Acounting job analysis

Acounting job analysis Free Online Research Papers In creating a job analysis comprising a list of job requirements and working conditions of each discrete job by giving each discrete job a generic title, creating a brief description of job activities for each discrete job, creating a list of essential functions that an employee must be able to do to perform each discrete job properly, creating a list of strength requirements of each discrete job, creating a list of physical requirements of each discrete job, and creating a list of frequencies of certain motions and movements necessary to perform each discrete job. A job analysis is conducted to pin-point the critical duties, tasks, and employees must possess to successfully perform the job. A job analysis can consist of questionnaires or just simple questions to aid in determining your ability to do the job. This is entry-level accounting work in independently auditing the financial records of companies or assisting a higher level accountant in this activity. The employee independently conducts examinations of accounts, including the preparation of the complete audit reports. Work in independent examinations is assigned by a higher level accountant and is subject only to general review. As a member of the team, the employee may be assigned any phase of a complex audit and work is reviewed by the accountant in charge. Work assigned requires familiarity with examination procedures and provisions of the system sufficient to conduct an examination of normal difficulty without supervision. Work requires the analysis of facts and figures to determine the propriety of charges or credits allocated to the various accounts of a company under examination, as well as drafting preliminary or tentative fiscal reports of findings. Assessments of the extent to which a companys accounts and accounting system conform to legal requirements are tentative and subject to review by a higher level accountant. Work is evaluated on the basis of performance on actual audits, by testimony given on rate hearings, and through review of audit reports for completeness. The ideal candidate for this position is to have a bachelor’s degree in accounting or related field. The ability to obtain professional recognition through certification or licensure, a master’s degree and proficiency in accounting is needed. However, if a candidate believes he/she is qualified for the job although he/she does not have the minimum qualifications set forth below, he/she may request special consideration through substitution of related education and experience, demonstrating the ability to perform the essential functions of the position. For each candidate and individual interview will be conducted. The individual interview is an opportunity for you to share your understanding of the job(2), the ideas and values you bring to the position, your motivations for applying, your talents and weaknesses, and other aspects of your candidacy. The interview will be conducted by a team composed of the senior accountant and a human resources employee. The interview is intended to be a time of dialogue between you and the interview team and is an opportunity for you to ask questions about the job and the department. The interview technique is used to gather qualitative information and the opinions of those persons affected by a particular program or project, its context, implementation, results and impact. Several forms of interview can be distinguished, each of which fulfils a different purpose: the informal conversation interview; the semi-structured, guide-based interview; and the structured interview (the most rigid approach ). The following is based on a semi-structured interview, the technique that is used most frequently in the evaluation of the job requirements. Creating a job analysis is a vital function in considering employees to fit the best employee for the job. Job requirements aid in weeding through applicants who are more qualified for the job. After fitting the requirements it is important to evaluate the employee to see if they are capable of fulfilling the functions of the job. That is the main purpose of the KSAOs. KSAOs(1) are the knowledge, skills, abilities and other characteristics which all encompass the job requirements and qualifications. There are two categories technical and behavioral. Technical measure acquired knowledge and other technical skills such as the ability to create and manage databases. Behavioral measure attitudes and approaches taken on the employees work such as the ability to collaborate. The ratings for the KSAOs(1) are how important these skills are to perform the job to the best ability. Appendix Job matrix 1 Title Summary Duties What to expect. Experience Skills KSAOs importance rating(1-8) Accountant Apply principles of accounting to record financial information and prepare statements and reports. Assemble, compile and classify data, prepare balance sheets and document business transactions. Work may be related to AP/AR, payroll or general accounting. Research Papers on Acounting job analysisMoral and Ethical Issues in Hiring New EmployeesBionic Assembly System: A New Concept of SelfOpen Architechture a white paperIncorporating Risk and Uncertainty Factor in CapitalThe Project Managment Office SystemRiordan Manufacturing Production PlanResearch Process Part OneAnalysis of Ebay Expanding into AsiaStandardized TestingInfluences of Socio-Economic Status of Married Males

Battle of Gallipoli in World War I

Battle of Gallipoli in World War I The Battle of Gallipoli was fought during World War I (1914-1918) and represented an attempt to knock the Ottoman Empire out of the war. The plan for the operation was conceived by First Lord of the Admiralty Winston Churchill who believed warships could force the Dardanelles and strike directly at Constantinople. When this proved unfeasible, the Allies elected to land troops on the Gallipoli Peninsula to open the straits. The early stages of the campaign were badly handled and Allied forces were effectively trapped in their beachheads. Though the Allies spent much of 1915 trying to breakout, they were not successful and the decision was made to withdraw late that year. The campaign marked the Ottoman Empires greatest victory of the war. Fast Facts: Gallipoli Campaign Conflict: World War I (1914-1918)Dates: February 17, 1915-January 9, 1916Armies Commanders:AlliesGeneral Sir Ian HamiltonAdmiral Sir John de Robeck489,000 menOttoman EmpireLieutenant General Otto Liman von SandersMustafa Kemal Pasha315,500 menCasualties:Allies: Britain - 160,790 killed and wounded, France - 27,169 killed and woundedOttoman Empire: 161,828 killed, wounded, and missing Background Following the entry of the Ottoman Empire into World War I, First Lord of the Admiralty Winston Churchill developed a plan for attacking the Dardanelles. Using the ships of the Royal Navy, Churchill believed, partially due to faulty intelligence, that the straits could be forced, opening the way for a direct assault on Constantinople. This plan was approved and several of the Royal Navys older battleships were transferred to the Mediterranean. On the Offensive Operations against the Dardanelles began on February 19, 1915, with British ships under Admiral Sir Sackville Carden bombarding Turkish defenses with little effect. A second attack was made on the 25th which succeeded in forcing the Turks to fall back to their second line of defenses. Entering the straits, British warships engaged the Turks again on March 1, however, their minesweepers were prevented from clearing the channel due to heavy fire. Another attempt to remove the mines failed on the 13th, leading Carden to resign. His replacement, Rear Admiral John de Robeck, launched a massive assault on Turkish defenses on the 18th. This failed and resulted in the sinking of two old British and one French battleships after they struck mines. General Sir Ian Hamilton, 1910. Library of Congress Ground Forces With the failure of the naval campaign, it became clear to Allied leaders that a ground force was going to be needed to eliminate the Turkish artillery on the Gallipoli Peninsula which commanded the straits. This mission was delegated to General Sir Ian Hamilton and the Mediterranean Expeditionary Force. This command included the newly formed Australia and New Zealand Army Corps (ANZAC), the 29th Division, the Royal Naval Division, and the French Oriental Expeditionary Corps. Security for the operation was lax and the Turks spent six weeks preparing for the anticipated assault. Ottoman machine gun team during the Gallipoli Campaign. Bundesarchiv, Bild 183-S29571 / CC-BY-SA 3.0 Opposing the Allies was the Turkish 5th Army commanded by General Otto Liman von Sanders, the German advisor to the Ottoman army. Hamiltons plan called for landings at Cape Helles, near the tip of the peninsula, with the ANZACs landing further up the Aegean coast just north of Gaba Tepe. While the 29th Division was to advance north to take the forts along the straits, the ANZACs were to cut across the peninsula to prevent the retreat or reinforcement of the Turkish defenders. The first landings began on April 25, 1915, and were badly mismanaged (Map). Meeting stiff resistance at Cape Helles, British troops took heavy casualties as they landed and, after heavy fighting, were finally able to overwhelm the defenders. To the north, the ANZACs faired slightly better, though they missed their intended landing beaches by about a mile. Pushing inland from Anzac Cove, they were able to gain a shallow foothold. Two days later, Turkish troops under Mustafa Kemal attempted to drive the ANZACs back into the sea but were defeated by tenacious defending and naval gunfire. At Helles, Hamilton, now supported by French troops, pushed north towards the village of Krithia. Trench Warfare Attacking on April 28, Hamiltons men were unable to take the village. With his advance stalled in the face of determined resistance, the front began to mirror the trench warfare of France. Another attempt was made to take Krithia on May 6. Pushing hard, Allied forces only gained a quarter mile while suffering heavy casualties. At Anzac Cove, Kemal launched a massive counterattack on May 19. Unable to throw the ANZACs back, he suffered over 10,000 casualties in the attempt. On June 4, a final attempt was made against Krithia with no success. Gridlock After a limited victory at Gully Ravine in late June, Hamilton accepted that the Helles front had become a stalemate. Seeking to move around the Turkish lines, Hamilton re-embarked two divisions and had them landed at Sulva Bay, just north of Anzac Cove, on August 6. This was supported by diversionary attacks at Anzac and Helles. Coming ashore, Lt. General Sir Frederick Stopfords men moved too slowly and the Turks were able to occupy the heights overlooking their position. As a result, the British troops were quickly locked into their beachhead. In the supporting action to the south, the ANZACs were able to win a rare victory at Lone Pine, though their main assaults on Chunuk Bair and Hill 971 failed. Soldiers of the Royal Irish Fusiliers in the trenches on the southern section of Gallipoli Peninsula during World War I. Australian War Memorial On August 21, Hamilton attempted to revive the offensive at Sulva Bay with attacks on Scimitar Hill and Hill 60. Fighting in brutal heat, these were beaten off and by the 29th the battle had ended. With the failure of Hamiltons August Offensive, fighting calmed as British leaders debated the future of the campaign. In October, Hamilton was replaced by Lt. General Sir Charles Monro. After reviewing his command, and influenced by the entry of Bulgaria into the war on the side of the Central Powers, Monro recommended evacuating Gallipoli. Following a visit from Secretary of State for War Lord Kitchener, Monros evacuation plan was approved. Beginning on December 7, troop levels were drawn down with those at Sulva Bay and Anzac Cove departing first. The last Allied forces departed Gallipoli on January 9, 1916, when the final troops embarked at Helles. Aftermath The Gallipoli Campaign cost the Allies 187,959 killed and wounded and the Turks 161,828. Gallipoli proved to be the Turks greatest victory of the war. In London, the campaigns failure led to the demotion of Winston Churchill and contributed to the collapse of Prime Minister H. H. Asquiths government. The fighting at Gallipoli proved a galvanizing national experience for Australia and New Zealand, which had not previously fought in a major conflict. As a result, the anniversary of the landings, April 25, is celebrated as ANZAC Day and is both nations most significant day of military remembrance.

History of the afterlife Essay Example | Topics and Well Written Essays - 250 words

History of the afterlife - Essay Example While in the afterlife, people will have physical presence like they have in this world, life there would be very different from what it is in this world. A vast majority of Christians also believe in the existence of hell and believe that it is a place meant for punishment. Fire has been included in the description of hell in several passages of New Testament. Many Christians believe in the intense sensation of burning caused by the fire in hell in its literal sense whereas there are others who think of fire as a symbol to reflect the pain and agony that will be caused to the people in hell in the afterlife. Many Christians also believe that people will be made to experience the punishment temporarily, after which they would be destroyed just like the flames destroy an object. Lutheran Churches also teach that Christ will appear at the world’s consummation for judgment, when he will raise all dead up; â€Å"He will give to the godly and elect eternal life and everlasting joy s, but ungodly men and the devils He will condemn to be tormented without end† (â€Å"Christian Beliefs

Planning A Vacation Essay Example | Topics and Well Written Essays - 500 words

Planning A Vacation - Essay Example Although nobody has enough time to plan for a vacation; it could be easy if you follow these simple steps. When you first begin planning your vacation get a folder and keep all your vacation plans in one place. This folder will have all the brochures from the sites you plan to visit. It will have information on airline flights and hotels. Make reservations and keep a detailed account in this folder of everyone you talk to. Get information from local restaurants and make a list of the ones you want to visit. With all the information in one place, you can then make a daily itinerary of your planned events. By looking through the folder at your leisure, ideas will bubble forth and in no time you will have a full schedule for your vacation plans. With the schedule in hand, it's time to pack. Pack a carry-on that is small enough to stay with you at all times. Include the necessary items that you must have in the event that you get separated from your other luggage for a day. If you need to take medication, be sure this is with you at all times and not in the checked baggage. Be sure to pack for the climate and the outings you have planned. Let the children pack their own bag with their own special take-alongs. This may include CDs, games, or magazines. Make sure that it is small enough to carry on the plane. Planning makes packing a breeze. T

Building and Operating IT Systems Challenges

Building and Operating IT Systems Challenges Information management can be described as the collection and management of information from single or multiple sources and the dissemination of that information to one or more listeners. Often this involves people those who have a stake in, or a right to that specific information. Management involves the organization of and control over the structure, processing and delivery of information. The focus of this paper will be on distinguishing between a behavioral and a technical approach to information systems, identifying key management challenges involved in building, operating, and maintaining information systems today, and describing the capabilities of a digital firm. Additionally, I will be describing three types of information systems and explaining the four key enterprise applications for organization-wide process integration. Behavioral and Technical Approach Several viewpoints on information systems illustrate that the study of information systems is a field with multiple disciplines and therefore, no single theory or perspective governs. Generally speaking, the field can be separated into behavioral and technical approaches. The behavioral approach can be broken down even further into sub-categories to include economics, psychology, and sociology. The technical approach can also be broken down into sub-categories to include management science, computer science, and operations research. Behavioral Approach A very important element of the information systems field is involved with behavioral issues that surface in the development and preservation of information systems. Problems like strategic business design, implementation and utilization, and management cannot be fully explored with the models using a technical approach. Behavioral disciplines such as economics, psychology, and sociology can also contribute vital concepts and processes. For example, economists study information systems mainly interested in what impact systems have on cost structures within the business and within its particular market. On the other hand, Psychologists are interested in how human decision makers comprehend and use information. Finally, sociologists study information systems looking for how groups and organizations form the development of systems and also how these different systems affect individuals, groups, and organizations (Information Management, 2010). The behavioral approach does not completely ignore technology. In fact, information systems technology is frequently the reason for a specific behavioral problem or issue. But usually the heart of this approach is not normally geared toward technical solutions. Instead it centers on modification in attitudes, management and organizational policy, and behavior. Technical Approach The technical approach to information systems puts emphasis on mathematically based models to study information systems, in addition to the physical knowledge and abilities of these systems. The disciplines that play a role in the technical approach are computer science, management science, and operations research. Computer science has to do with creating theories of computability, means of computation, and approaches to effective access and storage of data. Management science highlights the growth of models for decision-making and management procedures. Lastly, operations research deals with mathematical methods for optimizing business issues such as inventory control, transportation, and transaction costs (Information Management, 2010). Key Management Challenges Building, operating, and maintaining information systems in todays fast-paced business world can be very challenging. These key management challenges are based on a multitude of problems such as information system investments, strategic business decisions, globalization, information technology infrastructure, and ethics and security. Information System Investment Challenge If managed intelligently, investments in information systems can improve employees lives and a businesss overall performance. For instance, over the past twenty years the Internet has developed form a technical innovation to a personal and business necessity. Some businesss have recognized considerable improvements in processing information by changing from mainframe computing to personal computers connected by local area networks (LAN). The ability of software applications to identify and correlate pertinent data in a data warehouse allows businesses to uncover unidentified financial or physical resource relationships and therefore make available suitable assistance where there had been none. However, along with the ability to enhance lives and organizations, some information system investments can become risky, costly, wasteful mistakes. To overcome these challenges, senior management personnel need to be able to successfully evaluate these investments to ensure the correct return on investment (ROI) (Laudon Laudon, 2006). Strategic Business Challenge You can pick up any management book and you can read about the significance of developing a strategic plan, and ideas about how to both develop and implement your plan. On the other hand, you will also find articles that you imply that strategic planning does not work because it is impossible to develop a long term plan in this ever changing business environment. In my opinion, the truth lies somewhere in between. Strategic planning can definitely help you get prepared on what you need to accomplish over the next years, what things you will need to accomplish those goals, and exactly how to go about accomplishing your goals. The trouble is that the benefits of strategic planning can be easily lost. These plans fail primarily because of what happens after the process of strategic planning. In general, a great effort goes into creating and developing a strategic plan, which is then quickly put away and forgotten, even by the people that created it. The goal of strategic planning lies not only in the development of the plan, but also in its implementation. Implementing the strategic plan will only work if you are clear about what this plan can bring to you and the organization. The strategic plan needs to have value, not only to the organization, but also to the employees. The bottom line is that the plan needs to be used by everybody. A strategic plan needs to be used as a decision-making tool from the top of the organization all the way to the bottom. Chief Executive Officers ought to be able to use it to make decisions on the direction of their business, mergers, or staffing. Managers should also be able to use it to make decisions for the priorities of their departments goals and objectives, and to align the work of their department with the overall goals of organization. Lastly, every employee must be able to use the plan to recognize his or her own goals, and where they fit in big scheme of things. When implemented correctly, a strategic plan helps to add meaning and focus to not only every individual, but the organization as a whole (Information Systems, 2010). Globalization Challenge The globalization of information technology warrants special attention by business executives, government officials and scholastic researchers for a multitude of reasons. First, is that information technology and systems are high-technology industries of considerable size and with significant potential for stimulating economic growth and jobs. The immediate growth in global trade and the surfacing of an international economy require information systems that can sustain both the production and selling of goods and services in many different countries. Second, access to the most up-to-date computer and telecommunications technology is central to competitive success in nearly all industries. Government policies which deliberately or inadvertently retard technological progress in the production and use of computers, information systems and telecommunications have important economic effects. Third, given language barriers, cultural, and political differences among dissimilar countries, th is focus often resulted in confusion and the breakdown of central management controls (Laudon Laudon, 2006). To overcome these challenges, it is imperative for organization to develop global hardware, software, and information systems standards. Additionally, organizations must be able to create global accounting and reporting methods and design worldwide business processes. Information Technology Infrastructure Challenge This particular challenge for businesses deals with how organizations can develop information technology infrastructures that can sustain their goals when business situations are changing at a rapid pace. Aging infrastructure is obviously a huge issue in many industries that only gets bigger as time goes on. Some equipment may have had external upgrades or facelifts, but in most cases, it is over 70 years old. Many organizations are left with expensive and unmanageable IT platforms that cannot readily adapt to innovation and change. Additionally, a competitive business environment and the pressures of the global financial situation weigh increasingly on companies minds (Information Systems, 2010). To battle this challenge, some organizations may be required to redesign its organization and develop a new information technology infrastructure to survive in this competitive business world. Ethics and Security Challenge Organizations must always be cognizant that their information systems are used in both an ethically and socially responsible manner. Although information systems have provided many benefits, they have also created new ethical and security issues that must be addressed. Every improvement in information technology can be tied in with at least one ethical dilemma. From Facebook to ordering merchandise online, computer users are ignorant of the delicate balance between ethical behavior and profits. Businesses, software and hardware developers, and individuals must think about what is ethically correct when using information technology on a daily basis. The primary issues essential to the world of information technology are the individuals expectation of privacy and the providers ethical duty to use its applications responsibly (Information Systems, 2010). The challenges organizations will face will be how to apply high-quality assurance standards to their information systems, as well as to their products and services. Additionally, they will have to develop information systems that are not only secure but that are still easy to use by most individuals. Digital Firms A digital firm can be described as, One in which nearly all of the organizations significant business relationships with customers, suppliers, and employees are digitally enabled and mediate (Laudon Laudon, 2006, p. 11-12). The firms primary business processes are performed through digital networks encompassing the whole organization or connecting several different organizations. A core or primary business process can be defined as the minimum single tasks to be completed to provide a certain level of reliability in output, without any thought to hardware, software, or performance. When a core process is put into practice, anything can be added to make the process more efficient, but nothing can be removed. On the other hand, a business process can be defined as, The set of logically related tasks and behaviors that organizations develop over time to produce specific business results and the unique manner in which these activities are organized and coordinated (Laudon Laudon, 2006, p. 12). Digital firms are extremely powerful because they can sense and react to their ever changing surroundings much faster those traditions organizations. Because of their quick reaction and the fact that they are more adaptable than the traditional firm, digital firms are much more able to endure in unstable times. Because these new firms are completely digital, there exist much more opportunities for them in the global business word. The Internet is quickly becoming the information system infrastructure of preference for electronic commerce. It offers organizations an easy way to connect with other business and individual at an unbelievably low cost. Additionally, it offers a complete and uncomplicated set of technologies and technology standards that can be implemented by any organization. Organizations can use Internet technology to drastically cut their transaction costs, time searching for buyers and sellers, and gathering information on products or services. This information is at the fingertips of anyone with a computer and access to the Internet. One example of a powerful digital firm has to be EBay. Following 2001, there were a high number of dotcom businesses that failed, but there were a few that held their ground, like eBay. The success of eBay is based on its capacity to transform many splintered, predominantly local markets into global ones at a comparatively low cost to its users (Simonsohn, 2010). People have always had a basic need and an appeal in buying and selling used objects and collectibles items. Prior to eBay, people would have tried to sell their unwanted items through family garage sales, classified ads, and flea markets. Nevertheless, the amount of people accessible to sell these items to was limited due to the fact that face-to-face transactions were almost always required. Another great example of a powerful digital firm would be Google. Google isnt just legendary for producing and providing useful services, but it has also acquired a few innovative businesses and integrated them. These include YouTube, Blogger, Picasa and Jaiku. Google used its digital background to take advantage of opportunities in the global business world, making them one of the most powerful businesses to date (Google, 2010). Types of Information Systems For most organizations, there are many different requirements for data or information. Senior managers continually need up-to-date information to help aide in their business decisions. Mid-level managers may need a bit more detailed information to assist them in monitoring and managing a multitude of different business dealings. Lastly, supervisors and employees with operational roles need information in order for them to perform their everyday jobs. Consequently, organizations tend to have a number of information systems operating at the same time. The three I will be discussing are the management information system (MIS), decision-support systems (DSS), and the transaction processing system (TPS). Management Information System A management information system (MIS) management information system (MIS)System used to extract data from a database and compile reports that help managers make routine decisions. obtains data from a database to compose reports, such as detail reports, summary reports, exception reports, and financial statements to assist managers in making better decisions. The different types of reports depend on the specific information a particular manager may require. A MIS is largely involved with internal sources of information. MIS generally receive data from the transaction processing systems (TPS) and reduce it into a sequence of management reports. MIS reports generally are used by mid-level managers and operational supervisors (Laudon Laudon, 2006). Decision-Support Systems A decision support system (DSS)decision support system (DSS)Interactive system that extracts, integrates, and displays data from multiple sources to help managers make nonroutine decisions. is an interactive system that gathers, displays, and combines information from various sources to help managers make non-routine decisions. DSS are explicitly designed to help management make decisions in circumstances where there is doubt about the potential results of those decisions. DSS are made up of tools and procedures to help gather pertinent information and analyze decisions and alternatives. DSS often requires the use of complex spreadsheets and databases to produce what-if models (Laudon Laudon, 2006). Transaction Processing Systems The majority of organizations day-to-day activities are documented and processed by its transaction processing system (TPS)transaction processing system (TPS)Information system used to record and process an organizations daily activities or transactions., which collect input data and changes them into output information meant for a variety of users. Input data are called transactions which are transactionsFinancial and nonfinancial events that affect a businessevents that affect a business. Transaction Processing Systems (TPS) are intended to process everyday transactions accurately and efficiently. A business may have several transaction processing systems to include; billing systems, payroll and tax payments systems, production and purchasing systems, or stock control systems to handle all movements into and out of the organization (Laudon Laudon, 2006). Challenges Posed by Information Systems Although the many different types of information systems are available to an organization and can be extremely beneficial to its growth, there are some management challenges. Some of these challenges include the tension related to designing and building the information systems, the need for training for both management and employees, and the need to establish which information systems is the most critical, therefore which system receives the majority of the funding. For an organization to overcome these challenges they need establish exactly what is needed in terms of information systems. Next, they need to schedule and provide proper training to all company personnel, so they are familiar with the systems. Finally, they need to develop a method of accounting for the cost of the systems and their priority. Key Enterprise Applications Most organizations compete in an rapidly changing, aggressive, global environment. Operating in a global environment forces an organization to concentrate on the most cost-effective implementation of its processes, customer service, and speed at which their products or services are brought to market. To achieve these lofty goals, it is essential that the organization freely exchange useful information across different functions, levels, and business departments. By incorporating all its processes, the organization can more effectively exchange information between departments, customers, and suppliers. The four key enterprise applications are enterprise systems, supply chain management systems, customer relationship management systems, and knowledge management systems. Enterprise Systems Enterprise systems incorporate the vital business processes of an organization into a separate software system. Data from a variety of functional areas are centrally housed and maintained where they can be retrieved and utilized by other functional processes. This alters an organizations work flow. Now information can effortlessly run throughout the organization, increasing synchronization, efficiency, and decision making. Enterprise systems are extremely tricky to employ successfully and once employed, are especially hard to change. Enterprise systems, also known as enterprise resource planning (ERP) systems solve problems by providing a single information system for organization-wide coordination and integration of key business processes (Laudon Laudon, 2006, p. 56). Supply Chain Management Systems Supply chain management (SCM) can be described as an overseeing of resources, information, and finances as they move form supplier to manufacturer to wholesaler to retailer and finally to the consumer. Supply chain management requires managing and integrating the information, goods, and services flow together within and amongst organizations. Supply Chain Management Systems (SCMS) are used to help an organization manage its relationship with suppliers to optimize the planning, sourcing, manufacturing, and delivery of goods and services. SCMS supply information to aide suppliers, purchasing organizations, wholesale distributors, and logistic companies coordinate, schedule, and control business processes for their products and services (Su Yang, 2010). Customer Relationship Management Systems Many businesses make more profit from ongoing relationships with their customers than from the original sale. Customer relationship management (CRM) is a term applied to processes implemented by an organization to handle its contact with its customers. Customer relationship management systems (CRMS) concentrates on the coordination all of the business processes encompassing the organizations with its customers in sales, marketing, customer satisfaction, revenue optimizing services, and customer retention (Laudon Laudon, 2006). In todays highly-competitive business surroundings, the success of an organization relies greatly upon maintaining and exceeding customer expectations for both service and value. Knowledge Management Systems Knowledge management is the specific management of essential knowledge and information acquired by individuals so that it can be is effectively shared and made use of by other personnel in the organization. Through the successful sharing of corporate intellectual assets, Organizational Knowledge must be efficiently changed into business intellect. Personal knowledge concerning a business process must be converted into corporate knowledge ensuring it applied throughout consistently, ensuring maximum benefit to the organization. The main function of a Knowledge Management System (KMS) must be to make information obtainable to all authorized users (Laudon Laudon, 2006). However, implementing a straightforward information management system, file indexing and retrieval system is only the start. Securing corporate knowledge requires more than software and technology, it requires solid document management software and cultural alteration of how information is produced, handled, stored, and distributed.

Analysis on Eastern European HRM Model

Many Western firms are rapidly investing in, or forming joint ventures with, firms in Eastern European countries. Despite the growth in Direct Foreign Investment (DFI) in Eastern Europe, Western managers know relatively little about the Human Resource Management (HRM) practices of these countries. In this paper HRM practices are discussed in Eastern European states, such as Bulgaria, Croatia, Czech Republic, Estonia, Hungary, Latvia, Lithuania, Poland, Romania and Russia. Although there are both historical and cultural differences between these countries, these countries will be dealt with together, as they all have numerous elements in common that enable managers or researchers to see them as a whole. The purpose of this paper is to analyze if an Eastern European HRM model can be constructed on the basis of an analysis of Eastern Europe on several areas. First, the environment is analyzed, in which several aspects are covered, such as political context and history. The emphasis lies on culture and (possible) implications for business, and HRM specifically. Secondly, specific Eastern European HR practices are dealt with in chapter three. Here too, several topics are analyzed. In the fourth chapter the implications of EU enlargement are considered in relation to Eastern Europe. As many of these countries are potential candidates for a membership of the EU, the necessary changes and implications are investigated. Based on all the forgoing, an attempt is made to establish an Eastern European HRM model in the fifth chapter. Finally, in chapter six, conclusions are given followed by directions for future research. The analysis of the environmental aspects of Eastern Europe include the following aspects: Looking at Eastern Europe's history, several main events can be identified that have an impact on today's business or cultural situation. First, the two World Wars had a major impact on the creation of the political and economic gap between Eastern and Western Europe, especially the Second World War. Eastern Europe came under the influence of the former Soviet Union, which implied that all countries were under direct political, military and economic control resulting in a very centralized economy. This type of economy had a profound impact on the HRM practices that were used in those countries, which is further explained in the next chapter. Secondly, under Gorbatsjov as the president of the former Soviet Union, contact with Western Europe was sought, resulting in the break-up of the Soviet Union and the start of a new era for Eastern Europe. Slowly, but gradually a shift was realized from a central towards a market economy, again with the necessary implications for (HR) management. The qualities that were required by managers of Eastern European enterprises were the ability to bargain, the possession of a network of suppliers and purchasers, and the ability to manipulate production and financial data. This style of management was driven by the response to the allocation of resources by a centralized bureaucracy in which rivalry between enterprises for resources led to unnecessary hoarding of materials. The history of Eastern Europe still impacts today's business operations. Many personnel directors and executives have their jobs because of Party connections rather than technical expertise. Creativity and original thinking was not encouraged or reinforced under the centralized government control. Top down communication was the norm. Common US practices such as MBO or 360-degree feedback, or Western European structures such as strong employee involvement or self-management work teams will not be easily transferred to the Eastern European work environment. Business practices that stem from political corruption or organized crime activities are still realities and may violate other countries' laws and ethical norms. Despite the great changes that have occurred in Eastern Europe, western managers must patiently accept these differences and strive to form successful business relationships given environmental and political constraints. As mentioned before, the dominant political system in Eastern Europe was communism. This implied that a lot of the large companies were state-owned and the government heavily influenced trade unions. The view projected to the outside world by communist governments, was that of in a worker's state, such as the Soviet Union and its Eastern European satellites, the interest of the workers were as one with the government, because the government was controlled by a dictatorship of the proletariat. The problem with such a unitarist system is that it allows for little realistic criticism that might afford changes and reforms to meet real challenges. In theory trade unions were a separate entity from the Communist Party, but in reality they were often controlled by Party members. This meant that under communism, unemployment was unknown due to manipulation with statistical data and hidden unemployment (a certain job is being done by more people than necessary, just in order to provide more people with a job). The transition from a central to a market economy was initiated together with the transition from a communist to a capitalist political regime, and was started in 1989 after the fall of ‘the iron curtain'. This transition had several consequences. First, due to the hidden unemployment and in an attempt to make organizations more efficient and to cut costs, unemployment rose. Still now a major problem faced by Eastern European countries is persistent structural unemployment. Secondly, after a couple of years a lot of state-owned companies were privatized. In these companies usually an employee culture of the planned economy remained. The educational system has been and still is rather good. An analysis of 256 Russian CEO's from all over the country, the overwhelming majority (91,4 %) of them had college or graduate degrees. In the Eastern European labor markets a clear emphasis is put on a technical background, more than a formal management education. This was also backed up by the analysis: about 60 % had engineering and other technical backgrounds, whereas only around 20 % had a formal management degree. However, due to this strong emphasis on a technical background, there is a significant shortage of local executive talent. Expatriates remain a key component of the management market – an estimated 25 percent of all managers in Eastern European firms are expatriates. On the other hand, this lack in education is rapidly changing. Also due to the efforts to prepare for EU enlargement, a shift in education is clearly noticeable. More and more professional management studies are initiated and further developed, sometime through the help of an exchange program (for instance CEMS). Therefore, we also see a shift in recruitment: more sophisticated methods of attracting managers – such as the use of university recruiting and executive search – are on the upswing for senior-level managers, gradually replacing newspaper advertising and word-of-mouth. Â   Regarding Eastern European managers, Hofstede hypothesized that they would be characterized by a high power distance (in other words, they would display high tolerance toward inequality in the society and business relationships), high uncertainty avoidance, medium individualism, and low masculinity. As a comparison point, the United States are characterized by a low power distance, high individualism, high masculinity and low uncertainty avoidance. These hypothesizes were further backed up by study performed by Bollinger, who found the exact same results. Analyzing these results, we see that the Eastern European culture differs from Western cultures, depending on what country. For instance Western European countries, such as Germany and the Netherlands have more similarities with this culture than United States culture or Japanese culture. In order to develop and manage adequate HR policies, the factor culture plays an important role in this process. This Eastern European culture is still influenced by the past of communism and central economy. The eastern European business environment is very complex and very different from the western business environment. Despite Eastern Europe's large consumer base and natural resources, western businesses have not been very eager to invest in these countries on a large scale, such as in China. As knowledge increases about Eastern Europe and its business opportunities, and as countries in this region join the EU, increasing western attention will focus on conducting business in this region. Yet, relatively little has been written to guide western managers in Eastern Europe. The system of Human Resource Management and industrial relations in Eastern Europe has been undergoing enormous change since 1989 and will continue to do so for some time to come. The fundamental problem is the transition from a unitarist system, very tightly controlled by communist governments that influenced every corner of the economy, to a more pluralist system operating in some type of free market. It is obvious to most observers that some form of pluralistic balance needs to be achieved to contain uncontrolled free market forces. At present most Eastern European countries are stuck in the transitional phase between these two states. For instance, work habits have changed dramatically – with 50-hour weeks and taking work home more and more the norm. At the same time, absenteeism is low, indicating a strong commitment to the job. In this chapter the following current Eastern European HR practices are analyzed: recruitment and compensation. Attempts by Eastern European firms to modernize their workforces by recruiting young graduates and contract staff have left older employees on the side. Underqualified graduates and disabled people are also suffering as a result of Eastern Europe's drive for free-market flexibility. Firms in former socialist nations need to embrace diversity if they are to avoid repeating Western bad employment practices. In comparison to the West, Eastern European HR practices are not mature. Eastern European countries focus more on personnel practices than the integration of HR practices with corporate strategy. At the same time, managerial practices are becoming more westernized – an ‘East Goes West' trend that is expected to continue. The sleepy, bureaucratic firm of pre-reform days is a thing of the past. On this area we see a dual path. In the lesser-developed Eastern European countries, such as Russia and Rumania, foreign investors usually enjoy special privilege to import whatever materials and products they may need in their operations, and thus are more able to obtain these luxury products than domestic firms. These imports may be used to recruit, retain, and motivate workers. Therefore, western managers accustomed to providing challenging work and learning opportunities to motivate high level employees instead emphasize material over intrinsic rewards due to the lower standard of living in these countries. On the other hand, in the Eastern European countries that have a relatively high standard of living, salary increases for local talent are high – even in the lowest categories (state-owned and manufacturing firms), they have grown by more than 25 percent in a two-year period, and in the new private firms they have nearly doubled. These increasing salaries are dictated by the difficulty in attracting good local managers. In this fluid market, many firms review salaries twice a year or more – and benefits for local managers are approaching the levels of expatriates. But, according to a new EIU report, cash alone is not the key to retention. Staff in crisis-prone countries remains fixated on salaries. But where market economies have been starting to develop, a fair salary will suffice, provided employers deliver on a package of other rewards, incentives and working conditions. Benefits packages vary from country to country, but certain perks have emerged as key motivators across the region: cars and life & health insurance. Increasing stress is being laid on enhanced job satisfaction.

The Effects of Sleep Deprivation

There are few things that mammals, birds, amphibians, reptiles and fish have in common; sleep is one of them. Sleep is when the body completely relaxes, sensory activities are suspended, and a lack of consciousness takes effect. Humans need to sleep on a daily basis in order for our bodies to function properly. The average adult needs seven to nine hours of sleep each day, and not getting adequate sleep can lead to sleep deprivation. Some symptoms of sleep deprivation include constant yawning, grogginess when waking up in the morning, poor concentration and mood changes. Sleep deprivation can have serious effects on both your mental and physical health. The causes of sleep deprivation can range greatly from person to person, but most often they can be broken down in to three categories which include choosing to sleep too little, lack of time to sleep, and medical conditions that make sleeping difficult. We live in a fast-paced society that places a high value on activity. Some believe that sleep isn’t necessary, and they try to limit the amount of sleep they get. Some people would rather stay up later to read a book, watch television, or socialize with their friends or partners instead of going to sleep at a reasonable time. Other people find that there just isn’t enough time in the day to devote to sleeping. Sometimes people who have jobs that require long hours, or who have tasks that cannot be avoided will find they are sleep deprived due to a lack of time. Medical conditions may also play a large role in sleep deprivation. Sleep apnea is a condition where the person actually wakes themselves multiple times through the night because they stop breathing. Stress and anxiety may also play a role in insomnia, which is being able to fall asleep and stay asleep. Memory is one of the largest areas that can be affected by too little sleep. College students may stay up all night â€Å"cramming† for their exams, just to find that in the morning they really don’t remember anything. That is because your brain consolidates memories at a certain point in your sleep, which causes the memory to become stable. Without sleep it’s very difficult for your brain to retain information. Poor judgment is also a possibility if you are lacking sleep. Have you ever heard anyone use the term â€Å"let me sleep on it†? It’s for good reason seeing as how lack of sleep can actually impair judgment. Poor Judgment also goes hand-in-hand with the lack of focus and attention caused by sleep deprivation. When you go without enough sleep, you become less and less alert to your surroundings, and your ability to think and process information is decreased because of your excessive sleepiness during the day. Not only can too little sleep be harmful for you, it can also be harmful to those around you. If you work in a field that requires you to be on your toes at all times, yet you re significantly sleep deprived, you are more at risk for work-related injuries. Pilots, for example are now required to get a set amount of sleep before flying. People working in the medical field, or emergency services field should also be required to get set amounts of sleep due to the fact that they are protecting the lives of others and need to make sound decisions. Automobile accidents can also be cause by sleep deprivation. Driving drowsy can produce the same hazardous effects as driving drunk, and it causes thousands of automobile accidents and fatalities every year. Sleep deprivation may also lead to risky decision-making. People who have been awake for extended periods of time can’t accurately assess risks that are associated with certain situations. Being awake for 24 hours can produce some of the same effects as a 0. 1% blood alcohol level, which would be the equivalent of having 6 glasses of wine in one hour. No wonder getting too little sleep is so dangerous. Lack of sleep leads to many mental dysfunctions, but it has repercussions on physical appearance as well. Getting too little sleep on a consistent basis will start to alter your body’s ability to metabolize glucose, which can in turn make you look significantly older than you actually are. The amount of time we spend sleeping can drastically change our appetites and the ways we think about food. This may over time lead to sudden weight gains or losses. These changes happen because of the peptides Ghrelin and Leptin sends signals to the brain to tell it that it’s satisfied, and suppresses appetite, while Ghrelin does the opposite and stimulates hunger. Not getting enough sleep often decreases levels of Leptin, and increases levels of Ghrelin which may cause changes in appetite resulting in weight changes. It is apparent that sleep deprivation can have serious effects on both physical and mental health, but how do we break the cycle of too little sleep? I believe more emphasis should be put on how important it is to get your fill of shut eye every night. How many accidents can be avoided, and how many medical conditions averted just by getting adequate sleep at night? Society needs to start putting a higher value on our sleep, and in turn we may see a rise in our productivity. For the people who have medical problems and find sleep nearly impossible I urge you to seek help from a doctor. Do whatever you must do to improve your quality and quantity of sleep each night and in turn be happier, be healthier and live longer.