JKL Industries

JKL Industries This report has been prepared for the General Manager of JKL Industries for his/her approval for the recommendations for introducing an advanced performance management system to improve on the current system. This report covers each of the following performance management standards: The goals and objectives of the proposed JKL PMS in the context of JKLs broader organisational and human resource goals and objectives. Outline of the performance management cycle, and the role and responsibility of all JKL employees in the successful implementation of the PMS. Sample template for use in the conduct of performance appraisal interviews. This template allows for the linking of job elements and key performance indicators to the ongoing development of the individual. Policies and procedures to ensure that line managers are monitoring performance regularly and that intervention occurs to address poor performance and acknowledge excellent performance. Policies and procedures to address performance excellence. Policies and procedures that address unsatisfactory performance and, where necessary, termination of employment as a result of ongoing unsatisfactory performance. This process conforms to existing organisational and current legal requirements. Process to deal with any problems or grievances that arise from the performance feedback. Policies and procedures to ensure that the documented outcomes of performance management sessions are accessible and are stored in accordance with organisational policy. Definition of HRs role during the implementation and ongoing operation of the performance management system. How the performance management system will be evaluated. Timeline/schedule for implementation, which addresses all communication and staff training requirements. Types of reporting that will be generated by the PMS and how these reports will be utilised by the management of JKL. How the various components of the PMS will be quality assured and How HR will support the PMS by providing specialist advice on all aspects of the implementation of the PMS, including career development, to all participants in the process. Proposed Vision Statement JKL Industries vision is: To be recognised nationally and internationally as an employer of choice and a model of best practice human resource management. Provide best quality service and products in their field. JKL Industries is a large company and therefore individual employees in different states will be accomplishing different tasks but all working towards the same goal therefore they will need several different approaches to managing performance. 1. Performance goals and objectives A performance management system ensures all staff are aware of and work towards organisational goals through providing clear goals and frequent reviewing of staff performance (Behn R 2006, p.8). 1.1 Goals and Objectives The new performance management system being implemented at JKL industries will support expansion of the business and play a more active role within the company through the development and implementation of a performance management system. The new performance management system will aid in the redevelopment of the organisational chart as there is a new HR officer that will now oversee the co-ordination of HR services across the organisation, as prior to this HR was divided up between each of the three business areas. With these new changes the performance management system will help identify what positions are necessary and unnecessary, and ensure JKL is employing the right people through developed recruiting processes and position analysis. The performance management system will provide guidelines on employing the right people and how regularly performance evaluations will take place to identify to what extent staff goals are being achieved and what can be done to further improve staff performance. Performance management uses past performance as a platform to improve future performance through regular reviews, the setting of clear goals, staff recognition and feedback (Jones 2010, p 95). The new performance management system at JKL will also provide guidelines on how training and support will be delivered to staff and enable staff skills and performance to be evaluated against job descriptions and key elements of the job including KPIs. The performance management system will also identify opportunities for further development of skills in staff. The performance management system will help in developing the following aspects: Improve organisational effectiveness Facilitate employee development, training and support Determine appropriate awards and compensation Facilitate legal compliance Facilitate planning process Increase motivation Address poor performance JKL Industries plans to expand existing branches to include the sale of large and medium trucks by the beginning of July. The performance management system will allow for the monitoring of performance of current staff and identify training and developmental opportunities. This will save recruiting costs and further challenge and develop staff skills and knowledge by identifying skills gaps through the reviewing of job descriptions (QDET 2010, p8). Through monitoring of current staff using the performance management system it will ensure the right staff are used in the implementation of the expansion (QDET 2010, p8). The performance management system will also help JKL Industries identify staff who are deserving of a promotion and could be used in the further expansions and new branch openings planned for 2013, 2014 and 2015 (QDET 2010, p8). 2. The Performance Management Cycle A Performance management system is a tool used to motivate and inform staff and managers of performance outcomes in an organisation for a particular period of time (QDET 2010, p7). It involves the use of a performance cycle that involves planning, performing, reviewing and recognising staff performance (QDET 2010, p7). The use of this performance cycle will help JKL Industries monitor the success of their staff in reaching their own individual goals, and monitor the status of the planned strategic goals that includes expansions and new branch openings. Before implementing a performance management system it is important that appropriate foundations are laid down to effectively evaluate staff performance objectively (Bedford D Malmi T p.12). This is done firstly through reviewing job duties and responsibilities (Bedford D Malmi T p.12). This will give an accurate job description to benchmark employee performance against and ensure employees are clear of their goals, what is to be achieved and the standard required (Bedford D Malmi T p.12). Job descriptions for similar positions may be researched online for comparisons (Bedford D Malmi T p.12). The performance management system at JKL Industries should be aligned to the budget cycle to further measure to what degree staff are achieving their goals, and to be able to plan for reward or further development opportunities or in some cases recruitment needs (QDET 2010 p.7). The length of the performance management cycle should be 12months for the formal processs including planning and reviewing with review conversations taking place every six months (QDET 2010 p.8). These timelines can be shortened and conducted more regularly during periods of large change that JKL industries will experience in the coming years with the planned business expansions for 2013, 2014 and 2015 to update performance plans as strategic business goals change (QDET pg 8). 2.1 Performance management stages Planning- clarifying expectations, reaching an agreement, negotiating performance goals, setting expectations and planning to develop skills Performing (ongoing support) learning on the job, continuous improvement, providing feedback Reviewing- discussing individual performance and contribution comparing achieved goals against goals agreed upon and whether goals were achieved in a way that further organisational goals Recognition- continuously recognising team members contribution, making staff efforts acknowledged and encouraging further achievements This cycle will operate at different times for each employee. It is recommended that performance cycles start from the anniversary date of employment for each employee to avoid large amounts of appraisals distracting management and HR from their respective duties. 2.2 Roles and Responsibilities At JKL Industries all staff will play an important role within the performance management system. The Managing Director must be thoroughly committed to the performance management system and ensure the workforce is managed in accordance with the policies and procedures of the performance management system. Human Resources are responsible for the development and design of policies and procedures in regards to the performance management system. The Head Human Resources Officer that has been employed to oversee the HR Assistants for each division will be responsible for training the HR Assistants in the new performance management system, ensuring all staff are competent and fully understand the reason why they are doing what they are doing and the outcome desired. The Head Human Resources Officer will be responsible for overseeing the implementation of the PMS and monitoring its success and any changes that will need to occur as well as collaborating relevant documentation. Operations Manager is responsible for guiding and managing the performance of the Service Manager, Rentals Manager and Sales Manager. The Operations Manager with the support of the Head HR Officer develops performance objectives, provides feedback, appraise performance, guide development and ensures the Service Manager, Rentals Manager and Sales Manager are rewarded for good performance (Government of South Australia 2012). Finance Administration Manager develops performance objectives with the guidance of head HR for the Accounts Manager. Accountants Manager with guidance from head HR develops performance objectives for Accountants. HR in the Divisions with guidance of respective Manager (SALES, RENTALS, SERVICE) develop performance objectives for employees ie plan perform review recognise. And support Manager in conducting appraisal interviews and implementing system. Employees are responsible for their performance and their participation in performance management both formal and informal (Government of South Australia 2012). Supervisors are to manage the performance of the team and each individual team member (Bedford D Malmi T p.12) 3. Performance Appraisal Template Performance appraisal interviews help identify any skills gaps and evaluate to what degree employees understand their roles (Jones 2010, p.131). The following performance appraisal template will assist in training and development plans for each individual and encourage two-way communication (Jones 2010, p.131). The performance appraisal template provided allows for linking of job elements and uses aspects of the balanced score cards system. The balanced scored card system help overcome the limitations associated with managing staff performance through financial indicators alone (Kaplan R Norton D 1992). The balanced score card approach looks at assessing staff from four business aspect, finance, customer satisfaction, internal business processes and learning and growth (Kaplan R Norton D 1992). 4.1 Policy Monitoring Staff Performance Interventions to Address Poor Performance and Acknowledge Excellent Performance 4.2 Purpose: The aim of this policy is to ensure management at JKL Industries are continuously monitoring staff performance effectively through reviewing individual goals set for employees against the level of outcome achieved (Personnel Management 2012). 4.3 Scope: This policy is relevant to all HR and management positions conducting employee performance reviews and applies to all employees receiving feedback. This policy does not apply to cases of gross misconduct. This policy does not apply to cases of long periods of absence due to illness (Personnel Management 2012). 4.4 Background: It is a requirement of management to conduct regular reviews to monitor progress of employee performance against previously set standards and goals. Ongoing monitoring will give management the view as to how well employees are progressing and make necessary changes to any issues that prevent employees from achieving their work goals. Unacceptable performance can be addressed at any time during the performance appraisal period and should be dealt with when situation arises, not left to the annual review meeting (Personnel Management 2012). Policy: This policy aims to ensure management can effectively identify poor performance and take the necessary steps to intervene and correct employee performance through identifying skills gaps and providing training and support (University of Brighton 2003). For cases of extreme unsatisfactory performance where disciplinary action or termination is involved please refer to (Policy No. 6 Monitoring Staff Misconduct). This policy also includes steps to address excellent performance however is covered in more detail in policy Staff Excellence policy and procedure. 4.5 Procedure: how to conduct appraisals and manage records Management to conduct monthly meetings to determine whether there has been any change in the responsibility of employees that may hinder performance (QDET 29). Formal performance appraisals to be conducted every 12months from anniversary date of employment Management to notify employee in writing 3 working days before performance appraisal is conducted. (email accepted) Employee to fill out employee satisfaction survey prior to commencing performance appraisal Management conducting performance appraisal to confirm date with appraise 3 working days before performance appraisal Human Resources Assistant to distribute or make readily available all documentation required to conduct performance appraisal After conducting performance appraisal employee and managers are to sign to say meeting has taken place All outcomes of the appraisal are to be approved by Senior Management. This includes proposals for further training, further financial delegation, moving to a different position. These outcomes must be addressed and decided upon in full 14 working days after meeting has taken place. All paper work from appraisal to be finalised 14 working days after meeting has taken place, all management and human resources assistants involved must sign and date relevant paper within this period and present paper work to administration assistant for filing. Administration Assistants are to make copies to distribute to ALL personnel involved in appraisal for secure storage. All documentation handled during the performance management process to be handled in accordance with Documentation Policy and all hard copies scanned and uploaded into the system as stated in the Documentation Policy. All Management to monitor staff performance daily by management by walking around and encouraging staff feedback and submitting reports on staff performance to relevant HR Department monthly Staff excellence in performance to be rewarded accordingly immediately when recognised. For more information please refer to the staff excellence policy and procedure Service Managers to identify any problems or difficulties staff may have encountered in achieving their goals and report these to HR Assistants who record details and document them for Head HR Service Manager to check with staff daily and encourage feedback on any difficulties that are being experienced with regards to achieving their work goals Informal feedback sessions to be conducted with all staff every three months Management are to plan with staff annually from date of employment agreed upon goals that link with JKLs organisational objective and assure that these goals are specific, measureable, achievable, and relevant and have time frames (QDET 2010). Management are to develop team plans annually. Team plans need to consider who is accountable for what and what management has agreed to delivering (QDET 2010). Team plans need to work towards organisational objectives. Team plans need to state what each individual is responsible for achieving and the behaviours expected of them. Individual performance planning takes place after team goals are decided. Management are to conduct regular conversations within their respective divisions with team members these include : Coaching conversations give helpful feedback, listen and ask questions, helps to reinforce the actions and behaviours that are needed to achieve team members performance goals Day-to-day conversations showing genuine interest in employees and their work will help build effective working relationships and create a supportive environment, gives management and employees open two way communication and the opportunity to provide and receive immediate feedback Management are responsible for recording information about staff performance and documenting conversations that take place during the performance cycle. Management must record staff performance against goals/standards previously decided upon to be able to provide feedback during the formal review Human Resources and Management are responsible for conducting the performance review conversation. These conversations are to take place annually from date of commencement of employment. Prior to this previously planned goal have been developed. The performance review conversation meeds to address the following; Measure actual performance against agreed upon goals General day-to-day behaviours and how effective these behaviours have been Things that have helped/hindered team member achieve goals Any change in responsibilities during cycle that would have affected team member performance Recognition- Staff performance is to be recognised accordingly. Staff recognition needs to be directly linked to an achievement. Recognition should be timely and praised/identified at time of achievement. This can be done informally simply by telling staff when they have done a great job and sincerely thanking them. Staff performance can also be recognised in form of career development opportunities when set goals are achieved extremely well, this will be recognised formally in the staff performance appraisal conducted yearly and continuously monitored by relevant line managers. 5. Monitoring Staff Performance Excellence JKL Industries Policy: Performance Excellence Policy No. P05/263 Function Personnel Contact Position Human Resources Authoring Organisational Unit Human Resources Date Approved Revised 30/8/2012 Next Review Date 01/02/2014 5.1 Purpose: JKL Industries is committed to providing a work environment that promotes, recognises and rewards performance excellence. The purpose of these principles is to provide an open and transparent system for rewarding and formally recognising performance excellence. The performance reward and recognition process is directly linked to the JKL Industries Performance Management System and all awards provided under these principles are determined from appraisal outcomes. It is important to recognise and reward people because it: positively support excellence in behaviours and performance builds staff commitment and increases job satisfaction leads to higher retention rates of key staff reduces stress and builds an environment where people are encouraged to explore innovative approaches to their work sends a message to potential staff that staff are valued, and supports a culture of performance excellence 5.2 Scope: These principles apply to all staff employed at JKL Industries continuously for more than 12 months. 5.3 Background: The reward recognises performance that exceeds what would be expected of staff in the normal performance of duties Performance excellence must meet one of the following criteria: an outstanding and exceptional achievement or success; outstanding service to internal or external stakeholders; an outstanding or novel initiative which has been successfully implemented; significant improvements to work procedure or operational systems; or outstanding contribution to enhancing the student experience 5.4 Definitions Nil 5.5 Legislation Fair Work Act 2009 5.6 Policy: JKL Industries aim to make the Reward and Recognition process fair and equitable, transparent and appropriate. The following guidelines outline considerations when applying rewards. Ensure that the level of the reward or recognition is appropriate with the achievement, level of performance or impact on the organisation The reward process should ensure equity in the distribution of awards, be transparent and be based on merit. Where appropriate, there should be evidence based data to support reward or recognition decisions. Ensure the type or form of rewards and recognition provided to staff are valued and meaningful to the particular staff member(s), recognising their preference for the things they find rewarding and how the recognition is given. For example, some individuals enjoy public recognition and others prefer private recognition in person or with a thank you note. Ensure that the reason for the reward and the impact of the behaviour or actions has been clearly communicated, firstly to the individual or team, and then to a wider audience (where appropriate) Rewards are not allocated to avoid promotion and reclassification processes; however rewards can be included as support in the promotions process. 5.7 Procedure The supervisor and HR manager will evaluate the evidence in the documentation from appraisal feedback, to determine which employee they would recommend receive rewards. Costs associated with these rewards are to be met from the cost centre budget and should be funded from productivity gains, either by way of increased income generation or cost savings. The employee must be provided opportunity to respond and provide feedback to any performance recognition reward recommendation including an opportunity to decline performance recognition or to request recognition of the greater team. 5.8 Types of Rewards Unofficial rewards: spontaneous, timely, sincere and personal appreciation of an individual, team or group. Unofficial rewards may include: Praise or thank you, either privately or publicly. Writing a short note or thank you card or email. Acknowledgement at staff meetings or other appropriate functions. A Certificate and/or letter of appreciation with a copy placed on the staff members file Providing small appreciation rewards (e.g. movie tickets, morning teas, area sponsored luncheons, vouchers, plaques). Setting up a notice board to display thank you memos, photos, progress towards goals, etc. Implementation of a staff idea or proposal. Arranging a personalised gift to celebrate a milestone or service anniversary. Providing flexible working arrangements (where appropriate). Developmental Opportunities through Job Responsibilities Developmental opportunities (e.g. given priority to attend higher level meetings attendance at external conferences). Selected to represent area at a meeting or attend as an observer. Provision of more autonomy in their job. Additional responsibilities in a job or role. Opportunities for the staff member to provide comment on specific issues, policies etc. Providing greater access to information and increased opportunities for input and advice. Mentoring and work shadowing opportunities. Invitation to co-ordinate and chair meeting. Provide increased flexibility in working arrangements e.g. working from home. Opportunities to take on additional responsibilities that are more personally rewarding. An opportunity to be involved in a major presentation. Provide special project/assignment work. Smaller Monetary Rewards Where budgetary conditions allow: Small gifts (e.g. movie tickets, gift voucher, bottle of wine, flowers, certificates, plaques). Occasionally allow all staff to leave an hour early in recognition of their efforts. Pay professional membership. Official Rewards Employees achievements consistently exceed the expectations of performance and reasonable expectation the level of the performance will continue. Salary Increment One off bonus payment according to budgetary conditions Promotion to a higher position within the organisation Responsibility Loading Where a staff member, as a reward for performance, undertakes or is appointed to a position or role that carries additional responsibilities. Extraordinary Reward and Recognition When the need for a reward falls outside of the guidelines above and the available formal mechanisms, an Extraordinary Reward can be applied. 5.9 Tips and Traps The employee must be provided opportunity to respond and provide feedback to any performance recognition reward recommendation including an opportunity to decline performance recognition or to request recognition of the greater team. 6. Monitoring Staff Misconduct JKL Industries Policy on: Managing Misconduct, Managing Unsatisfactory Performance and/or Workplace Behaviour Policy No. P06/260 Function Personnel Contact Position Human Resources Authoring Organisational Unit Human Resources Date Approved Revised 30/8/2012 Next Review Date 01/02/2014 6.1 Purpose: This policy must be read in full before proceeding to address misconduct or serious misconduct. Supervisors must discuss any allegations of misconduct or serious misconduct with an officer from Human Resources and their own supervisor. This policy is intended to assist supervisors when handling misconduct in the workplace and to provide guidance in taking appropriate action, and provide employees with a clear understanding of the processes for dealing with allegations of misconduct or serious misconduct Employees must be afforded procedural fairness throughout the implementation of this policy. Normal standards of respect, civility and confidentiality must be maintained throughout the process. Nothing in this policy precludes the University from terminating the employment of an employee without notice for serious or wilful misconduct. Depending on the nature of the misconduct, it may also be appropriate to refer to the Universitys policy on Anti-Fraud and Corruption. Conduct that is serious misconduct includes but is not limited to theft, fraud, assault, being intoxicated a serious breach of JKL Industries Code of Conduct, statutes or policies repeated acts of misconduct for which the employee has been counselled serious bullying or harassment (including sexual harassment) disobeying a lawful and reasonable instruction given by a supervisor abusing or threatening an employee or anyone within the workplace malicious damage to JKL Industries property or reputation repeatedly refusing to carry out a lawful or reasonable instruction that is consistent with the employees contract of employment Employees who are unsure about any aspect of this policy should seek further advice from HR. Confidentiality: the confidentiality of all parties involved in the management of misconduct and serious misconduct processed must be respected and all information gathered is confidential. 6.2 Scope: These procedures do not replace the normal responsibility of a supervisor to discuss work or conduct issues with staff members, to ensure that staff members have a clear understanding of the work and conduct expected of them and to provide appropriate feedback on their performance. The emphasis should always be on early intervention and informal resolution of a problem, as opposed to a more formal intervention at a later time. In any event, unless the matter is of a serious nature, the formal disciplinary process outlined below should only be commenced when it becomes clear to the supervisor that a work performance or conduct problem has not been corrected through relatively informal discussion between the supervisor and staff member. Nothing in these procedures prevents JKL Industries from terminating the employment of a staff member for unsatisfactory performance. 6.3 Background: The managing of unsatisfactory performance requires the principles of natural justice and procedural fairness to underpin all actions undertaken by supervisors. Staff from the Human Resources Section can advise on this. The principles of natural justice are: All parties will have the right to be heard and judged without bias All issues are investigated thoroughly and justly The principles of procedural fairness are: The standards of conduct or job performance required will be made clear to the staff member by documentation or during interviews The staff member will be made aware of the likely next steps in the event that satisfactory performance or conduct is or is not maintained The staff member will be afforded the right to be accompanied and represented by an employee representative at discussions or interviews at any level of the discipline process When a complaint about performance or conduct is brought to the supervisors attention by a third party, the substance of the complaint will be verified before any action is taken on the matter 6.4 Definitions Disciplinary ActionÂÂ  is the action or actions taken as a result of an allegation meeting the required standard of proof, for which a penalty is considered appropriate. Penalties may include: Formal reprimand, warning or counselling Suspend the employee for a period with or without pay Demotion to a lower position or transfer to another position Termination of employment Disciplinary ProcessÂÂ  is the process undertaken by JKL Industries management to investigate and manage allegations of unacceptable conduct or workplace behaviour. EmployeeÂÂ  means a person employed by the JKL Industries who has an ongoing or fixed term contract under the terms of a General Staff Agreements (as amended or replaced from time to time) Employee RepresentativeÂÂ  is a person nominated by an employee to provide support and/or to make representations to JKL Industries on their behalf, and who is not currently a practising solicitor or barrister. Employee Assistance Program

Dave Barry’s Where Did My Little Girl Go: Puberty in Girls

Have you noticed the rapid physical changes they're going through? If so, you are not alone. Countless parents are experiencing this, and so is Dave Barry. He recently explained this topic In his editorial, â€Å"Where Did My Little Girl Go? ‘ and for me, I completely understand his point of view. It seems as though the duration of puberty for girls Is Instantaneous. As young girl develops, many changes go on that seems to happen all at once. First, the monthly surprise that is a huge surprise for mostly male parents.Parents begin to acknowledge the fact that their child Is no longer a child. Barry even refers to this as the â€Å"hormone bomb† Secondly, young girls begin to develop physical changes. Girls become full-figured, and begin to grab the attention of young men. That Is where parents, mainly protective fathers, start to worry. Barras novel Is titled You Can Date Boys When You're Forty, which most parents force their daughters to do, but It never really happens . Finally, the main point to this argument is that boys develop ritually slower than girls.This is how parents are more resistant to letting go of girls, especially when thinking of how many bad things there are in the world. And for parents, those bad things are boys. Barry even talked on the subject about his disagreements with his wife in letting boys in the house. As you can see, Parry's point is valid for many reasons more than one. It is a true fact that girls experience rapid physical changes faster than boys even experience chest hair. The duration of puberty for girls is instantaneous.

Is Stuff Is Not Salvation, By Anna Quindlen - 922 Words

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International Capital Flow Directly Depends On A Country...

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The Epic Of The Odyssey Essay - 942 Words

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These tales of heroic men not only entertain, but they teach people about morals and values that most epic heroes exemplify, such as intelligence and bravery. To be an epic hero, characters are usually highly born, favored by the gods, perform great deeds, and have flaws. These tales are told in heightened style and occur in grand settings. Odysseus, the King of Ithaca, meets these traits and is considered a primeRead MoreThe Odyssey And The Epic Of Gilgamesh Essay1193 Words   |  5 PagesWhen it comes to the realm of epic poetry, and hero-like characters in literature, the two works The Odyssey and the Epic of Gilgamesh can be compared and contrasted in different ways. The Odyssey and the Epic of Gilgamesh can be compared as expressions of searches for the meaning of life through knowledge. The two stories are somewhat mirrors in this manner. Throughout each story, the characters Odysseus and Gilgamesh show growth and change. The Odyssey can be summed up by stating how the greatRead MoreThe Epic Of Gilgamesh And The Odyssey Essay790 Words   |  4 Pagesadventures taken by characters as a tool to exhibit the alteration of the character’s nature. Examples of such can be found in The Epic of Gilgamesh and The Odyssey. The journeys undertaken in The Epic of Gilgamesh and The Odyssey were transformative experiences for the characters in each and provided valuable cultural insights to the audience. At the start of The Epic of Gilgamesh, Gilgamesh is the arrogant ruler of the city Uruk. He is obsessed with immortality, which can be seen in the descriptionRead MoreThe Odyssey An Epic Poem1418 Words   |  6 PagesThe Odyssey an epic poem that has stood the test of time as history is made. Homer made a story as raptured almost everyone who reads it. Even the most trivial characters seem to serve some important role later in the epic poem. Yet it seems that the meaning of this great piece of fiction changes with the changing desires of society. Yet one thing that Homer puts in every corner of the book stays the same with the test of time. The misfortune that hangs like the sword of Damocles over each characters’Read MoreThe Epic Of Gilgamesh And The Odyssey1487 Words   |  6 Pagessecrets and mysterious unknowns. It is because water can mean so many different things that it used so much to symbolize important things in literary pieces. In both the Epic of Gilgamesh and the Odyssey, water is used as a symbol that represents complex ideas, and it plays a significant role throughout both literary pieces. In the Epic of Gilgamesh, water is mainly used to symbolize life and death as well as rebirth or baptism. In several of Gilgamesh’s dreams water is used as a symbol that representsRead MoreThe Epic Of Gilgamesh And The Odyssey1765 Words   |  8 Pagesand how their values have been passed down and evolved over time. The Epic of Gilgamesh and The Odyssey are both considerable representations of not only their unique cultures that set the very foundation of both civilization and storytelling, but also for their similar and different aspects of what they considered to be a hero. The most familiar structure to mythological stories such as the Epic of Gilgamesh and The Odyssey is that of a â€Å"tragic plot†. A tragic plot is a perfect plot that is connectedRead MoreThe Epic Poem The Odyssey 1459 Words   |  6 PagesHospitality has been around and important to cultures for almost forever. In the epic poem The Odyssey by Homer, there are many themes, but the theme of hospitality reoccurs throughout the entire epic. This epic takes place in Ancient Greece after the Trojan War. The main character, Odysseus, is on a journey back home to Ithaca after being away for ten years. Along the way, he must make stops and stays in the homes of the different people during his journey. The individuals that are hosting the stranger

Nutrition cycle Free Essays

This paper gives the summary of the Nutrition cycle in the atmosphere. The Carbon cycle, Nitrogen cycle, Phosphorous cycle, Sulfur cycle and Hydrologic cycle are all discussed. The paper also mentions how the human activity has affected these cycles. We will write a custom essay sample on Nutrition cycle or any similar topic only for you Order Now Carbon cycle The Carbon Cycle is the circulation of carbon, fats, proteins, DNA and many other organic compounds that is required for life in the biosphere. It makes up for 0.038% of the volume of troposphere and is also present in water. The carbon dioxide present in the atmosphere is balanced by the generating, removing (terrestrial and aquatic producers) and cooling in the cycle. Any small changes in this cycle will affect the climate and life forms on the earth (Chapter3 55). Photosynthesis converts Carbon Dioxide into glucose. Aerobic respiration then breaks glucose and organic compounds and reconverts it to Carbon Dioxide and is released into the atmosphere. Recycling of Carbon takes place in the form of decomposition of dead plant matter to give fossil fuels such as coal and oil. These fossil fuels are non renewable energy (Chapter3 55). There are two main ways by which humans are affected, they are as follows – Firstly, humans clear trees and plants that help in photosynthesis and absorbs Carbon Dioxide. Secondly, Carbon Dioxide is added back to the atmosphere by burning wood and fossil fuels. The addition of Carbon Dioxide and other gases enhances the Earth’s natural green house effect. All this leads to global warming which affects the food produced and wildlife, temperature, precipitation and increases sea levels (Chapter3 55). Nitrogen cycle Nitrogen is available in large quantities in the atmosphere but cannot be directly used or absorbed by mutlicellular plants and animals. Nitrogen gas makes up for 78% of the volume of the troposphere   Ã‚  Atmospheric discharges like lighting, bacteria in aquatic systems in soil and the roots of plants convert the Nitrogen available into Nutrients that can be absorbed by plants or animals. This process is known as the Nitrogen Cycle (Chapter3 55). The process consists of Nitrification which converts nitrite ions to nitrate ions. Then Ammonification occurs wherein bacteria convert the detritus into simple nitrogen containing compounds such as Ammonia and water soluble salts (Ammonium ions). Denitrification then converts the Ammonia and Ammonium ions back into nitrite and nitrate ions and then further into Nitrogen gas and Nitrous gas, which is released into the atmosphere (Chapter3 55, 56). There are many ways by which humans are affected; some of them are as follows – First, Acid rain consisting of Nitrogen Dioxide and Nitric Acid causes damages in the form of acid depositions. Second, livestock and inorganic fertilizers release Nitrous Oxide into the atmosphere. This affects the ozone layer. Third, Nitrates contaminate groundwater making it harmful to drink. Fourth, Destruction of forests, wetlands and grasslands release Nitrogen compounds into the troposphere. Fifth, aquatic ecosystems is disturbed when too much nitrates is released. Sixth, Harvesting of Nitrogen rich crops, irrigation and then burning or clearing of topsoil before replanting crops removes Nitrogen in the topsoil (Chapter3 56). Phosphorous cycle Phosphorus circulation occurs through the water, earth’s crust and then the living organisms. The Phosphorus cycle is slower and flows from land to the oceans. It is found as Phosphate salts such as Phosphate ions present in terrestrial rock formations and sediments at the bottom of the ocean. Water flows erodes these inorganic compounds and transfers it to the oceans where deposition occurs. This sedimentation limits the growth of plants as it is only slightly soluble but very harmful (Chapter3 57, 58). There are three main ways by which humans are affected, they are as follows – Firstly, Phosphate rock mining is done to make inorganic fertilizers and detergents. Secondly, deforestation of tropical forests causes reduction of phosphate in tropical soils. Thirdly, aquatic life is disturbed due to Phosphates in animal wastes, fertilizers and sewage (Chapter3 58, 59). Sulfur cycle Sulfur circulation occurs through the biosphere. Sulfur is stored underground in rocks and minerals; these also include sulfate salts that are buried in ocean sediments. Sulfur enters the atmosphere as Hydrogen Sulfides, Sulfur dioxides, Sufides and Sulfate salts. Acid deposition occurs due to the conversion of Sulfur Dioxide to Sulfur trioxide and then to Sulfuric acid, which along with air pollution harms tress and aquatic life (Chapter3 59). There are three main ways by which humans are affected, they are as follows – Firstly, burning of coal and oil to produce electric power adds Sulfur into the atmosphere. Secondly, Refining of Sulfur containing petroleum is done to give gasoline, heating oil and many other products. Thirdly, metallic mineral ores containing Sulfur are converted into free metals like copper, lead and zinc, this process releases huge amount of Sulfur dioxide into the atmosphere (Chapter3 59). Hydrologic cycle The solar energy causes evaporation of water vapour on the earth’s surface into the atmosphere. Fresh water then returns to the earth’s surface as precipitation which gets locked in glaciers, some water gets stored in the ground as aquifers and the rest becomes surface runoff, which means water flows into lakes and streams, eventually flowing into the oceans. This process of evaporation, precipitation and percolation is a continuous cycle and is called the Water or Hydrologic cycle. This is therefore a global cycle that that collects, purifies, distributes and recycles the earth’s water supply (Chapter3 53, 54). There are three main ways by which humans are affected, they are as follows – Firstly, fresh water is obtained from streams, lakes and underground water. Secondly, land vegetation is cleared to build roads and construction buildings, for mining and for agricultural purposes. This process destroys wetlands and causes soil erosion, landslides and flooding. Thirdly, various nutrients in the form of fertilizers (phosphates and nitrates) and other pollutants are added to water causing imbalance in the ecological process that involves the purification of water (Chapter3 54, 55). Works Cited Chapter 3. Ecosystems: What are they and how do they work? Environmental Science Now. http://biology.brookscole.com/miller11 How to cite Nutrition cycle, Essay examples

One Man Control free essay sample

What is Meant By One Man Control? One man control or one man business (also called sole proprietorship) is the simplest form of business organization. The description ‘One man business’ or ‘one man control’ is sometimes con as misleading one, as there may be more than one persons working as employees in the business. The essential condition of one man control or one man business is that it i. e. a business owned by one person, managed and operated for one’s own profit. Statute of One Ban BusinessThe one man business’ was the earliest to be developed. It is even today, the most common and numerically the largest form of business ownership in the developed and underdeveloped countries of the world. It represents about more than 74% of all the business firms. However the share of sole proprietorship in the national income is small of all the business activities. That is why it Is said of sole traders that they are an awful lot of them but they do not do very much. We will write a custom essay sample on One Man Control or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page † Is One Man Control Best in The World?With the advent of Industrial Revolution, introduction of machinery, division of labour, specialization, expansion in the scale of production, greater business risks, diversification of managerial tasks, large capital requirement, etc. , etc. the one man control Is no more the rule of the world. The reason is that ‘one man’ Is not big enough to manage everything. The basic functions of business i, e. , buying, selling, advertising, accounting, insurance, credit, personal management etc cannot be successfully performed by one man.He cannot be expert in all these areas. In addition to this, one man can provide a limited amount of capital for establish and operating a business. His risk bearing capacity is ‘also limited. In the present age of competition and technological advancement, the single proprietor has to seek the aid of other persons, managers, secretaries, advisers, consultants etc. He now is one man among many, though perhaps he is the most important one. The one man control is the best in the world It that one man is big enough to manage everything does not seem to be feasible. The sole trading business is confined now to small scale sector. Suitability of sole proprietorship The sole proprietorship from of organization is existing and competing quite successfully with other forms of organizations like partnership, Joint Stock Company. There are many reasons for it. Sole proprietorship is the most ancient form of business enterprise. If has a weight of tradition behind it. Moreover it is good to experiment with it. The circumstances favorable to sole proprietorship form of organization are: a) Where Market Is Local When the market for a good or service is local, the scale of business opera will be small. The amount of capital required will also be less. Under such circumstances, the sole proprietorship is considered the most suitable from of organization. For example most of the retail trading is controlled by the sole traders. (b) When Personal Contract With Customers is Required There are certain businesses where goods or services are provided according to the individual tastes or liking of the customers.For example in the beauty parlours, the tailoring shops, cafeterias etc the sole proprietor has a direct link with his customers. He provides the goods and caters to the individual tastes of the customers. So in al these and other similar businesses, sole proprietorship is the most popular and suitable form. (c) Where One Likes, Being His Own Boss There are many owners who cannot work w other persons or under some one else. They want to work hard and succeed in business.Being one own boss and keeping all the profits with himself has a special attraction to run the business individually. (d) Where Promptness is Required in Decision Making There are businesses where immediate decisions is required as warranted by the situation. The businessman has no time to consult others. Far example, the prices of the shares change every rapidly in the stack exchange market. The businessman has to take prompt decisions. In such businesses where demand and prices of goods change quickly, sole proprietorship form of business is most suitable