and produce maximum output. It also creates a healthy competition amongst the employees. The hiring from within may have a trickle down effect i.e. the opportunities spring not just from the first vacancy but from the vacancy created when a person in the company fills that vacancy. External Recruitment If the organization feels that none of their current employees can fill out the new vacancy then they hire from external sources. In this case the human resource management considers other departments in the organization that might be interested in the appointment in order to make it a joint effort. They talk to relevant supervisors and especially to the people the new person will work with. A set of expert panelists is then selected from each relevant department to interview applicants Direct Applicants Ufone maintains a data base system i.e. HRMS (Human resource management system) for its internal employees as well as the employees which they will recruit in near future. In some case certain some people just drop their CVs at the head office. And whenever there is an opening or a vacancy occurs, the organization may call them for an interview. Referrals By advertising a post internally Ufone gains an added benefit, which is; the current employees may pass the information on to any interested friends and relations. Word of mouth is also a valuable recruitment method for them and they draw on all appropriate contacts they have Advertisements Since most of the posts are of a specialist nature, they intend on advertising in the journals of professional bodies and the trade press. Their next step is to find out how much adverts cost for varying amount of space and decide what they can afford. The HR management has hired the services of Interflow, an advertising agency, to propagate their service and company for them. They are also using the services of a web designer, Eveready media, to post the advertisement of the company on the Internet. Private Employment Agency The private Recruiting agencies collect information from unemployed as well as employed people about their skills and experiences. These agencies attempt to find some one suitable using its computerized inventory database of suitable individuals. These agencies charge Ufone for the referrals. Through Vendors (Outsourcing) Ufone also do outsourcing for the purpose of recruitment they hire firm, which will provide employee Ufone to work in the organization, but the employee will remain employee of that firm not Ufone, and this is the most common method followed by most of organization these days. Lower management at Ufone is comes through outsourcing. Electronic Recruiting The growth of information superhighway has opened up new vistas for organizations trying to recruit talent. Ufone is make full fledge use of this new technology, and it uses its own web page to advertise for new job openings. Another aspect of the electronic recruiting is that individuals dont have to physically go to the head office to drop their CVs. They now can simply use the e-CV format provided by Ufone on its home page. The e-CV is then transferred to the relevant database or the HR department. Recruitment Procedure The HR management decides on the length of the short-list, which includes five or six people at the most. Following the advert they need help to sift through the applications. Everything is computerized and on-line which makes it easier to handle large numbers of replies. In case they run short of time, they get the help of other staff, supervisors and managers in the organization. Apart from the question of time, they do this to get second opinions. They look out for the following when reading an application: How well-matched is the candidate to the requirements Any unexplained employment gaps The quality of presentation How tailored the reply is to the particular job and Ufone as an organization. Replying To Candidates The candidates that do not match the job are contacted as quickly as possible and dealt with courteously since the HR management believes in the philosophy that these people, and their relatives and friends, may be future customers or acquaintances of potential, future applicants. Those that match the job are called over to undertake an on-line evaluation test. Scheduling Interview The candidates that pass the on-line evaluation test are then called for interviews. A date and a time are arranged and the candidate appears for the interview. The questions of this interview are designed especially for gauging the personality and ability of the candidate. Screening Process The results are screened by a set of panelists in order to minimize chances of error in selecting the candidates. The HR management sometimes keeps a small number of candidates in reserve. M-5 : Highlight the motivating factors being used by the selected organization also determine the remuneration and training programs used by the organization for enhancing sales performance. Training at Ufone Training Development involves improving the knowledge, skills and abilities of the individuals. A continuous training is conducted inside Ufone to improve the performance of the employee. There are two types of trainings conducted at Ufone: In-house Training External Training In-house training is customized training which is only for Ufone employees. External training is carried out through trainers in training institutes. Employees at Ufone are usually trained through Rameez Allahwalla (in  Karachi), Possibilities and Intec (two well-known training institutes). Before training Training Need Analysis (TNA) is conducted by the manager  of the department. And after the training feedback from the employee is  taken. Motivating Factors at Ufone A very effective way to retain an employee is to give him compensation Benefits and Motivating factors at Ufone which is mentioned below: Medical Facility to employee and his/her parents Paid Vacations Food Allowance Trips Promotion on Performance Remuneration at Ufone There are about 150 employees who are working in the Ufone Head Office and 1500 employees serving nationwide. All of them are very devoted as they are given a wonderful learning environment to work, pay offered to them is also very attractive and ample chance of progress motivates them to work more. The job analysis is done on targets assigned and daily routines. The employees are indeed very satisfied and motivated. Ufone is basically equal employment opportunity organization. Almost 70% of its employees are male and 30% are female. The job description of each and every employee is predefined. Performance appraisal is done on annual basis. Average age of Ufone employee is 32 years. This shows that they prefer young and energetic people for their middle and lower level management. High profile well experienced persons are considered for top level management. Average Salary is 12000 for a Ufone employee. Salaries are increased as the federal government of Pakistan announced the percentage. M-7: Compare the sales tasks and skills being used by the two selected organization. Ufone Sales Task Skills: Successful companies have long known that a well-trained, highly motivated and efficiently connected field force is critical to their continued growth and success. Ufone realized that to stay ahead of the competition, they must replace traditional paper based systems with mobile solutions that enable access to key information directly from the field. Today, Ufones sales team is armed with Psion Teklogix WORKABOUT PRO hand-held with GPRS and a software application built on the Microsoft CE Framework; the team retrieves data from the companys accounting stock system through an Oracle database and uploads new data in the same manner. Known internally as U SFA (Ufone Sales Force Automation), this application allows sales staff to create orders, add details, fill in electronic outlet cards,

Big Game and Greasy Lake: two stories depicting a similar theme Essay

T. Coraghessan Boyle’s "Greasy Lake" and "Big Game" are similarly structured but completely different short stories that explain the transitions of people from fake slaves of their image to genuine and realized individuals. If not portrayed in the stories, the development in the characters certainly escapes into the reader’s imagination and almost magically makes them the learned. The plot of the two stories is one of the strongest lines connecting them together by way of foundation, but at the same time it establishes completely different story lines that follow the same beat. Boyle’s evolution from "Greasy Lake" to "Big Game" has also provided for a progression in his style. Evident from the two stories is the contrasted amounts of detail and abstract detail. In some sense, Boyle has mellowed over the two stories by leaving out many of the twists and turns of "Greasy Lake" in "Big Game," but in the same sense has become more exciting with more violence and action. The plots in the two stories are similar in structure and pattern of action. They both include violence and regretful lessons learned the hard way, and seam to involve similar events and characters. A definite change in Boyle’s plot over the course of the two stories however, is the loss in significance and importance of the plot and the take over by setting and character instead. &...

An Analysis of the First Two Acts of The Tempest Essay -- The Tempest E

      The first two acts of The Tempest share a couple of inconsequential similarities and have some very contrasting differences. The similarities are, on the whole, superficial: Both acts consist of just two scenes and both acts are of a similar length. However, the similarities end there.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The lengths of the scenes in each act differ somewhat: Act 1 has one extremely short scene and one very lengthy scene; Act 2 is composed of two scenes of similar length. Also, the tone of each act is very different, with Act 1 being serious and composed, whilst Act 2 is more comic, often descending into pure farce. Analysing one scene at a time will show just how different the two acts are.      Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Act 1, Scene 1 is entirely unlike the other three scenes in the first two acts. It is fast-paced, exciting and uncomplicated, allowing the audience to be drawn into the play before the more complex scenes begin. The only notable thing in this scene is the introduction of Gonzalo, who is shown to be a patient, calm and optimistic person. None of the other characters are defined particularly vividly, nor need they be - this scene is supposed to be action-oriented and too much characterisation and plotting would ruin the tense atmosphere.      Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Scene 2 contrasts greatly with the opening scene, being lengthy and dialogue-driven, with little action at all. This scene is very important to the rest of the play, as it sets up the main background to the main characters, as well as defining some of those same characters. It is Prospero's character which is explored the most in this scene; whilst he explains his history to Miranda, we begin to see the sort of person he is.       From his dialogue, one can... ...t to be highly entertaining. Whether one finds the first two acts entertaining or not, by the end of the second act many of the main characters and themes have already been well defined.    Works Cited and Consulted: Garnett, Richard. "Irving Shakespeare" The Tempest (and selected criticism). Charlotte Porter and Helen A. Clarke (eds.) Thomas Y. Crowell & Co. 1903. Knight, G. Wilson. "Shakespearian Superman" The Tempest D.J. Palmer (ed.) Macmillan & Co. 1968 Murray, J. Middleton. "Shakespeare's Dream" The Tempest D.J. Palmer (ed.) Macmillan & Co. 1968 Palmer, D.J. Shakespeare's Later Comedies: An Anthology of Modern Criticism. Harmondsworth, Penguin, 1971. Shakespeare, William. The Tempest. 1611. Ed. Stephen Orgel. New York: Oxford UP, 1994. Tillyard, E.M. "The Tragic Pattern" The Tempest D.J. Palmer (ed.) Macmillan & Co. 1968   

Minority experience

Attending a religious denomination which is exactly opposite to your belief is a new experience in my part. I am able to attend a Buddhist church. Its belief is on the teachings of Buddha. According to Buddhism, liberation is attained through understanding and practice of the Four Noble Truths: 1. There is suffering in life. 2. Suffering is caused by desire for pleasure, existence, and prosperity. Suffering and rebirth cease when one ceases such desires, leading to enlightenment, or Nirvana, a blessed state in which peace, harmony, and joy are attained. 4. The way, or path, to Nirvana is the Eightfold Path, summarized as: Right understanding Right thoughts Right speech Right conduct Right occupation Right meditation Right mindfulness Right effort The Eightfold Path is also called the Middle Way—because of its emphasis on avoiding such extremes as following sensuous pleasures on the one hand, and self-punishment on the other. The Buddhist must at all times observe the high moral principles described in the Eightfold path, which emphasizes nonviolence and the brotherhood of all. Perhaps the best-known Buddhist scriptures are the Tripitaka (â€Å"Three Baskets†), first written down in Ceylon (Sri Lanka) in authoritative edition was prepared by the Sixth Buddhist Council at Rangoon, Burma, in 1954-56. The three Pitakas are about four times as long as the Bible. In addition, according to one of the Buddhist believers say that there are two kinds of Buddhism and these are the Mahayana and Theravada Buddhism. He said that Mahayana means â€Å"large vehicle.† It is a less austere system than Theravada Buddhism and emphasizes liberation for everyone. Many Mahayana Buddhists believe in liberation through good faith and good works. Their object is not only to obtain a personal Nirvana, but to help others to that goal. The Mahayana branch has developed a system of ideal Buddhas, or enlightened ones. The most important Buddha is the Amitaba, or Amida, Buddha, to whom members can appeal for deliverance. Some Mahana Buddhists also believe in a goddess, a symbol of compassion, who is called Kwan Yin in China and Kwannon in Japan. While the name Theravada means â€Å"the way of the elders.† It is an austere religion that requires solitude, meditation, and self-mastery through which each member hopes to achieve Nirvana. Because of these requirements, the possibility of liberation is limited to a few. Many of its followers are monks and nuns who spend most of their time in meditation and teaching. Theravada Buddhism is sometimes called â€Å"Hinayana Buddhism,† Hinayana meaning â€Å"small vehicle,† but this term is not accepted by followers of the religion. This experience widens my horizon regarding the Buddhist community.   It gives me the chance to internalize why such religion exists and there are people who remain faithful to the religion.