Joint Operation Planning Process Tourism Essay

Joint Operation Planning Process Tourism Essay The Joint Operation Planning Process, or JOPP, supports planning at all levels and for missions across the full range of military operations. This planning process applies to both contingency planning and CAP. The JOPP is an orderly, analytical planning process that consists of a set of logical steps to analyze a mission, develop, analyze, and compare alternative COAs, or courses of action, select the best COA, and produce a plan or order. Step 1: Initiation. The Joint Operation Planning Process or JOPP begins when the President, SecDef, or CJCS recognizes a potential for military capability to be employed in response to a potential or actual crisis and initiates planning by deciding to develop military options. The GEF, JSCP, , and related strategic guidance statements serve as the primary guidance to begin contingency planning. Military options normally are developed in combination with other nonmilitary options so that the President can respond with all the appropriate instruments of national power. Often in CAP, the JFC and staff will perform an assessment of the initiating directive to determine time available until mission execution, the current status of intelligence products and staff estimates, and other factors relevant to the specific planning situation. Step 2: Mission Analysis. The primary purpose of mission analysis is to understand the problem and purpose of the operation and issue appropriate guidance to drive the rest of the planning process. A primary consideration for a supported commander during mission analysis is the national strategic end state -the broadly expressed political, military, economic, social, informational, and other conditions that should exist after the conclusion of a campaign or operation. The primary inputs to mission analysis are the higher headquarters planning directive, other strategic guidance, the Joint Intelligence Preparation of the Operational Environment or JIPOE, and initial staff estimates. The primary products of mission analysis are a restated mission statement and the JFCs initial intent statement, the Commanders Critical Information Requirements or CCIRs, and planning guidance. The figure below describes the key inputs and resulting outputs of mission analysis. Step 3: Course of Action (COA) Development. A COA consists of the following information: what type of military action will occur; why the action is required (purpose); who will take the action; when the action will begin; where the action will occur; and how the action will occur (method of employment of forces). A valid COA will have the characteristics outlined in the figure below. Once a valid COA is developed, the staff converts the approved COA into a CONOPS. COA determination will consist of four primary activities: COA development, analysis and wargaming, comparison, and approval. Step 4: COA Analysis and Wargaming. The commander and staff analyze each tentative COA separately according to the commanders guidance. COA analysis identifies advantages and disadvantages of each proposed friendly COA. Wargaming provides a means for the commander and participants to analyze a tentative COA, improve their understanding of the operational environment, and obtain insights that otherwise might not have occurred. Based upon time available, the commander should wargame each tentative COA against the most probable and the most dangerous adversary COAs. Step 5: COA Comparison. An objective process whereby COAs are considered independently of each other and evaluated against a set of criteria that are established by the staff and commander. The goal is to identify the strengths and weaknesses of COAs so that a COA with the highest probability of success can be selected or developed. The commander and staff develop and evaluate a list of important criteria, or governing factors, consider each COAs advantages and disadvantages, identify actions to overcome disadvantages, make final tests for feasibility and acceptability and weigh the relative merits of each. Step 6: COA Approval. The staff determines the best COA to recommend to the commander. The staff briefs the commander on the COA comparison and the analysis and wargaming results, including a review of important supporting information. This briefing often takes the form of a commanders estimate. This information could include such factors as, the current status of the joint force; the current JIPOE; and assumptions used in COA development. The commander selects a COA or forms an alternate COA based upon the staff recommendations. The nature of a potential contingency could make it difficult to determine a specific end state until the crisis actually occurs. In these cases, the JFC may choose to present two or more valid COAs for approval by higher authority. A single COA can then be approved when the crisis occurs and specific circumstances become clear. Step 7: Plan or Order Development. The commander and staff, in collaboration with subordinate and supporting components and organizations, expand the approved COA into a detailed joint operation plan or OPORD by first developing an executable CONOPS, which clearly and concisely expresses what the JFC intends to accomplish and how it will be done using available resources. It describes how the actions of the joint force components and supporting organizations will be integrated, synchronized, and phased to accomplish the mission, including potential branches and sequels. Contingency planning will result in operation plan development, while CAP typically will lead directly to OPORD development. Voice: Planning initiation begins when the President, SecDef, or CJCS recognizes a potential for military capability to be employed in response to a potential or actual crisis. The primary purpose of the next step, mission analysis, is to understand the problem and purpose of the operation and issue appropriate guidance to drive the rest of the planning process. Next, planners must develop a COA to accomplish the mission. During course of action analysis and wargaming, the commander and staff analyze each COA separately according to the commanders guidance. COA analysis identifies advantages and disadvantages of each proposed friendly COA. Wargaming provides a means for the commander and participants to analyze the COA and improve understanding of the operational environment. During COA comparison, COAs are considered independently of each other and evaluated against a set of criteria, which are established by the staff and commander. The goal is to identify the strengths and weaknes ses of COAs to select the COA with the highest probability of success. Next, the staff determines the best COA to recommend to the commander, which is normally presented in the form of a briefing for approval or further guidance. Finally, the commander and staff, in collaboration with subordinate and supporting components and organizations, expand the approved COA into a detailed joint operation plan or OPORD by first developing an executable concept of operations, or CONOPS. The CONOPS clearly and concisely expresses what the JFC intends to accomplish and how it will be done using available resources. Most often contingency planning will result in operation plan development, while CAP typically will lead directly to the development of an OPORD. Title: Contingency Planning A graphic is shown, which represents the four levels of planning detail: 1) Commanders Estimate 2) Base Plan 3) CONPLAN 4) OPLAN. The following text is shown on the right of the screen in support of the narration: Initiated by publication of the Guidance for Employment of the Force (GEF) and the Joint Strategic Capabilities Plan (JSCP) Conducted during peacetime Develops plans for a broad range of contingencies Compliments and supports other Department of Defense (DOD) planning cycles Facilitates the transition to crisis action planning (CAP) Voice: Contingency planning usually begins with the publication of a new GEF and JSCP. It is a peacetime process that develops plans for a broad range of contingencies with apportioned resources. Its performed in a continuous cycle that complements and supports other DOD planning cycles and facilitates the transition to crisis action planning, or CAP. Contingency planning is accomplished through four planning levels based on JOPES policies and guidance. Title: Contingency Planning Levels Action: On the left side of the screen is a graphic representing the the four levels of planning detail: 1) Commanders Estimate 2) Base Plan 3) CONPLAN 4) OPLAN. The following text is included as pop-up boxes to the matching components of the graphic: Level 1 Planning Detail Commanders Estimate: Focuses on producing a developed Course of Action (COA) Provides the SecDef with military COAs to meet a potential contingency Reflects the supported commanders analysis of the various COAs potential contingency Level 2 Planning Detail Base Plan: Describes the CONOPS, major forces, concepts of support, and anticipated timelines for completing the mission Normally does not include annexes or a TPFDD Level 3 Planning Detail CONPLAN: CONPLAN is an operation plan in an abbreviated format Requires expansion and alteration to convert into OPLAN or OPORD Includes a base plan with annexes, as required by the JFC and a supported commanders estimate of the plans feasibility Produces a TPFDD, if applicable Level 4 Planning Detail OPLAN: OPLAN is a complete and detailed joint plan with a full description of the CONOPS, all annexes applicable to the plan, and a TPFDD Identifies the specific forces, functional support, and resources required to execute the plan Can be quickly developed into an OPORD Voice: Contingency planning encompasses four levels of planning detail with an associated planning product for each level. Level 1 planning detail is the commanders estimate, which focuses on producing a developed COA. These military COAs enable the SecDef to meet a potential contingency. The objective of Level 2 planning detail is a base plan which describes the CONOPS, major forces, concepts of support, and the necessary timelines to complete the envisioned mission. This level normally does not include a detailed transportation feasible flow of resources into the theater. In Level 3 planning detail, the concept plan or CONPLAN is formulated, which is an operations plan in an abbreviated format. It includes annexes as required by the JFC and the supported commanders estimate of the plans overall feasibility. The CONPLAN may have an associated time-phased force and deployment data, or TPFDD, if applicable. Finally, the objective of Level 4 planning detail is a fully-developed operati on plan, or OPLAN, containing a complete and detailed joint plan with a full description of the CONOPS, all annexes required for the plan, and a TPFDD. The OPLAN identifies the specific forces, functional support, and resources required to execute the plan. The OPLAN can be quickly developed into an OPORD. Action: The following text is shown to the right of the planning level detail graphic: An OPLAN is normally prepared when: The contingency is critical to national security and requires detailed prior planning. The magnitude or timing of the contingency requires detailed planning. Detailed planning is required to support multinational planning. The feasibility of the plans CONOPS cannot be determined without detailed planning. Detailed planning is necessary to determine force deployment, employment, and sustainment requirements, determine available resources to fill identified requirements, and validate shortfalls. Voice: Furthermore, an OPLAN is normally prepared under the following circumstances: if the contingency is critical to national security and requires detailed planning; the magnitude or timing of the contingency necessitates the planning; detailed planning is required for a multinational planning effort; the feasibility of the CONOPS demands detailed planning; or if a detailed effort is necessary to determine the levels of force deployment and sustainment. Title: Crisis Action Planning Action: A series of pictures representing Crisis Action Planning is presented on screen. The following text replaces the pictures when mentioned in the narration: Contingency Planning Planning activities that occur in non-crisis situations; relies heavily on assumptions and projections Crisis Action Planning Based on facts and actual planning as a crisis unfolds Action: The series of pictures is brought back with additional images added to it and is now used as a background. Voice: Because its difficult to predict where and when a crisis will occur, planners must be able to rapidly respond to problems as they arise. Unlike contingency planning, which prepares plans in anticipation of future events, crisis action planning allows planners to respond to situations based on circumstances that exist at the time of planning. Crisis action planning procedures parallel contingency planning, but are more flexible and responsive to changing events. In time-sensitive situations, the JPEC follows formally established CAP procedures to adjust and implement previously prepared contingency plans by converting them into OPORDs or to fully develop and execute OPORDs where no useful contingency plan exists. Title: Crisis Action Planning Activities Action: In the background is a graphic representing the activities associated with crisis action planning. When mentioned in the narration, the corresponding parts are highlighted. The graphic shows a graphic labeled Event, directly under a box labeled Situational Awareness. Boxes continue in two rows, showing a linear sequence connected by arrows in a zigzag pattern. An arrow labeled OPREP-3 PCA points from Situational Awareness to Decision. An arrow covered by a document labeled Warning Order points to COA Development. An arrow labeled Commanders Estimate points from COA Development to COA Selection. An arrow covered by a document labeled Planning or Alert Order points from COA Selection to Detailed Planning. An arrow labeled Operations Order points from Detailed Planning to Plan Approval. An arrow covered by a document labeled Execute Order points from Plan Approval to Execution. Graphic bands at the top divide the graphic into three portions. Situational Awareness stretches across the entire screen, lasting throughout the process. Planning covers COA Development, COA Selection, Detailed Planning, Plan Approval, and Execution and the intermediary products. Two arrows across the bottom, labeled Prepare to Deploy Order and Deployment Order, extend across the same region as the Planning band. A band labeled Execution extends from near the end of Plan Approval through the Execution activity. Voice: CAP activities are similar to contingency planning activities; however, CAP is based on dynamic, real-world conditions rather than assumptions. CAP procedures provide for the rapid and effective exchange of information and analysis, the timely preparation of military COAs for consideration by the President or SecDef, and the prompt transmission of their decisions to the JPEC. The exact flow of the procedures is largely determined by the time available to complete the planning and by the significance of the crisis. The following steps summarize the activities and interaction that occur during CAP. When the President, SecDef, or CJCS decide to develop military options, the CJCS issues a planning directive to the JPEC initiating the development of COAs. Next, a WARNORD is issued that describes the situation, establishes command relationships, and identifies the mission and any planning constraints. In response to the WARNORD, the supported commander, in collaboration with subordinate and supporting commanders and the rest of the JPEC, reviews existing joint OPLANs for applicability and develops, analyzes, and compares COAs. Next, the feasibility that existing OPLANs can be modified to fit the specific situation is determined. The CJCS then reviews and evaluates the supported commanders estimate and recommends a COA selection. On receiving the decision of the President or SecDef, the CJCS issues an Alert Order to the JPEC to announce the decision. The supported commander then develops the OPORD and supporting TPFDD using the approved COA. The supported commander then submits the completed OPORD for approval to the SecDef or President via the CJCS. Finally, in CAP, plan development continues after the President or SecDef decides to execute the OPORD or to return to the pre-crisis situation. Title: Campaign Planning Action: The following bullet point list and quote from Joint Publication 5-0 are shown on screen, along with a picture representing campaign planning, in support of the narration: May begin during contingency planning and continue through CAP Primary way combatant commanders achieve unity of effort and guide planning of joint operations Operationalize combatant commander theater and functional strategies and integrate steady-state-activities, including current operations and security cooperation activities Require the broadest strategic concepts of operation and sustainment for achieving multinational, national, and theater-strategic objectives A campaign plan describes how a series of joint major operations are arranged in time, space, and purpose to achieve strategic and operational objectives. Joint Pub 5-0 Voice: It is important to note how campaign planning relates to the two categories of joint operation planning. Joint operation planning and planning for a campaign are not separate planning types or processes. Campaign planning may begin during contingency planning and continue through CAP, thus unifying the entire process. A campaign plan describes how a series of joint major operations are arranged in time, space, and purpose to achieve strategic and operational objectives. Campaign planning is a primary means by which combatant commanders arrange for strategic unity of effort and through which they guide the planning of joint operations within their theater. Campaign plans operationalize combatant commander theater and functional strategies and integrate steady-state-activities, including current operations as well as security cooperation activities. They require the broadest strategic concepts of operation and sustainment for achieving multinational, national, and theater-strategic objectives. Title: Types of Campaigns Action: Background image shows combatant command AOR map of the world. The following text is shown to support of the narration: Global Campaign-Encompasses strategic objectives on multiple AORs. More than one supported GCC possible and competing requirements for transportation, ISR assets, and specialized units and equipment. The Global War on Terrorism is an example of a global campaign. Theater Campaign-Focuses on activities of a supported combatant commander. Accomplishes strategic or operational objectives within a theater of war or theater of operations. Operations DESERT SHIELD and DESERT STORM comprised a theater campaign in the 1990-91 Persian Gulf Conflict. Subordinate Campaign-Describes the actions of a subordinate JFC, which accomplish (or contribute to the accomplishment of) strategic or operational objectives in support of a global or theater campaign. Subordinate JFCs develop subordinate campaign plans Voice: There are three general types of campaigns, which differ generally in scope. A global campaign is one that requires the accomplishment of strategic objectives in joint operations in multiple areas of responsibility ,or AORs. In this case, there could be more than one supported geographic combatant commander, or GCC. Planners must be aware of competing requirements for potentially scarce strategic resources, such as transportation and ISR assets, as well as specialized and unique units and equipment, such as special operations and tankers. Global campaigns will often establish the strategic and operational framework within which theater and subordinate campaigns are developed. The Global War on Terrorism is an example of a campaign that spans all AORs. A theater campaign encompasses the activities of a supported combatant commander. It accomplishes strategic or operational objectives within a theater of war or theater of operations, primarily within the supported commanders AOR. An OPLAN for a theater campaign is the operational extension of a commanders theater strategy, and translates theater strategic concepts into unified action. Adjacent combatant commanders may conduct supporting operations, within the AOR of the supported commander or within their own AORs, under the overall direction of the supported commander. Operations DESERT SHIELD and DESERT STORM comprised a theater campaign in the 1990-91 Persian Gulf Conflict. A subordinate campaign describes the actions of a subordinate JFC, which accomplish, or contribute to the accomplishment of, strategic or operational objectives in support of a global or theater campaign. Subordinate JFCs develop subordinate campaign plans, if their assigned missions require military operations of substantial size, complexity, and duration and cannot be accomplished within the framework of a single major joint operation. Subordinate campaign plans should be consistent with the strategic and operational guidance and direction developed by the supported JFC. Title: Campaign Plan Design Action: A collage of images representing Campaign Planning are shown on screen. The following text is shown in support of the narration: Mostly art, not science-no best way to develop campaign plans Requires thinking creatively to make best use of resources to achieve objectives Involves Operational Art-the employment of military forces to attain strategic and/or operational objectives through the design, organization, integration, and conduct of strategies, campaigns, major operations, and battles Voice: Campaign planning is relatively unstructured compared to contingency and crisis action planning. Campaign planning is mostly an art, not a science; there is no set recipe or best way to develop a campaign plan. It requires a thorough knowledge of enemy and friendly capabilities, forces, and tactics, as well as out-of-the-box thinking and creativity in order to make the best use of resources to achieve the desired objectives. Because campaign planning is mostly art, it is inextricably linked with operational art, most notably in the design of the operational concept for the campaign. Operational art refers to the employment of military forces to attain strategic and/or operational objectives through the design, organization, integration, and conduct of strategies, campaigns, major operations, and battles. This is primarily an intellectual exercise based on experience and judgment. Action: A diagram is show to represent the three key elements of operational design in the following narration. The diagram shows: understand the strategic guidance, bracketing the first and second levels of the diagram, which are national strategic objectives with conditions (effects) branched underneath; next level is identify critical factors which brackets level three in the diagram, centers of gravity; finally, develop an operational concept is the last section bracketing actions under the centers of gravity boxes. Voice: There are three key elements of operational design. First, planners must understand the strategic guidance from the civilian leadership. This involves determining what the desired end state is and what has to be accomplished militarily to get there. Once planners understand what military conditions must exist to achieve strategic objectives, they must determine how to effect those conditions. The key to this is identifying the adversarys critical factors-their strengths and points of vulnerability, called Centers of Gravity (COGs). Finally, the planner must develop an operational concept, which describes the sequence of actions and the application of forces and capabilities necessary to neutralize or destroy the enemys COGs. Title: Joint Air Estimate Action: On the right of the screen, operational airpower images are shown. The following text and footer are shown on the left of the screen in support of the narration: Culminates with the production of the Joint Air and Space Operations Plan (JAOP) May be employed to support deliberate and crisis action planning The Joint Air and Space Operations Plan (JAOP) guides the employment of air and space capabilities and forces from joint force components to accomplish the missions assigned by the Joint Force Commander (JFC) Voice: Weve discussed joint operation planning in a very general sense, but how does the Joint Force Air Component Commander (JFACC) fulfill his specific responsibility to develop the air and space portion of the Joint Force Commanders (JFCs) campaign plan? The Joint Air Estimate Process is a six-phase process that culminates with the production of the Joint Air and Space Operations Plan (JAOP). The JAOP is the JFACCs plan for integrating and coordinating joint air and space operations. It guides the employment of air and space capabilities and forces from joint force components to accomplish the missions assigned by the JFC. A Joint Air Estimate Process may be employed during contingency planning to produce JAOPs that support Operation Plans (OPLANs) or Concept Plans (CONPLANs). It may also be used during crisis action planning in concert with other theater operation planning. Title: Joint Air Estimate Process Action: The following text is shown in support of the narration: Mission Analysis Joint Intelligence Preparation of the Operational Environment (JIPOE) is initiated; JFCs mission and guidance analyzed Situation and Course of Action Development JIPOE refined; Friendly and adversary COGs are analyzed to assist in COA preparation Course of Action Analysis Advantages and disadvantages of each COA are identified Course of Action Comparison COAs are compared to predetermined criteria to identify best employment options Course of Action Selection Staff briefs recommended COA to JFACC Joint Air Space Operations Plan (JAOP) Development Selected COA developed into JAOP Action: A link to Joint Publication 3-30 is provided at the bottom of the page. Each of the bold text above are linked to the following pop-up text: Mission Analysis: Mission analysis is critical to ensure thorough understanding of the task and subsequent planning. It results in the Joint Force Air Component Commanders (JFACCs) mission statement that includes the who, what, when, where and why for the joint air operation. Anticipation, prior preparation, and a trained staff are critical to a timely mission analysis. Staff estimates generated during mission analysis are continually revisited and updated during the course of planning and execution. Situation and Course of Action (COA) Development The first two tasks of situation and course of action (COA) development are expanding and refining the initial JIPOE completed in Phase I and COG analysis. Expanded JIPOE is essential to developing and analyzing both enemy and friendly COGs. This is especially critical for air and space planning given the perspective and scope of air and space operations. The third task is the development of friendly COAs. Air and space planners develop alternative COAs by varying the ends, ways, means, and risks. The operational objectives normally fill the what guidance for COA development; the supporting tactical objectives, effects, and tasks help define the how for planners. Once planners define the objectives and supporting effects, they further refine potential air and space COAs based on the priority, sequence, phasing, weight of effort, matched resources, and assessment criteria. The result of COA development is a minimum of two valid COAs or a single valid COA with significant branches or s equels. The final step is a risk analysis of the COA in terms of both operations and combat support Course of Action (COA) Analysis COA analysis involves wargaming each COA against the adversarys most likely and most dangerous COAs. Wargaming is a recorded what if session of actions and reactions designed to visualize the flow of the battle and evaluate each friendly COA. Wargaming is a valuable step in the estimate process because it stimulates ideas and provides insights that might not otherwise be discovered. Course of Action (COA) Comparison Comparing the COAs against predetermined criteria provides an analytical method to identify the best employment options for air forces/capabilities. This begins with the JFACC staff comparing the proposed COAs and identifying the strengths, weaknesses, advantages and disadvantages of each. This is often followed by rating each COA based upon the established criteria. Course of Action (COA) Selection COA selection begins when the staff presents their recommended COA (usually in the form of a briefing) to the JFACC. This briefing includes a summary of the estimate process that led to the recommended COA. Based on the amount of JFACC involvement throughout the planning process and the degree of parallel planning the commander accomplishes, COA selection will vary from choosing among alternatives to direct approval of the staff-recommended COA. Joint Air Operations Plan (JAOP) Development The JAOP details how the joint air effort will support the JFCs overall Operation Plan (OPLAN). The JAOP accomplishes the following: integrates the efforts of joint air and space capabilities and forces; identifies objectives and tasks; identifies measures or indicators of success; accounts for current and potential adversary COAs; synchronizes the phasing of air and space operations with the JFCs plan; indicates what air and space capabilities and forces are required to achieve the objectives. Voice: While the phases of the Joint Air Estimate process are presented in sequential order, work on them can be either concurrent or sequential. The phases are integrated and the products of each phase are checked and verified for coherence. The Process begins with Mission Analysis. This first phase incorporates: an initial Joint Intelligence Preparation of the Operational Environment (JIPOE); an analysis of the higher headquarters mission; and the guidance provided by the JFC with a focus upon determining the specified, implied, and essential tasks in order to develop a concise mission statement. During the second phase, Situation and COA Development, the JIPOE is refined and the identification and refinement of friendly and enemy Centers of Gravity (COGs) is accomplished. Potential friendly COAs are developed and risk analysis of the COAs is performed. The advantages and disadvantages of each COA are identified in the third phase, COA Analysis. The fourth phase, COA Comparison, involves the comparison of the COAs against predetermined criteria, providing an analytical method to identify the best employment options. During the fifth phase, COA Selection, the staff presents the recommended COA usually in the f

Describe the Type of Business, Its Purpose and Ownership

Describe the type of business, purpose and ownership of two contrasting businesses. I will be speaking about two organisations the first organisation I have decided to discuss is ASDA and I will follow it of by McDonald's as the second organisation. Asda is a Public company and is a British supermarket chain which supplies various services to the customers such as: Clothing, Food, and General Merchandise etc. It has become a multi-national store leading of its subsidiary of Wal-Mart which is American based. It is quite a large business and has approx 231+ superstores within the UK, and the number of store openings is still arising.The purpose of ASDA is to sell its services and goods to the local consumers of different areas/cities within the UK and also out of the UK. It offers a wide range of services to its customers, supplying goods such as: clothing and food it is a quite a commonly known organisation. Asda is concerned in attracting the budget market as any other business would look into the same type of aim, as a business it is achieving massively in result to the number of stores and the investment into Netto which was brought by Asda in 2010.The ownership of Asda is a PLC (Public Limited Company) this is because its shares can be brought on the share market making it a PLC. The purpose of Asda is that they exist to gain profit, the openings of more stores is to gain sales and so that more customers come into their business etc. As my second organisation I have decided to discuss about McDonalds, it is the world’s largest chain of fast food restaurant. The business began in 1940 the Headquarters are based in the United States and the corporation was founded by a businessman.In 2003 the company had launched the â€Å"I’m Lovin It† campaign. The purpose of the business is to serve its customers with the excellent quality of food that they provide. It is a worldwide company and has over 33,000 stores in approx 118 different countries, and serves about 64 million daily. The number of worldwide employees for McDonalds is 1. 7 million, and the chief executive director for McDonald’s is Jim Skinner.

Hrm Issues

Identify 5 current trends in HRM and how these trends may effect the human resource practice of the company. Human resource management has evolved from its traditional function as workplace management to a more strategic partner in many companies. Many organizations are witnessing changes in its system due to global alignment. Some of the most observable trends in the human resource management are outsourcing, brain drain, globalization, modern management practice, and technological advancement. Human resource outsourcing has become a new accession in most midsize firms. Outsourcing HR has become a strategic tool that relieves businesses off its HR responsibilities and focus on their core business. Outsourcing also enables businesses to get the specialised services and have access to vast experience and knowledge. Besides, outsourcing can also help to reduce cost. For example, companies like Sime Darby Auto Connexion have outsourced their HR functions to Sime Darby Global Services Center (GSC). Sime Darby Global Services Centre (GSC) delivers high performance Finance & Accounting, Human Resource and Information Technology services to the Sime Darby's diverse business in the Asia Pacific Region – Malaysia, Thailand, Vietnam, China, Hong Kong, Macau, Indonesia and Singapore. Its mission is to provide their customers with cost competitive and high quality services. It is achieved by investing in people, processes and in the right technologies. GSC continuously seek for and invest in talents that are motivated to deliver outstanding performance and breakthrough ideas and solutions, which are key to providing unparalleled services to its clients. Another pressing trend in the human resource management is the flawed approach to it that has lead to a serious issue of brain drain. The main contributing factor to this condition is the harsh economic and political condition of the country and better opportunity, living and working condition in other countries. According to a recent news release in the Star Newspaper, 57% of Singapore’s professionals are Malaysians. The brain drain isn’t only a pressing issue in Malaysia but also in other countries such as Italy and South Africa. According to a recent article published in the Time Magazine, Italy is losing its best and brightest talents to decade of economic stagnation, frozen labor market and entrenched system of patronage and nepotism. Many of its young graduates are fleeing to countries like China, Dubai, Washington, etc where they feel their experience and skills are more valued. Human resource managers have to put serious consideration in addressing this issue. Many young talents leave their home country due to desire to further their careers. Many home companies will not be able to offer financial benefits or resources that are likely to satisfy the demands of these young talents. Thus, creative approach has to be undertaken retain these young talents by identifying other attractive measures to keep them rooted in the home country. The free flow of technology across national boundaries and the spread of Information Technology has presented an ever changing and competitive business environment. Many companies are opening up their economies to external forces and at the same time penetrating into other countries economy. With the aid of globalization, businesses can now concurrently conduct business in any part of the globe. Globalization has made the business process not only more efficient and effective, but more streamlined and modernized. The corporate sector has become more receptive and reactive as new and innovative ideas and opinions such as the outsourcing of labor have emerged. The advancement of technology has also tremendously affected the human resource management. Technology has transformed the way in which human resource personnel manage and communicate employee information and communicate with employee. For example, technologies like intranets, webinars and blogs have made communication among employees across the globe easier and faster. Employees can now collaborate virtually and form distant teams to get works done more effectively without the need to meet physically. They hold meetings and share visuals with teams from all over the world. Technology has also enabled traditional human resource functions such as trainings, seminars and meetings to be held in a more efficient manner via the aid of podcast, tele-seminars, online learning, screen capture and many other technology intensive gadgets. Technology has also brought about difference in employee recruiting. Employee profiles are now easily available via discussion sites such as Linkedln, Facebook, Twitter, Jobstreet and many other social websites. With so many profiles available, recruiting will never be the same again. What are the factors that need to be considered for recruitment and selection of the company? Recruitment and selection involves attracting the right applicants to apply for vacancies and choosing the best applicant to fill the post. Recruiting individuals to fill particular posts can be done either internally by recruitment within the firm, or externally by recruiting people from outside. There advantages of hiring internally as are as follows: †¢Save cost- as internal hires already have knowledge about the business operations and will not need much training and time to fit in. Internal promotions can motivate other employees within the company to work harder as it provides a clear sign that the organization offers room for advancement †¢The firm will know the recruit fills the position perfectly as he/she has already been working in the company and thus reducing the risk of hiring the inappropriate candidate. Disadvantages of hiring from within are: †¢It might create resentment among existing staff that are not promoted †¢Those who have been working in an organization for a long period of time may become familiar with expected methods of doing work and may not be able to identify improvements. Position of the promoted person will have to be replaced. Advantages of hiring externally: †¢External recruiting creates an influx of new ideas into the company. An outsider can review work processes with a fresh perspective and have innovative suggestions for change. †¢Able to hire someone with more knowledge, talent or experience if we have a larger selection of applicants to choose from. †¢When external employees are hired into organizations, especially into management positions, these outside hires don’t have political alliances already set up. This can help them implement new ideas without the â€Å"baggage† of past political battles. And these new ideas are easily accepted and executed by subordinates. Disadvantages of external hiring are that it is more costly and the company may end up with someone who proves to be less effective in practice than they did on paper and in the interview. To what extent the company has to go beyond the number game? HRM implies that planning has to go beyond the ‘numbers game' into the softer areas of employee attitudes, behaviour and commitment. The human resource function doesn’t just end in acquiring the ight amount of talent to fit job vacancies but also to place these candidates into jobs that best fits them to get the best out of the employees. These aspects are critical to HR development, performance assessment and the management of change. Employee attitude, behaviour and commitment can be said as employees’ viewpoint on aspects such as their career and th eir organization. Work situation is one of the major causes of employee attitude and human resource can help address these issues through organizational programs and management practice. Employee attitude, behaviour and commitment can affect the way employees do their job. Although companies can’t impact employee personality, selecting and placing candidates into jobs that fits them best will help to enhance job satisfaction. There are many ways that human resource department can undertake to improve employee job satisfaction that leads to positive employee behaviors such as: †¢Handling negative employee relations such as firing in an orderly manner so that it doesn’t affect the motivation of existing employee †¢Supporting job promotions for deserving employees Providing employees with supports/ aids- financial and morale during hard times †¢Equal share of workload among employees of the same job title †¢Supervision that is not too rigid or demanding or too involved in the work process †¢Supervision that supports and provides needed guidance to employees to complete their job †¢Offering recognition to employee efforts †¢Providing employees with meaningful jobs helps to create self-worth and image The above listed are just the few matters that human resource management division has to look into in order to improve job satisfaction of employees. With these measures looked into, organization can garner employee commitment towards and their continued participation in organization objectives. Committed workers will normally have good attendance records, demonstrate a willing adherence to organization policies and have lower turnover rates. Having a satisfied workforce can increase productivity of employees by reducing tardiness, absences, extended break hours and slow- downs. Satisfied workers may normally provide beyond the call of duty, have good work records, and participation in development activities. 1 + 1 can be more than 2 in HRM. Please discuss. Modern HRM is all about synergizing the workforce to work together and create more value than the total individual input. Allowing individuals to work together as teams can help organizations to achieve their goals. Effective work teams magnify the accomplishments of individuals and enable organizations to better serve customers. With the right amount of motivation, effective work culture, mobilized and empowered employee, these accomplishments can be attained. Empowering employees is one of the most effective method to achieve more within organization. Employee empowerment is when the management vests decision making and approval authority in employees which enables employees to make decisions about their work. Empowered employees feel a greater sense of professionalism, more motivated and feel committed to companies success. Employees who are equipped with the right tools, information and support to make a more informed decision, acts more quickly and thus accomplish more. Organization culture is also another important aspect for the foundation of empowering employee to be built. The organizations which successfully implement employee empowerment will have certain values at their core from which the process of empowerment can flow. Among these values are respect and appreciation for individuals and the value they bring to the organization. Culture of the organization must support the thrust of empowerment if there is any chance for success. For example, the working culture in Google allow every employee to be a hand –on contributor and at Google, everyone is believed to be equally important to its success. Googlers share cubes, yurts and huddle rooms and there are very few solo offices which enables them to work together as a team.

Essay on The Social Conflict of Abortion - 1275 Words

Choice, what is choice? Choice is the right, power, or opportunity to choose. Everybody in society has a choice and these choices have many outcomes. A woman’s right to choose to have an abortion or not, is her fundamental right. If society outlaws abortion, society is interfering with the woman’s right to make decisions related to her own body. Many theorists believe that sexuality is what divides women from men and makes women less valuable than men; keeping this concept in mind it can be said that gender plays an immense role in social inequality. In one of Thomas Jefferson’s speeches, he explains how we should never put at risk our rights because our freedom can be next. (lp. org 2007) Roe.V .Wade is believed to have been the†¦show more content†¦Social injustice can range from anything such as; immigrants being depicted in the U.S, to a women getting yelled out by a man because of her social position. Social injustice can be seen all over our societ y. However, with the exception of some situations being greater then others, it can be agreed that social conflict is everlasting and ever-changing in our society. It is believed by many scholars that one’s sexuality plays a very big part in the inequality between men and women. Women have been devalued throughout history. Social inequality can be traced down all the way to the medieval era. An example of social inequality is the chastity belt. The chastity belt was; â€Å"a belt device (as of medieval times) designed to prevent sexual intercourse on the part of the woman wearing it† (eduqna. com 2007). The Chastity belt was basically an iron underwear that was put on women when their husbands left them for long periods of time. Nonetheless, what is wrong about this picture is that while women had to wear this belt for however long the period their husbands would be gone, men did not have to wear similar devices and were free. Social conflict plays a huge role because it shows the injustice that women were faced with, while men had none. Although there are situations where social injustice is tolerated, it does not make itShow MoreRelatedFunctionalism And Robert Mertons Model Of Functionalism1252 Words   |  6 PagesSociology uses three different perspectives, or theories, when looking at human issues. These three theories are known as functionalism, conflict theory, and symbolic interaction. Functionalism is considered a macro theory and has two different models. The focus will be on Merton’s model of functionalism, which has three parts to it. Conflict theory is also, a macro theory that views society as a place of inequality between two groups. It looks at five inequalities, which are economic, gender, racialRead MoreThe Advocacy Groups That Stand For Pro Choice1547 Words   |  7 Pagesprovided abortions and trained other women to do so, without legal prohibitions. 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