The Functional Equivalent Of The Border And The Fourth...

The functional equivalent of the border and the Fourth Amendment closely tie together in the fact that although the government has the power to conduct warrantless border searches, in the essence of the law, the Fourth Amendment strictly prohibits unreasonable searches and seizures and requires a warrant to be present to conduct the search. Understand when mentioning â€Å"functional equivalent†, this means the final port of entry after persons and property have entered the United States. The Fourth Amendment originally enforced the notion that â€Å"each man’s home is his castle†, secure from unreasonable searches and seizures of property by the government. It protects against arbitrary arrests, and is the basis of the law regarding search warrants, stop-and-frisk, safety inspections, wiretaps, and other forms of surveillance, as well as being central to many other criminal law topics and to privacy law. (Cornell University Law School, 2015) Functional Equivalent border searches can happen under (2) circumstances: (1) the search was immediately conduct after crossing the border and (2) there is no probable cause suggestion tampering. This can have both positive and negative outcomes. Extended border searches are conducted when there is reason to believe that the person and/or property has been compromised and a potential threat to national security has been breached. When conducting possible searches and seizers, the Fourth Amendment is made to protect unreasonable conduct. Due toShow MoreRelatedU.s. Customs And Border Protection1380 Words   |  6 Pages U.S. Customs and Border Protection agents faced a lot of challenges when they attempt to secure our borders, they need to ensure that the borders are secure while at the same time not violating peoples’ constitutional rights. 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Employee engagement Free Essays

â€Å"The best companies now know, without a doubt, where productivity—real and limitless productivity—comes from. It comes from challenged, empowered, excited, rewarded teams of people. It comes from engaging every single mind in the organization, making everyone part of the action, and allowing everyone to have a voice—a role—in the success of the enterprise. We will write a custom essay sample on Employee engagement or any similar topic only for you Order Now Doing so raises productivity not incrementally, but by multiples. Jack Welch Former Chairman and CEO of General Electric Human Resources, 10 September 2003 Introduction: It is the need of the hour that, Organizations should increasingly convert from traditionalism to the contemporary learning and individualized corporations. With growing opportunity and greater flow of information, employees today want to be in the best workplaces handling the best suited responsibilities and enjoy greater autonomy. Therefore, engaging the employees to the work as per their competency level must occupy the centre stage not only for the HR department but also for the immediate bosses.The extent that an employee believes in the mission, purpose and values of an organization and demonstrates that commitment through their actions and their attitude towards the employer (both internal external) will determine the employee satisfaction towards his/her work. Employee engagement is high when the statements and conversations held reflect a natural enthusiasm for the company, its employees and the products or services provided. Employee engagement is the level of commitment and involvement an employee has towards their organization and its values.An engaged employee is aware of business context, and works with colleagues to improve performance within the job for the benefit of the organization. EMPLOYEE ENGAGEMENT: In other words, employee engagement can be described as: â€Å"The degree to which an em ployee is emotionally bonded to his/her organisation and is passionate about the work that really matters†. The organization must work to develop and nurture engagement, which requires a two-way relationship between employer and employee. Thus Employee engagement is a barometer that determines the association of a person within the organization.Engagement can also be defined as â€Å"the extent to which people enjoy and believe in what they do and feel valued for doing it. † Enjoyment Engagement Belief Value Employee commitment and engagement is measured by three primary behaviours – Say, Stay and Strive. ‘Say’ is evidently achieved if the employee consistently speaks positively about the organisation to co-workers and refers potential employees and customers. ‘Stay’ refers to the employee’s intensive desire to be a member of the organisation, despite opportunities to work elsewhere. Strive’ indicates an extra effort and behaviours that contribute to business success. As organizations globalize and become more dependent on technology in a virtual working environment, there is a greater need to connect and engage with employees to provide them with an â€Å"organi zational identity†. Employee engagement plays a greater role in the current era where every contribution by each of the employee counts. Employee engagement programmes throw light into the success of the company in engaging its employees in the productive activities.Employee engagement is not just the process of engaging the employees productively. It also expects the organization to pave the way to ensure that the employees are motivated to put in their best efforts for the wealth maximization. This requires building loyalty which can inject commitment in doing quality work. The mission must be well defined and supported by well set organizational plans and policies for its attainment. The management is also to provide with the set of tools and material that are necessary for performing the task effectively. WHAT DOES AN ENGAGED EMPLOYEE THINK, FEEL DO? I understand how my role in the organization is related to the organization’s goals, objectives direction. I understand how my unit/ department contributes to the success of the organization COGNITIVE THINK I am willing to put in a great deal of effort beyond what is normally expected to help my organization to succeed I would recommend my organization to a friend as a good place to work BEHAVIOURIAL ACT AFFECTIVE FEEL I am personally motivated to help my organization to be successfulI am proud to tell others that I work for my organization Various researches have been conducted in the past and all of them have one thing in common that if an organization wants to sustain in the long run then it is really essential for it to have an engaged workforce. Employees feel engaged when they find personal meaning and motivation in their work, receive positive interpersonal support, and operate in an efficient work environment. All efforts are made on maximizing employee output and making the most of organizational resources.An engaged workforce takes an organization to great heights. LEVELS OF ENGAGEMENT Engaged †¢ †¢ †¢ Work with passion Feel connected to work, employer Drive innovation Not engaged †¢ †¢ Checked out or retired on the job Putting in their time, not their energy Actively disengaged engaged †¢ – Interfere with others productivity ENGAGED BEHAVIOUR †¢ †¢ †¢ †¢ †¢ †¢ †¢ High levels of effort Persistence at difficult tasks Providing assistance to others Going â€Å"above and beyond† Making recommendations Expanding personal Adapting to changeCATEGORIES OF EMPLOYEE ENGAGEMENT According to the Gallup, the Consulting organization there is there are different types of people:I. ENGAGED: â€Å"Engaged† employees are builders. They want to know the desired expectations for their role so that they can meet and exceed them. They are naturally curious about their company and their place in it. They perform at consistently high levels. They want to use their talents and strengths at work every day. They work with passion and they drive innovation and move their organization forward.II. NOT ENGAGED: â€Å"Not-engaged† employees tend to concentrate on tasks rather than the goals and outcomes they are expected to accomplish. They want to be told what to do just so they can do it and say they have finished. They focus on accomplishing tasks vs. achieving an outcome. Employees who are not-engaged tend to feel their contributions are being overlooked, and their potential is not being tapped. They often feel this way because they don’t have productive relationships with their managers or with their coworkers. III.ACTIVELY DISENGAGED: The â€Å"Actively Disengaged† employees are the â€Å"cave dwellers. † They are â€Å"Consistently against Virtually Everything. † They’re not just unhappy at work; they’re busy acting out their unhappiness. They sow seeds of negativity at every opportunity. Every day, actively disengaged workers undermine what their engaged coworkers accomplish. As workers increasingly rely on each other to generate products and services, the problems and tensions that are fostered by actively disengaged workers can cause great damage to an organization’s functioning.IMPORTANCE OF ENGAGEMENT: An organization’s capacity to manage employee engagement is closely related to its ability to achieve high performance levels and superior business results. Some of the advantages of Engaged employees are: †¢ Engaged employees will stay with the company, be an advocate of the company products and services, and contribute to the bottom line of the business success. †¢ †¢ †¢ They will normally perform better and are Self-Motivated. There is a significant link between employee engagement and profitability.They form an emotional connection with the company. This impacts their attitude towards the company’s clients, and thereby improves customer satisfaction and service levels. It builds passion, commitment and alignment with the organization’s strategies and goals Increases employees’ trust in the organization Creates a sense of loyalty in a competitive environment Provides a high-energy working environment Boosts business growth Makes the employees effective brand ambassadors for the company †¢ †¢ †¢ †¢ †¢ †¢ A highly engaged employee will consistently deliver beyond expectations.Employee Engagement Begins From Day 1: Research has proved that employee engagement begins from day one repairing employees for their new roles and communicating how they can help the firm meets its goals can go a long way toward determining whether new employees ultimately succeed. The main requirement is to focus on improving communication, both to managers who do hiring and to employee’s themselves. Thus for this there should be structured inductions. Organizations seeking ways to build a motivated, satisfied and engaged workforce should start by putting in place structured and well-planned orientation programmes for their new employees.Difference between Satisfied Workforce and Engaged Workforce. A person who is engaged may not be satisfied while a person who is satisfied may not be engaged. There’s lot of difference between an employee being satisfied and employee being engaged. An employee may be satisfied with the facilities that he is getting and that would be sufficient enough to continue with the organization. On the other hand an employee may be 100% engaged to his work yet may not be satisfied one of the reasons could be that he does not have a supportive boss. Engagement Is Linked To Three Essential Forces In The Organization – Attrition, Productivity Profitability: Attrition is the number of people leaving the organization and it’s a well-known fact that is one of the major problem being faced by the organizations be it any sector. An engaged workforce definitely has less chances of leaving the organization, a person who is engaged in his work is likely to stick to the company as he offers his best and as result of which the organizations takes due care of him in the form of hike in salary by way of incentives and bonus.Attrition is likely to come down in the organization, which have engaged workforce and this will get in the likely benefits for the organization. Productivity is the output of the workers in the form of work done by them it’s not the quantity that matters it’s the quality that is of importance for the organization. An engaged workforce has an understanding of what is expected of them at work so thus they are able to carry on their task effectively and efficiently thus adding to the productivity of the organization and thus adding to the growth and success of the organization.Profitability is the ability of a company to earn a profit. It is a relative measure of success for a business. Research has proved that an engaged workforce is likely to result in an increase in the profitability of the concern as they have complete dedication and commitment to their work and thus this is likely to result in an increase in the profit of the concern and thus ensuring the success of the organization. The organizations now days take all reasonable steps to ensure that they have engaged workforce like organizing birthday bashes, talent shows, sports activities and many other things.They want their employees to be committed to their work fully besides all the above activities they also make sure that the employees have role clarity, get all the material and equipment they require to perform their work efficiently etc. DETERMINING ENGAGEMENT The employee must feel that there is somebody in the organizations who cares for him and wants his success and growth. In all this we referring to the 12 questions that Gallup uses for studying the engagement level of employees in the organiza tion. Gallup is an organization that studies the engagement level of the employees. 1. I know what is expected of me at work. 2.I have the materials and equipment I need to do my work right. 3. At work, I have the opportunity to do what I do best every day. 4. In the last seven days, I have received recognition or praise for doing good work. 5. My supervisor, or someone at work, seems to care about me as a person. 6. There is someone at work who encourages my development. 7. At work, my opinions seem to count. 8. The mission or purpose of my company makes me feel my job is important. 9. My associates or fellow employees are committed to doing quality work. 10. I have a best friend at work. 11. In the last six months, someone at work has talked to me about my rogress. 12. This last year, I have had opportunities at work to learn and grow. Thus if you want the success of your organization and see it reaching great heights all you need is an engaged workforce, i. e. all you need is justifiable answers to the above 12 questions. Most organizations have today realized that a satisfied employee is not necessarily the best employee in terms of loyalty and productivity. It is only an Engaged Employee who is intellectually and emotionally bound with the organization who feels passionate about its goals and is committed towards its values thus he goes the extra mile beyond the basic job. FACTORS AFFECTING EMPLOYEE ENGAGEMENT †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ Workplace Culture Organizational Communication Managerial Styles Leadership Company Reputation Access to Training Career Opportunities Work/ life Balance Personal Empowerment DIMENSIONS RELATED TO EMPLOYEE ENGAGEMENT 1. Physical dimension †¢ Levels of energy or effort †¢ Persistence 2. Emotional dimension †¢ †¢ †¢ Enthusiasm and inspiration Sense of significance, pride, and challenge Feelings about job, supervisor, management, organization 3.Intellectual dimension †¢ †¢ †¢ †¢ Mental focus Level of concentration Absorption in tasks Beliefs about organization, leaders, workplace culture LEVERAGING ENGAGEMENT I. Job and task design II. Recruitment and selection III. Training and development IV. Performance management V. Compensation I. Job and task design Motivational characteristics of work †¢ †¢ †¢ †¢ Skill variety Task significance Autonomy Performance feedback Social characteristics of work †¢ †¢ †¢ Interdependence of job roles Feedback from others Advice and support of coworkers II.Recruitment and selection Recruitment selection †¢ †¢ Target recruitment Choose best-suited candidates III. Training and development †¢ †¢ Employee orientation Knowledge and skills training IV. Performance management †¢ †¢ †¢ Set challenging goals Provide positive feedback and recognition for accomplishments Resolve performance problems V. Compensation †¢ †¢ Incentive pay Flexible benefits VI. Manager’s behaviors †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ Commitment to diversity Responsible for success/failure Honesty and integrity Problem solving assistance Respect for employees Setting realistic expectations Passion for success Defending employeesBARRIERS TO ENGAGEMENT †¢ †¢ †¢ †¢ †¢ Outside of local control Damaging to employees and customers Emphasize control of employee behavior Barriers can be removed Root causes: Fear Flow of information Organizational alignment Reward system Short term focus INCREASING ENGAGEMENT: †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ Communicate organizational goals and objectives Promote employee engagement culture Align day to day work with organizational goals Maintain open dialogue Reward supportive behavior Listen to employees Provide challenges and opportunities Do a â€Å"pulse check† Hold managers accountable Let employees know ho w they can contribute Genuinely thank employees How to cite Employee engagement, Papers Employee Engagement Free Essays Effectively Using an Integrated Employee Engagement Program Marilyn Field University of the Rockies October 3, 2010 Org/8530 Dr. Gary Shelton Abstract A company’s level of employee engagement is a reflection of its core values; while at the same time reflects a fulfilling and positive job-related state of mind that is characterized by the resilience and energy of its workers. The following report is an analysis of a case study conducted by Hallowell (1996) to determine whether Southwest Airline’s organizational capabilities and employee needs are linked to competitive advantage. We will write a custom essay sample on Employee Engagement or any similar topic only for you Order Now An examination of the data presented in the Southwest Airlines study reveals a significant level of employee commitment through the engagement and hiring of workers who fit the Southwest standards. Effectively Using an Integrated Employee Engagement Program For the last several years Southwest Airlines has been awarded as one of the best companies in which to work by Fortune Magazine. There is an extensive list of awards and achievements attributed to Southwest Airlines including Forbes 2008 most reliable airline, best in customer service, and the number one friendliest airline to fly in 2008 by Time Magazine (Triangle Business Journal, 2008; Time Magazine. com. , 2008). A review of the literature revealed that much of Southwest Airlines continued success is due to their effectiveness in engaging their employees. The Southwest Airline employees reflect the organization’s culture as one with committed workers who strive o maintain the company’s reputation as a leader in social responsibility. A case study was conducted by Hallowell (1996) to analyze the sources of Southwest Airline’s competitive advantage. Hallowell attributes the highly acclaimed airline’s success to the high value place on its employees. Hallowell’s 1996 case study of Southwest Airline was illustrated within a frame work of particular variables with the first be ing that the airline value is a product of meeting the employee’s needs on a satisfactory level. Employee needs satisfaction is a very important variable when one considers that Southwest Airline is comprised of approximately 35,000 employees working together with the aim of flying their valued Customers to their destinations across the United States (69 cities in 39 states) (Kelly, 2010). Hallowell used value analysis to study Southwest’s competitive strategy. Value analysis breaks down which variables play a role in where value is created. It is based on Porter’ (1985) Game Theory, which focuses on how individuals interact (Levine, 2004. ). The results of Hallowell’s study revealed that employees are motivation from the employer’s encouragement of behavioral norms and organizational values. The second comprehensive variable Hallowell (1996) studied was Southwest’s strategy for having one of the most successful airline stocks. This raises the question as to how employee engagement plays a part in stimulating shareholder’s commitment of investing in Southwest stock. The Southwest Airline’s organizational culture has encouraged its workers to have fun on the job. This is a wellness approach which has led to the company’s high degree of productivity and low turnover. By suggesting and encouraging a positive experience for the Southwest employees, the management displays significant value for employees, which is converted into customer value and shareholder value. This value earning process forms a circle of capturing value, creating value, and converting value beginning with the employees (Hallowell). With the present economic turmoil, Southwest Airline’s Chief Executive Officer Kelly has had to make recent cuts; affecting the company’s historic low-cost initiatives (i. e. making short trips between cities and ownership of jets) (Schlangenstein Hughes, 2010). Southwest answered though economics with the addition of 138 airplanes (AirTran); â€Å"The addition of AirTran will allow them to satisfy their briefly dormant, but always present, inclination for growth† (Schlangenstein Hughes, web article). Thus, Southwest increases employee motivation, which in-turn creates value, and converts that value by employing operating processes and encouraging behavioral norms which reduces costs and increases productivity essentially capturing the value leading to Southwest’s competitive advantage (Hallowell). According to Patterson, Brenny and Maxfield et al. (2008), preparing for setbacks builds resilience by the company internally; using setbacks as guides, instead of putting on the brakes help to refine their strategies. One of the most unique characteristics of Southwest Airlines is that it motivates the employees with stimulating and enjoyable recognition programs (Southwest. com, 2010). Rewards and recognition of the day-to-day work achievements play a vital role in retaining and attracting employees at Southwest Airlines. This strategy provides recognition for worker’s unique qualities and individualized appreciation. Southwest’s employee recognition programs contributes to the high moral maintained in the organization’s culture (World at Work, 2001). According to Hallowell (1996), an employee is recognized almost every hour for large and small achievements on a daily basis at Southwest Airlines. The Southwest case study demonstrates how a focused human resource department portrays organizational culture and values, and how their use of employee engagement tools is aligned with the company’s competitive position. Employees who are actively engaged offer commitment and loyalty to the organization within which they are employed, and is indicative of Southwest Airlines. With this commitment Hallowell (1996) makes the analogy of a person feeling better about purchasing a piece of pie for six dollars, when they feel the pie is worth eight dollars. The same concept applies to someone who can fly Southwest at the same price as its competitors but have better service. Once again evidence of converting employee value to customer value. Hallowell’s (1996) study makes another important point regarding employee engagement’s correlation with Southwest’s competitive advantage. Passengers moving between gates (destination and departure) are accompanied by Southwest employees, as such; these workers affect each customers experience with the airline (Hallowell). In the airline industry employee engagement has a ripple effect starting with top-level management and pilots to the baggage handlers, ramp agents, and flight attendants. Each customer’s experience with these employees will directly affect their willingness to pay (Hallowell). For instance, Kelly (2010) in an interview with Spirit Magazine, gave an account where a passenger forgot her glasses at her residence, the passenger could not retrieve the glasses without missing her flight; the flight attendant offered the passenger her own reading glasses, and in-turn the flight attendant was recognized by her peers, and management for friendly customer service. She was publicized as Southwest’s Star of the Month (Kelly). This strategy demonstrated the importance of employee engagement and Southwest’s ability to maintain its competitive advantage. In the case study of Southwest Airlines by Hallowell (1996); the author recognized the airline’s interviewing techniques as a strong point in the company’s overall success. Hallowell stated that the screening process by Southwest human resources eliminates uncaring potential employees by noting self-centered responses, and quickly separating the majority for those less likely to fit the standards of the organization. Miles and Mangold (2005) stated that Southwest Airlines uses employee branding as a method of engaging employees. Employee branding is the process by which workers internalize the Southwest Airline brand and project its healthy aspects to the public (Miles Mangold). The authors provide further support of Hallowell’s (1996) study in that they found employee branding helps Southwest achieve a competitive advantage over other organizations in the industry. Southwest. om (2010) gives the example that â€Å"LUV† and â€Å"FUN† ideology is embedded into their employees by permitting them to dress up on Halloween; have a casual dress code in the summer months, and by providing a teaching video on the Southwest Airline’s Shuffle Dance. According to Hallowell, CEO Gary Kelly dressed up as a bunny for Halloween and served Easter eggs to the employees. He went on to say that great comradery was stimulated just by stirring up â€Å"it is not Easter† controvers y (Hallowell). The third variable researched in the Southwest Airline case study, is the organization’s capabilities to create value. Hallowell’s (1996) study indicated Southwest has established processes and internal structures that influence the employees to accomplish specific organizational competencies allowing them to adapt to changing strategic needs and changing customer needs assessments. These competencies help Southwest Airline produce â€Å"superior quantity and quality of effort† from employees (Hallowell, p. 10). One of the competencies Southwest defines as important is the extension of LUV and FUN from the employees to the customers by providing hassle-free flying, which is a direct result of employees being actively engaged with the organization’s culture (Hallowell). An important aspect to consider is that there must be harmony at the level of operations. Southwest has achieved harmony thought its employee engagement (i. e. human resource procedures) leading to operating procedure success reflecting Southwest’s organizational culture of helping one another (Hallowell). The appreciation for human capital is evident in reviewing Hallowell’s Northwest Airline case study, along with a comprehensive literature review via the internet and scholarly journal articles. Southwest Airlines meets the cognitive and emotional needs of its employees, shareholders, and customers by making them feel connected to the company. Their LUV and FUN approach to employee engagement has enabled them to create employee value and covert that value into customer value resulting in the company capturing value. With the three variables studied in Hallowell’s research, Northwest Airline is understood as a leader in competitive advantage. References Flowers, V. , Hughes, C. (1973). Why employees stay. Harvard Business Review, 51(4), 49-60. Retrieved from Business Source Complete database. Hallowell, R. (1996). Southwest Airlines: A case study linking employee needs satisfaction and organizational capabilities to competitive advantage. Human Resource Management, 35(4), 513-534. Retrieved from Business Source Complete database. Kelly, G. (2010). On cloud nine. Sprint Magazine. Retrieved September 29, 2010 from http://www. spiritmag. com/gary_kelly/ Levine, D. (2004). Economic and game theory: What is game theory? UCLA Department of Economics. Retrieved September 29, 2010 from http://levine. sscnet. ucla. edu/general /whatis. htm Miles, S. Mangold, G. (2005). Positioning Southwest Airlines through employee branding. Business Horizons, 48, 535-545. Retrieved September 30, 2010 from http://www. auburn. edu/~johnsrd/4160/Readings/Southwest%20Employee%20Branding. pdf Patterson, K. , Brenny, J, Maxfield, D. , Mcmillan, R. , Switzler, A. , (2008). Influencer: The power to change anything. New York, NY: McGraw-Hill. Schlangenstein, M. Hughes, J. (2010). Southwest CEO risks How to cite Employee Engagement, Papers Employee Engagement Free Essays INTRODUCTION Employee engagement, also called worker engagement, is a business management concept. An â€Å"engaged employee† is one who is fully involved in, and enthusiastic about their work, and thus will act in a way that furthers their organization’s interests. According to Scarlett â€Å"Employee Engagement is a measurable degree of an employee’s positive or negative emotional attachment to their job, colleagues and organization that profoundly influences their willingness to learn and perform is at work†. We will write a custom essay sample on Employee Engagement or any similar topic only for you Order Now Thus engagement is distinctively different from employee satisfaction, motivation and organizational culture. Employee engagement was â€Å"an employee’s involvement with, commitment to, and satisfaction with work. Employee engagement is a part of employee retention. † This integrates the classic constructs of job satisfaction, and organizational commitment for understanding the impact of engagement. The opposite of employee engagement is a zombie employee. A zombie employee is a disengaged employee that will stumble around the office, lower morale and cost the company money. More recently employee engagement has become an area of focus within organizations for the purpose of retention as a means of avoiding expensive employee replacement costs resulting from staff who voluntarily quit their jobs. 10 Common Themes: How Companies Measure Engagement Employers typically assess their employees’ engagement levels with company-wide attitude or opinion surveys. A sampling of the criteria featured in such instruments reveals 10 common themes related to engagement: 1. Pride in employer 2. Satisfaction with employer 3. Job satisfaction 4. Opportunity to perform well at challenging work . Recognition and positive feedback for one’s contributions 6. Personal support from one’s supervisor 7. Effort above and beyond the minimum 8. Understanding the link between one’s job and the organization’s mission 9. Prospects for future growth with one’s employer 10. Intention to stay with one’s employer Trends in Employee Engagemen t Over the past decade, and particularly in the past three years, employers and employees have faced human capital challenges and an uncertain economy. The economic downturn had a significant impact on companies and the resulting decisions made by management. These decisions have impacted employee engagement levels and perceptions globally, leading to changes in leading drivers of employee engagement. In uncertain times, organizations need to focus on harnessing the discretionary effort that engaged employees deliver. This makes the difference in how companies are affected during the economic downturn, how quickly they emerge from it, and how strong they are in the future after the downturn passes. Top 5 Employee Engagement Trends 1)  The recession was  a perfect storm for Disengagement  as pay freezes, benefit cuts and layoffs permeated the workforce. The organizations will utilize their most Actively Engaged employees as  mentors  to help motivate and re-energize their disenchanted colleagues. 2)  Company morale and Engagement levels fluctuate dramatically during tough economic times. Now the economy is slowly rebounding, such ambivalence will lead more organizations to get a pulse on company morale through  Employee Engagement Surveys, department meetings and focus groups. 3)  As the economy continues to improve, more and more employees  will begin to look  for other job opportunities. According to  Harris Interactive, over half (54 percent) of employees plan on looking for a new job once the economy improves. The importance of retaining employees, especially high performers, cannot be underestimated. HR professionals will start to devote more time and money toward establishing a  strategic retention plan  and understanding their organization’s key retention factors. Beyond compensation and benefits, offering effective training and professional development, increasing career advancement opportunities and improving work/life balance will prevent companies from losing their top talent. )  More organizations and HR leaders will  embrace social media  as a means of not only engaging employees but also  recruiting new ones. For example, organizations can use internal social networks to recognize employees for a job well done or promote initiatives that the organization is doing in the community. Companies can also use social media to reach potential job candidates. 5)  Multi-national â€Å"super unions,† which represent employees in multiple countries, are predicted to skyrocket in the coming years. Over the past decade,  the healthcare industry  in particular has been very susceptible to union formation. Smart employers will begin to determine which of their departments are vulnerable to union formation and decide what steps need to be taken to preempt unionization before it occurs. Things important to Employee Engagement * Employee clarity of job Expectation * Career advancement/improvement opportunity * Regular feedback and dialogue with superiors * Quality of working relationship with peers, superiors and subordinate * Perception of the Ethos and values of the organization * Effective internal Employee communication * Reward to Engage 5 Keys For Developing An Employee Engagement Strategy Engagement is built one team at a time, one person at a time. And each person has different needs and expectations. They use impact planning to start a conversation with employees about engagement and work with employees to build their engagement over time. The most effective long-term engagement strategies build a foundation on which front-line managers feel empowered to create an environment that promotes employee enrichment. Whether you’re just beginning the journey, or you’re evaluating your current strategy, here are five key considerations for strengthening you engagement strategy. 1. Draft a provocative vision and values The operative word here being, â€Å"provocative. † A company’s vision and values should excite and inspire its employees and they should help you find and attract like-minded loyalists to your organization. Often the companies weaken their own identities with vision statements and values that suffer from overly safe or generic terminology. Rather than investing in the words that clearly articulate the foundational ideals and beliefs that make the company unique, they opt for popular, catch-all phrases to describe their core values – such as â€Å"Problem Solving,† â€Å"Innovation,† â€Å"Collaboration,† and â€Å"Client-Centric. Frankly, those should be the givens in every organization. Rather than inspiring everyone, they’re actually inspiring no one. To build trust and confidence in the direction and future of your company, take the lead on finding provocative messaging that will not only align your talent around a common purpose, but also engage their hearts and minds with the belief that how you work (values) is as important as what you accomplish (vision). And, if you’re not in a position to do this for the company as a whole, look for ways you can start to apply it in your division, department or functional area. . Create opportunities for personal and professional growth The employee’s responsibility, define their next career opportunity. In turn, it is the manager’s responsibility to help clear a path and coach their employees into a new position. Of course, it required disciplined communication. Managers and employees engaged in candid, direct and authentic coaching in real time. Whether your company has formalized career paths in place or not, it is your responsibility as a manager to engage your people in those type of conversations. Connect with them. Let them know you genuinely care about their future and then encourage their development. 3. Help team members find the purpose in their work People fail to realize is that it also discounts the work everyone is doing. It suggests the work being done doesn’t matter. And sadly, people start to believe it. Soon after, it starts to show in the quality and outcomes of their work. If a person does not have a purpose for why they do what they do, it is hard for them to produce meaningful work. As a manager, you can help team members define meaningful work by engaging them in strengths-based conversations. It can be as easy as having your team complete the to identify each team members’ five dominant strengths. Talking through the results as a group, you will undoubtedly uncover a few interesting surprises while team members find new ways to relate with one another. 4. Introduce meaningful, memorable (and measurable) recognition The most powerful, memorable stories are related to simple, personal – and often random – acts of appreciation. The stories that consistently stand out are not about extravagant gifts or bonuses, but rather small and sincere gestures made when the recipient least suspected it. As a result, it helps to have a formal, enterprise-wide recognition solution in place to provide managers with tools to inspire and connect with team members. Formal recognition solutions create visibility for the recognition that is occurring and help infuse those behaviors into the culture. Managers and employees begin to learn from each other, and as a whole, the organization can learn what behaviors are most valued. If your company does not have a formal recognition program in place, create one for your division, department or team. It doesn’t have to be extravagant as long as it enables genuine, timely and relevant recognition that is visible to the entire group and simple to evaluate. In time, you will realize the whole will become so much more than the sum of the individual events. 5. Effectively managing through the ebbs and flows of engagement Many people believe employee engagement is a â€Å"fixed† destination. One that, once achieved, is static over time. However, in reality, engagement levels are continually influenced by complex and diverse factors and will ebb and flow over time. Sustainable engagement can be achieved by a manager’s ability to execute a traditional engagement strategy while also focusing on enablement and energy opportunities. We can enable sustainable engagement by removing the obstacles to great work, providing access to the right tools and resources, and coaching team members through challenges. We can elevate energy levels by restructuring work flow to allow mental breaks during the day, encouraging a supportive and social environment, and amplifying the enthusiasm and excitement surrounding your team’s accomplishments. Conclusion Engaged employees can help your organization achieve its mission, execute its strategy and generate important business results. This report has highlighted ways in which different HR practices, including job design, recruitment, selection, training, compensation and performance management can enhance employee engagement. But these examples also show that employee ngagement is more complex than it may appear on the surface. Organizations define and measure engagement in a variety of different ways, suggesting there is no one â€Å"right† or â€Å"best† way to define or stimulate engagement in your workforce. The decision to invest in strengthening engagement or commitment (or both) depends on an organization’s strategy a nd the makeup of its workforce. For these reasons, it is vital to consider your own organization’s view of engagement, as well as its strategy and workforce composition when deciding which HR practices will receive scarce investment money. How to cite Employee Engagement, Essay examples Employee Engagement Free Essays Contents Page 1. 0 Introduction 1. 1 Define employee engagement 1. We will write a custom essay sample on Employee Engagement or any similar topic only for you Order Now 2 Analyse the three principle dimensions of employee engagement (the emotional, the cognitive and the physical) 1. 3 Compare and contrast employee engagement with other related concepts; ‘flow’, organisational commitment, job involvement and job satisfaction 3. 1 Explain why employee engagement is an increasingly vital dimension of HR polices, strategies and practices 3. 2 Evaluate the business benefits likely to accrue from a culture of employee engagement – benefits for the organization, its executives/managers, its workforce and its customers 3. Explain the application of employee engagement through job design, discretionary behavior, role autonomy and organizational citizenship. 4. 1 Analyse the findings of recent research evidence concerning the incidence of employee engagement 4. 2 Assess differences in levels of employee engagement based on gender, demographic and other factors 1. 0Introduction: This assignment has been written to; 1. Define employee engag ement and explain how it differs, if at all, from related concepts like organisational commitment, employer involvement and job satisfaction. . Outline the findings of key recent studies on employee engagement in practice including the extent to which gender, demographic and other factors influence levels of engagement. Why is employment engagement a ‘hot topic’ for many organisations? 3. What are the benefits of having an engaged workforce and what steps can an organisation take to create a culture of employee engagement through such as job design, discretionary behaviour, role autonomy, etc.? 1. 1Define employee engagement Employee engagement is when an employee is committed to the organisation, their colleagues, the job they are doing and their willingness to go the extra mile by exerting discretionary behaviours that cannot be ‘stipulated’ in the employment contract. Where an employee or workforce does not have this rounded combination of commitments employee engagement is not maximised to its fullest potential. (CIPD 2010) Employee engagement is connection – when we become disconnected we disengage. Employee engagement is the art and science of engaging people in authentic and recognized connections to strategy, roles, performance, organization, community, relationship, customers, development, energy, and happiness to leverage, sustain, and transform work into results’. (Zinger, 2010 ) 1. 2 Analyse the three principle dimensions of employee engagement (the emotional, the cognitive and the physical). Kahn (1990) explains that employee engagement requires employees to invest emotional, cognitive and physical energy to fully deploy themselves into a work role or task. Shirom (2003) refers to these three components as ‘vigor’ and explains that investing in all three areas represents a positive affective response to an employee’s job and work environment. (Bligh, Riggio 2013) Emotional energy could involve the social element at work such as engaging with fellow colleagues, sharing ideas, best practice, and knowledge, working as a team and having good working relationships that foster engagement between the parties. Creating an environment that encourages this social energy is required to achieve this; if for instance an employer has a no talking policy or discourages general chatting in the office it is highly likely that these social benefits to the organisation will be severely affected or non-existent, affecting engagement levels at an organisational level. Cognitive energy amounts to the intellectual output an employee puts in to the role, project or task. Hence it is important that employers define jobs and tasks to adequately stretch an employee’s cognitive ability and needs. Autonomy and decision making parameters could be addressed and redefined to encourage greater cognitive input at work. The benefits of such are likely to include efficiencies to working processes and practices, increased job satisfaction and job/work flow. Physical energy relates to the amount of energy the employee places on doing the work. (EHWLC, 2013) The more energy exerted, the better the quality and quantity of work. Where an employee places a low level of physical energy to a task of job the longer it will take the employee to complete and is likely to result in poorer quality of work. Where an employee is emotionally and cognitively stimulated at work physical energy levels are likely to be higher . David Zinger refers to (Loehr, Schouartz 2003) findings where they say that Physical energy equates to the quantity of energy, emotional equates to quality of energy and mental (cognitive) is the focus of energy. They say that there is a need for lots of high quality energy to provide us with focus and force to achieve results. (Zinger, 2013) 1. 3 Compare and contrast employee engagement with other related concepts; ‘flow’, organisational commitment, job involvement and job satisfaction. Table 1. HR ConceptSimilarities to employee engagementDifferences to employee engagement FlowImmersed in the job or a particular element of the role, task or project. Loses track of time and demonstrates a high level of engagement to the given activity. Use of cognitive and physical energy. Not engaged in the whole picture, loves the job/part of, but doesn’t connect with the rest of the role/organisation. No indication of emotional engagement/communication. Organisational CommitmentAttracted to the company Brand and values. Very emotionally involved, enjoys the social aspects of work. An ambassador of the organisationNot necessarily engaged with the job, physical and cognitive energies surrounding the job may be low of absent. Job InvolvementA great commitment to the job or position, exercises discretionary effort (physical and cognitive energy to the role) losses oneself in the role (absorbsion) similar to ‘flow’. Not engaged with the organisation as a whole, could lack in emotional engagement, and may not be interested in the organisations values/brand. Job SatisfactionTotally satisfied in the role and environment. Job meets intellectual needs (cognitive) Is happy with work life balance, level of responsibility and reward. Doesn’t mean that the employee is exercising discretionary effort in the role. Personal happiness, however may not be meeting the needs or requirements of the role or the organisation. Potentially missing the emotional and physical elements required for employee engagement. As you will see from the above table it is important to address all areas if an organisation wants to achieve employee engagement. One successful concept alone may provide some basis for engagement, but unless combined organisations will not experience the benefit of an engaged workforce and fundamental issues will affect the performance of the organisation. Some example of the possible impacts follow; ‘Flow’ would be where sales man (A) enjoys meeting with new prospective clients and achieves lots of face to face meetings that are really effective at opening up opportunities for a sale, but is disengaged with the admin side of his role and fails to follow up with a quotation or other information. The sale would not progress into new business, thus failing to meet the purpose of his role. Similarly sales person (B) loves the company brand and values has great (organisational commitment) and is always very positive about the company when speaking with management and other colleagues but hates meeting new people and therefore puts all his energies into preparation and admin and fails to get the sales process off the ground. 3. 1 Explain why employee engagement is an increasingly vital dimension of HR polices, strategies and practices. Employee engagement is a hot topic at present largely due to the economic downturn. (Personnel today, 2009) Eric Michels thinks that company leaders are looking to ‘sweeten up their staff’ following the ‘ruthless cost-cutting, knee-jerk decisions and general short-term panic during a difficult economic downturn’ to prevent employees leaving the organisation when the recession ends. Redundancies are rife and businesses are struggling to make ends meet and these challenging times are taking their toll on employees. Organisations that fail to communicate openly and honestly with their employees are creating an environment of insecurity and disengagement. Pre 2008 before the onset of the recession, employees had more confidence in leaving an organisation to start a new job if and when they felt the time was right, however since the recession the number of people out of work and struggling to get back into employment has risen significantly which is broadcasted all over the media has left people reluctant to leave their employment even when they are totally disengaged. Zinger, 2010) comments that people may often leave organisations when they feel disengaged, however he says that it could be even worse if they didn’t. A disengaged employee is likely to make mistakes that can often be costly, dips in service level and productivity which can be detrimental to the bottom line not to mention damaging to the company’s reputation and brand. It is therefore becoming increasingly vital for H R to implement policies, strategies and practices that prompt employee engagement. David Zinger comments that ‘employee engagement is vital in recruitment, retention, and satisfaction. Employee engagement cannot be bought, but can be influenced by organizations. Although employees are responsible for their own engagement, we are all accountable for everyone’s engagement. (Zinger, 2010 ) 3. 2 Evaluate the business benefits likely to accrue from a culture of employee engagement – benefits for the organization, its executives/managers, its workforce and its customers. (People Management, 2011) report on the Nampak Plastics culture change programme which transformed staff engagement. The Key HR initiatives introduced at Nampak to improve employee engagement were initiated by Eric Collins, Managing Director. Collins had devised and circulated an employee attitude survey which had highlighted the extent of how dis-engaged the work force actually were. Collins then made himself available to the staff by holding ‘Challenge Collins’ sessions where he heard employees grievances face to face. Following this Nampak also ran focus groups to find out what employees felt would make Nampak a better place to work. After identifying the key areas of change which were; Communication about what was going on in the business/training and development opportunities and feedback on their performance, Nampak introduced a country wide performance management system that promoted personal development, training for the managers to conduct the appraisals and feedback to staff amongst other various training programmes. Nampak also instigated a Corporate Social Responsibility programme which engaged staff though making connections with local schools to introduce Nampak as a good place to work to the students. Some of the students were children of the employees at Nampak; this was seen as one of the key and most successful employee engagement initiatives implemented at Nampak. The benefits that Nampak took from the three year transformation were; an increase in the Gallup satisfaction rating from 2. 7 out of 5 to 3. 05 which resulted in an improvement to the overhead costs, these decreased by 6. 7 per cent per million bottles made without having to make any cuts or closures. There was also a significant reduction in customer complaints which benefitted both the business and the customer. The business benefitted through customer satisfaction and retention whilst the customers were in receipt of a better product and overall service. The executives who are often target driven saw a decrease in overhead costs which increaseshelped them achieve their targets and over and above that I am sure that future change initiatives will receive a lot more ‘buy in’ from the workforce making it easier to administer change. Further benefits that might be seen by Nampak managers are an increase in discretionary effort applied by the workforce. Not forgetting the huge benefits the workforce will have enjoyed such as personal development and greater overall job satisfaction. The CSR seemed to encourage pride in the employee’s workplace which will have encouraged organizational citizenship. All in all, a healthy combination of employee engagement initiatives that contributed to some fantastic results . 3. 3 Explain the application of employee engagement through job design, discretionary behavior, role autonomy and organizational citizenship. Employee engagement comes from many different contributing and complimentary factors. Some of these are through job design, discretionary behavior, role autonomy and organizational citizenship. Therefore it is important to look at each of these to see how/when employee engagement is applied in these ways. Job design – If the job is stretching, challenging, achievable and requires team working and autonomy employees are likely to engage better in their role as all of these encompass the three principle dimensions of employee engagement as defined in 1. above. If the role is not meeting these dimensions then the job design should be addressed to see if the level of responsibility/autonomy or skill required can be increased to make the role more challenging. Where the job is unachievable due to a lack of training or skill, mentoring or formal training could be given. The difficulties arise when people are resistant to change, budgets do not allow for training, or increases to rem uneration where added responsibility is taken on. Some organizations have a very hierarchical decision making process which could cause a barrier when addressing the level of autonomy or decision making in job design. Employee engagement is applied through organizational citizenship. This encompasses things such as well-being and work life balance policies and cultures. Work life balance is a relatively new concept following the implementation of the ‘Flexible working request’ on the 06th April 2003 allowing parents to request flexible working to help with childcare responsibilities. Since then flexible working and work life balance has been a hot topic and is constantly evolving as it is now recognized as being mutually beneficial to both employers and employees. The Work life balance culture and employee engagement survey conducted in 2007 reported that there was not a clear relationship between work-life balance and discretionary effort. (see below discretionary effort by work life balance), ‘while those who strongly agreed that they had good work-life balance were most likely to say they would go the extra mile if needed (73%), this was not markedly ahead of those who did not have good work-life balance (66%). And those with poor work-life balance were more likely to go the extra mile than those who just agreed, rather than strongly agreed, that their work-life balance was good (52%). ’ However eemployee engagement and was high across the board with a high combined agreement score and that this was associated with good work-life balance (see employee engagement by work life balance). (Equal Opportunities Trust, 2007 ). Recognised benefits for introducing work-life balance policies for employers include: †¢reduced staff turnover rates lower recruitment and training costs, associated with reduced turnover †¢becoming a good employer or an employer of choice †¢increased return on investment in training as employees stay longer †¢reduced absenteeism †¢reduced use of sick leave †¢reductions in workers stress levels †¢improved morale or satisfaction †¢greater staff loyalty and commitment †¢improved productivity (Queensland Government, 2012) 4. 1 Analyse the findings of recent research evidence concerning the incidence of employee engagement. According to the report (Macleod, Clarke 2009) put to the government; the incidence of employee engagement within businesses across the UK appears to be fairly sparse. This is largely due to the lack of awareness business leaders have regarding the benefits that an engaged workforce can bring to the organisation. The report finds that there is a clear correlation to high employee engagement and a positive increase to financial results and a clear link between disengaged workforces and a negative impact to the financial results of companies evaluated. The report is written to the government to encourage increased awareness of the positive impact employee engagement can have on individual businesses and the UK economy to aid in the recovery of the recession. Rt Hon Lord Mandelson says that ‘Britain’s economic recovery and its competitive strengths in a global economy will be built on strong, innovative companies and confident employees; there has never been a more important time to think about employee engagement. ’ The report indicates that there is a wide variation in engagement levels in the UK both within and between organisations. However AON Hewitt (2012) reports that 58% of employees worldwide are engaged against 42% who are somewhat or not engaged meaning four out of 10 employees worldwide are not engaged. The engagement top drivers are; career opportunities, recognition and organisational reputation. And focus on Business unit leadership and HR practices and brand alignment are not being given so much attention . 4. 2 Assess differences in levels of employee engagement based on gender, demographic and other factors. The workplace survey (WERS) conducted in 2004 demonstrated that job-related satisfaction varied across workplaces suggesting that it was partly determined by the workplace itself not just by demographics. There is also evidence that younger employees are looking for more out of work than there salary and will be demanding more flexible working to help with work-life balance. In KPMG’s case study the enormity of the requirement for flexible working was demonstrated when the company suggested implementing a flexible futures programme which consisted of working a four day week or reduced hours due to a business need, not an employee need. The expectation was 65% voluntary agreement; however 85% volunteered for the reduction in hours. It is also reported young graduates want a ‘choice and a voice’. Meaning that they want to be listened too, feel that there ideas are given consideration and are seen of value. Organisations that continue to use a ‘command and control’ management style are unlikely to engage these young people in their organisations and jobs. Admiral Sir Mark Stanhope, the Royal Navy’s Commander-in- Chief Fleet commented that even the Navy expect young soldiers’, both men and women to ask the question ‘Why’ and get a satisfactory answer in response before they will be willing to obey orders unquestioningly when they are on the front line. AON Hewitt (2012) illustrates engagement distribution by generation as follows; Baby Boomers (born 1946-1964) are the most engaged globally as a whole and continents such as Asia Pacific, Europe, Latin America and North America, Generation X (born 1965-1978) came in approx. % under and the Millennial generation (born 1979-Present) as the least engaged group approx. a further 5% under generation X. AON Hewitt (2012) also looked at engagement levels by gender in 2011 and found that a higher percentage of males were engaged than females globally and in Asia, whereas females were more engaged than their male counterparts in Latin America and North America and throu ghout Europe males and females were equally engaged. Disengagement globally and through all regions mentions were equally distributed with as many male and females disengaged . Bibliography 1. CIPD revised July 2010, Employee Engagement 2. David Zinger 18th Jan 2010 – Employee engagement for all – http://www. davidzinger. com/engagement-principles/ accessed pm 31. 01. 2013 3. Bligh, Riggio (2013) Exploring distance in leader-follower relationships, Taylor Francis Group page 110 4. Ealing, Hammersmith and West London College Jan 2013, Employee Engagement (5EEG) 5. David Zinger 07th Feb 2012 – Five Ways to Enliven Energy for Employee Engagement – http://www. davidzinger. om/five-ways-to-enliven-energy-for-employee-engagement-13334/ accessed pm 31. 01. 2013 6. David Zinger 18th Jan 2010 – Employee engagement for all – http://www. davidzinger. com/engagement-principles/ accessed pm 31. 01. 2013 7. Personnel today, Eric Michels 08th Oct 2009 – http://www. personneltoday. com/articles/08/10/2009/52467/employee-engagement-the-latest-hr-buzzword. htm accessed pm 31. 01. 2013 8. David Zinger 18th Jan 2010 – Em ployee engagement for all – http://www. davidzinger. com/engagement-principles/ accessed pm 31. 01. 2013 9. 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The Military Sealift Command

Executive Summary The Military Sealift Command or MSC was designed to aid in the logistical and transportation needs of the United States Military, and specifically handles the transportation, supply, and personnel needs of the U.S. Navy and other seafaring vessels in the U.S. military.Advertising We will write a custom essay sample on The Military Sealift Command specifically for you for only $16.05 $11/page Learn More Today, the MSC has three main divisions, including the Naval Fleet Auxiliary Force, the Special Missions Program, and the Prepositioning Program. Each subdivision operates under the jurisdiction of the federal government and employees a variable mixture of civilian mariners and enlisted officers. The purpose of this strategic plan is to further describe the current configuration of MSC, its operational nature, the overall vision and value system, and the foreseeable risks and opportunities in the future. Also, this plan will detail the im plementation of the most effective business strategy for the plan future endeavors as well as briefly outline a basic risk management plan. Based on available information, and a clear assessment of the foreseeable risks and responsibilities into the future, this strategic plan will suggest that the best operational framework in which MSC can operate is within an entrepreneurial system, where certain, logistical and routine needs are meet through the contracting of private entities who meet all the criteria for federal employment and contracting. Through this delegation of responsibility, MSC can more easily handle the more immediate needs of coordinating the logistical and transportation support needed by the U.S. Military and associated research and development vessels. Company Background Prior to 1949, marine transportation was controlled by four separate governmental agencies. However, after the end of World War II, it was determined that a singular entity would be better prepare d to handle and supervise the multi-faceted arena of sea transportation and logistical support for the United States Department of Defense. Thus, the Military Sealift Command (MSC) was formed. The MSC has always assumed the responsibility for ocean transportation for the military and other governmental entities.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More In modern times, MSC is utilized by the U.S. military and their civilian counterparts for the logistics and transportation of such things as fuel, humanitarian aid, research vessels, and military and civilian maritime personnel around the world. In addition, MSC vessels have also played a vital role in the nation’s fight against terrorism.Nearly 16 billion gallons of fuel as well as 110 million tons of supplies and equipment were delivered by MSC in 2008. In addition, medical vessels operated by MSC have been able to treat thous ands of patients worldwide. Organizational Mission The organizational mission of the Military Sealift Command is fivefold: provide quality services to our clients, regardless of their needs, provide quality assistance to help them achieve their short and long term goals, to provide support to the Global War on Terrorism, to develop and maintain a support system for all staff and employees, ensure that our resources, including maritime and personnel are always able to meet the needs of our clients, now and in the future. In order to meet these goals and the changing demands of the maritime environment, the MSC is divided into three main subgroups. These subgroups include the Naval Fleet Auxiliary, the Special Mission Program, and the Prepositioning Program. The organizational structure of each of these sub-groups is described in the following paragraphs. Naval Fleet Auxiliary Force This subdivision of MSC contains more than 40 ships which are used for organizing the supply to the U S Navy vessels by sea. The ships deliver such things as food, fuel, ordnance, replacement parts, mail service, and other necessary supplies. This resource allows naval vessels to remain at sea, and to have the ability to respond quickly during times of military or humanitarian need. Moreover, the Naval Fleet Auxiliary Force is also responsible for towing and salvage operations along with medical and rescue services. Individual ships are manned by a crew of civil service mariners, and may contain a small group of naval personnel aboard for operational support. The vessels are also operated under governmental ownership. Special Missions Program This section of MSC operates a total of 25 vessels which provide operational platforms and command vessels for both research and military ventures. Routine missions may include such things as oceanographic surveys, underwater surveillance, as well as hydrological and acoustic surveys, and various other missions involved in wartime support. Thes e services are supplied to such entities as the U.S.Advertising We will write a custom essay sample on The Military Sealift Command specifically for you for only $16.05 $11/page Learn More Fleet Forces Command, the Oceanographer of the Navy, the U.S. Air Force, the Strategic Systems Programs Office of the U.S. Navy, and the United States Environmental Protection Agency to name a few. The majority of ships within this section of MSC are operated by civilian mariners that work for private companies contracted by MSC. Also, some ships are operated by a hybrid crew, consisting of both civilian and military personnel that work under the supervision of a U.S. Navy captain. Prepositioning Program This portion of the MSC aids in the readiness strategy of the United States Military. Prepositioning is the act of placing military equipment and key supplies on designated vessels located in significant locations at sea. This ensures the availability of resources dur ing times of increased conflict, war, a humanitarian operation, or other contingency. A total of 32 pre-positioning ships are in use by MSC to support all branches of the U.S. military and coalition allies. The Prepositioning fleet includes vessels owned by the U.S. government, chartered vessels, and ones that have been activated from the Maritime Administration Ready Reserve Force. The private contractors employed by the federal government are responsible for selecting the candidates for the crew of the ships which consist mainly of civilian mariners. Vision The overall vision of the Military Sealift Command is to deliver the most innovative and efficient delivery of resources and solutions within the maritime community (Military Sealift Command organization). Value Statements Above all else, Military Sealift Command values the people that make the realization of its vision and mission a reality. These include the employees, the clients, both military and civilian, and those who ar e affected by what we do for the military community, here and abroad. MSC also places a high value on maintaining a transparent and quantitative decision making process that is highlighted by professionalism, efficiency, and innovation.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Environmental Scan In order to assess and create an effective strategic plan, it is necessary to conduct an assessment of the external, internal and economic factors that will affect the Military Sealift Command. The following subsections will provide a summation of those factors. External Factors The following factors have been designated as external factors that would have a significant influence on MSC: access to global ports and sea-lanes, poor or inadequate infrastructure development, type of information and communication technology utilized, government regulations and fiscal restraints, and investment in new technology. Access to Global Ports and Sea-Lanes In the changing world of global dynamics, the transportation of materials and personnel to international ports and through international sea-lanes is becoming more crucial. Perceived opponents to the successful transportation of goods and services would undoubtedly try to prevent access to certain global ports and sea-lanes, critically affecting the ability of MSC to provide quality resources and personal to our clients. The freedom of access is crucial to the global economy as it facilitates the movement of both resources, and the natural growth and expansion of free trade. The inability of MSC to travel effectively would mean that that the supported presence of the United States Navy has the potential to be adversely effected in a number of established locations. Infrastructure Development Another significant external factor facing the MSC is the challenge of poorly developed or inadequate infrastructure in areas that the U.S. has shown future interests. The areas in question often lack the transportation and logistical necessities found in most developed areas, including airports, seaports, and established road networks. In addition, many of these areas have poor or inadequate water resources, poor sewer or electricity services. These shortcomings will most likely become a direct hindrance to the de ployment of military personnel and their support personnel by the United States and allied countries in a response to humanitarian necessity. Information Technology and Communications While current information technology and communication systems are important to the success of any military operation, the advancement of technology in this area also has the potential to cause problems for the military as well. Perceived opponents also have the opportunity to gain significant technological advances, including the technology currently being used by the United States military forces. These acquired technologies can then be utilized to attack, disrupt, or even degrade the ability of the U.S. military to communicate effectively. Governmental Regulations and Fiscal Restraints Since the military, and indirectly MSC operate under the supervision and guidance of the United States government, they must adhere to any and all regulations, budgetary restraints, and laws that could directly or ind irectly affect them. Currently, the United States government is having to manage a significant budget deficit which has affected many military operations, and therefore the ability to utilized support companies such as MSC. Investment in New Technology Based on the growing determination of the perceived enemies of the United States to utilize new and innovative technology to win the war on terrorism, it is essential that the United States government in new and remodeled programs, improved platforms. This will ensure the continued dominance of the United States military and their allies on the global stage. Internal Factors In addition to numerous external factors that influence the strategic planning of MSC, there are also a number of internal factors that must be accounted for. These include various strengths and weaknesses that have been revealed by a detailed analysis of the internal environment. A SWOT (Strengths, Weaknesses, Opportunities and Threats) analysis was conducted for Military Sealift Command. It focused on four main areas, including resources, funding, naval-maritime relationships, and workforce. MSC Resources At the current time, MSC operates approximately one hundred and eleven non-combatant civilian-crewed ships worldwide. The MSC also operates approximately fifty military ships that are currently on standby, ready for military use. The headquarters of MSC is located in Washington D.C., and auxiliary branches are located throughout the county. MSC employs approximately 8,000 employees that are comprised of both military and civilian personnel. In addition, another 4,000 civil servants derived from both the United States Marines and federal governments are utilized to strengthen its non-combatant naval auxiliary and special mission ships. Funding There are two major sources of fiscal resourcesfor MSC. These include the transportation working capital and the navy working capital fund. Each funding source is designated for a set of unique purpo ses. The purpose of the Transportation working capital is to finance the operation of sealift services, while the main purpose of the navy working capital fund is to support the naval taskforce, operations, and other military entities. It should be noted that MSC does not obtain funding through its command operations. Operational funding is provided through either a working funds capital, or from invoicing of MSC clients. These are the financial resources utilized by MSC to finance its command operations. MSC is a non-profit making entity, and therefore no profits are built into the budget. Naval-Maritime Relationship According to the Voluntary Intermodal Sealift Agreement (VISA) of the 1990s, an agreement was reached between the US government and the maritime industry. The purpose is to provide joint planning and assured access for the commercial ships at rates agreed upon in cases of national emergency. VISA allows the United States military to use the offshore transport equipment as well as private ships during emergencies, and in times of war. The treaty also allows the government to provide the maritime industry subsidies, and or contracts that involve the transportation of military equipment in times of peace. This enables the establishment of a relationship between the private firms and military, which can later be used during times of conflict. Workforce MSC’s workforce consists of approximately 9,000 employees worldwide. Approximately 80% of those employees are working at sea. The majority are mariners who are employed through a civil service in their respective federal governmental agencies. Other portions of MSC employees work for private firms as commercial mariners, civil servants, or as members of the reserve military. All MSC ships are operated by civilians, as opposed to naval vessels which are operated by military personnel. While operated by civilians, MSC vessels still may be involved in military operations during times of war or conf lict through the transport of military supplies, and communication equipment. This is accomplished through the use of small military compartments and departments that are specifically designed to facilitate these operations. Strength Analysis Based on the information provided above, MSC strengths include a highly trained workforce and a management system that is focused on both quality and safety considerations. Weakness Analysis Despite its apparent strengths, there are a number of weaknesses that have become apparent in the analysis of MSC. One such weakness is the relatively slow hiring process for new shoreline employees. Another weakness is the scarcity of available resources for use by MSC to support military operations in the forms of force sustainment, delivery of combat equipment, fuel, vehicles, ammunition in times of war and peace. This apparent shortfall of supplies has, unfortunately led to misappropriate use of funding in the past. This misuse is due in part to decisio ns made during mission implementation, where the priorities are not financial, but rather logistical. Another weakness, specific to military personnel is the added performance pressure that is experienced due to high turnover rate and the expectation of high performance and promotions. Often these personnel face the dilemma of choosing between careers and professional interests when they are involved in the decision making process (MSC, 2010). Economic Factors In addition to internal and external factors that the MSC strategic plan has identified, there are also a number of economic constraints that can be considered to have both internal and external components. One such economic influence is the changing use and need for energy resources. Since a larger percentage of fossil fuels are being utilized by emerging countries, these limited resources will most likely become unavailable in the foreseeable future. Therefore, alternative energy sources must be found and developed for use b y the U.S. military and their associated civilian operations (MSC 2010). Strategy Organization The primary objective of strategic planning is to understand how a particular business will be implemented, operated in the future, and how the entity will manage expected risks and new developments. There are a number of available strategies that the MSC could undertake, and one of the best alternatives will be discussed in the following paragraphs. Based on information obtained, the most beneficial strategic organizational structure is that of an entrepreneurial company (Pearce, Robinson, 2004, p 34). This assessment is based on a number of criteria, including the expected enhancement of the effectiveness and efficiency in MSC operations. The extensive amount of business management knowledge that has been made available to entrepreneurial systems will allow for a more seamless operation of administrative functions. In addition to operating under an entrepreneurial model, it is also impor tant for MSC to adopt the use of external resources such as outsourcing services that are designed to meet specific criteria and functional uses. By outsourcing certain routine aspects of their operations, some financial resources may be made available for additional employee benefits, additional research and development, or to provide a more stable financial foundation for future endeavors. Another possibility is to utilize more of the civilian workforce than is currently. In most cases, military personnel demand a higher wage, and more benefits than their comparable civilian counterpart. By using more of the civilian resources available, MSC could potentially reduce its overall cost of doing business. Implementation Plan While developing this implementation plan, one should first identify the major objectives that have to be attained by Military Sealift Command. These objectives are as follows: Establish more productive partnerships with private suppliers; Improve HR management i n the organization, especially when we are speaking about slow hiring process and high turnover of military personnel. Increase the speed of internal operations within the agency; Develop better control mechanisms over the resources. The achievement of these objectives is crucial for the effective functioning of the MSC. However, in order to reach these goals one has to single out a set of specific tasks. They can be presented in this way: Make a call for tender in order to attract private contractors. The private contractors of MSC have to be assessed in terms of their reliability, pricing policies, experience in the field, and ability to collaborate with military agencies. Set more stringent accountability standards for private contractors. One of the key issues, faced by MSC is the inability of this organization to control contractor-operated ships. The thing is that in many cases, MSC has to be twice for the same job (GAO, 1995, p 2). They need to make sure that the prices of contractors are reasonable and that overhaul work is done properly. Purchase or design an ERP (Enterprise Resource Planning) application that would enable the administration to gain a better control over such areas as human resources, financial reporting, supply chain, etc. Establish a department that would be occupied solely with the recruitment of the civil personnel. As a rule, Military Sealift Command often has to deal with numerous employment agencies, acting as mediators between the employer and the candidate and a result the process of hiring is usually very slow. Therefore, it is advisable to incorporate this agency into the structure of MSC. Review and modify remuneration policies of MSC. It has been mentioned before, the turnover rate in MSC is very high. In part, it can be explained by the fact that the employees are not content with the compensation that they receive for their work or they may be dissatisfied with the way their performance is assessed. It is possible to single out several milestones in this plan: the beginning of tenders and their ending; the design and installation of ERP system; the adoption of new accountability standards. The efficiency of this plan should be measured according to such parameters as the speed of operations, organizational costs, and turnover rate within the company. The administration of MSC has to establish at least workgroups, which would do the following tasks: organization of tenders and assessment of the offerings, made by various private entities; the evaluation of reporting practices within organization and development of new accountability policies; the design of ERP system; recruitment of the civil personnel. Such allocation of human resources seems to be the most appropriate for the needs of MSC. When speaking about the budget estimations, we need to say that it is too early to make them now because at first it is necessary to assess IT needs of the organization. Only on the basis of this assessm ent one would be able to determine what kind of software and hardware is needed by MSC. Besides, one would have to determine the costs of tenders and the costs of creating a new HR department in the organization. Without these data, it is rather difficult to carry out break-even analysis. At this point is rather difficult to set some specific deadline for the implementation of plan. However, we may argue that it will take MSC at least a year and a half to put the plan into execution because tendering process and the development of ERP system are very time-consuming. Overall, the implementation of this plan depends on several success factors: the availability of funding and the willingness of the employees to collaborate with the administration. Risk Management Risk management and contingency planning is defined as the recognition of foreseeable risk, the development of plans to manage those risks, as well as the specific steps that will be taken to minimize the impact from currently unrecognized future risk and problems. The goals of such planning and implementation is to increase the overall prosperity of the company, assess and effectively manage current and future risks, increase the ability of the company personnel to make effective and timely decisions, and to become proactive in managing new situations. Conclusions Based on the current information, and the foreseeable risks and responsibilities in the future, it is believed that the best strategic plan of operation for the MSC is to create a system modeled after entrepreneurial businesses, where coordination is handled by a more centralized administration, and certain routine or other logistical needs of the clients are met through subcontracting qualified private companies. Through this division of labor, it is believed that MSC will be more able to handle the changing risks and operational needs of its clients. Reference List Barney, J. B. (2007). Gaining and sustaining competitive advantage. Upper Sad dle River, NJ: Pearson Prentice Hall. Government Accountability Office. (1995). Weak Control and Management of Contractor-operated Ships. Government Accountability Office. Web. Military Sealift Command organization. (n.d.) n.a. Web. Pearce, J., A., Robinson B. (2004) Strategic management: Formulation,  implementation and control. Boston, MA: McGraw-Hill. This essay on The Military Sealift Command was written and submitted by user Zayden Tyson to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

10 Things You Dont Know About Albert Einstein

10 Things You Dont Know About Albert Einstein Most people know that Albert Einstein was a famous scientist who came up with the formula Emc2. But do you know these ten things about this genius? He Loved to Sail When Einstein attended college at the Polytechnic Institute in Zurich, Switzerland, he fell in love with sailing. He would often take a boat out onto a lake, pull out a notebook, relax, and think. Even though Einstein never learned to swim, he kept sailing as a hobby throughout his life. Einsteins Brain When Einstein died in 1955, his body was cremated and his ashes scattered, as was his wish. However, before his body was cremated, pathologist Thomas Harvey at Princeton Hospital conducted an autopsy in which he removed Einsteins brain. Rather than putting the brain back in the body, Harvey decided to keep it, ostensibly for study. Harvey did not have permission to keep Einsteins brain, but days later, he convinced Einsteins son that it would help science. Shortly thereafter, Harvey was fired from his position at Princeton because he refused to give up Einsteins brain. For the next four decades, Harvey kept Einsteins chopped-up brain (Harvey had it cut into 240 pieces) in two mason jars with him as he moved around the country. Every once in a while, Harvey would slice off a piece and send it to a researcher. Finally, in 1998, Harvey returned Einsteins brain to the pathologist at Princeton Hospital. Einstein and the Violin Einsteins mother, Pauline, was an accomplished pianist and wanted her son to love music too, so she started him on violin lessons when he was six years old. Unfortunately, at first, Einstein hated playing the violin. He would much rather build houses of cards, which he was really good at (he once built one 14 stories high!), or do just about anything else. When Einstein was 13-years old, he suddenly changed his mind about the violin when he heard the music of Mozart. With a new passion for playing, Einstein continued to play the violin until the last few years of his life. For nearly seven decades, Einstein would not only use the violin to relax when he became stuck in his thinking process, but he would also play socially at local recitals or join in impromptu groups such as Christmas carolers who stopped at his home. Presidency of Israel A few days after Zionist leader and first President of Israel Chaim Weizmann died on November 9, 1952, Einstein was asked if he would accept the position of being the second president of Israel. Einstein, age 73, declined the offer. In his official letter of refusal, Einstein stated that he not only lacked the natural aptitude and the experience to deal properly with people, but also, he was getting old. No Socks Part of Einsteins charm was his disheveled look. In addition to his uncombed hair, one of Einsteins peculiar habits was to never wear socks. Whether it was while out sailing or to a formal dinner at the White House, Einstein went without socks everywhere. To Einstein, socks were a pain because they often would get holes in them. Plus, why wear both socks and shoes when one of them would do just fine? A Simple Compass When Albert Einstein was five years old and sick in bed, his father showed him a simple pocket compass. Einstein was mesmerized. What force exerted itself on the little needle to make it point in a single direction? This question haunted Einstein for many years and has been noted as the beginning of his fascination with science. Designed a Refrigerator Twenty-one years after writing his Special Theory of Relativity, Albert Einstein invented a refrigerator that operated on alcohol gas. The refrigerator was patented in 1926 but never went into production because new technology made it unnecessary. Einstein invented the refrigerator because he read about a family that was poisoned by a sulfur dioxide-emitting refrigerator. Obsessed Smoker Einstein loved to smoke. As he walked between his house and his office at Princeton, one could often see him followed by a trail of smoke. Nearly as part of his image as his wild hair and baggy clothes was Einstein clutching his trusty briar pipe. In 1950, Einstein is noted as saying, I believe that pipe smoking contributes to a somewhat calm and objective judgment in all human affairs. Although he favored pipes, Einstein was not one to turn down a cigar or even a cigarette. Married His Cousin After Einstein divorced his first wife, Mileva Maric, in 1919, he married his cousin, Elsa Loewenthal (nee Einstein). How closely were they related? Quite close. Elsa was actually related to Albert on both sides of his family. Alberts mother and Elsas mother were sisters, plus Alberts father and Elsas father were cousins. When they were both little, Elsa and Albert had played together; however, their romance only began once Elsa had married and divorced Max Loewenthal. An Illegitimate Daughter In 1901, before Albert Einstein and Mileva Maric were married, the college sweethearts took a romantic getaway to Lake Como in Italy. After the vacation, Mileva found herself pregnant. In that day and age, illegitimate children were not uncommon and yet they were also not accepted by society. Since Einstein did not have the money to marry Maric nor the ability to support a child, the two were not able to get married until Einstein got the patent job over a year later. So as not to besmirch Einsteins reputation, Maric went back to her family and had the baby girl, whom she named Lieserl. Although we know that Einstein knew about his daughter, we dont actually know what happened to her. There are but just a few references to her in Einsteins letters, with the last one in September 1903. It is believed that Lieserl either died after suffering from scarlet fever at an early age or she survived scarlet fever and was given up for adoption. Both Albert and Mileva kept the existence of Lieserl so secret that Einstein scholars only discovered her existence in recent years.

Crystal Frost Window Paint

Crystal Frost Window Paint Grow non-toxic crystals on your window that look like frost. These easy crystals grow in a few minutes and give you the effect of frost, even if its warm! Crystal Frost Materials 1/3 cup Epsom salt (magnesium sulfate)​1/2 cup hot waterFew drops liquid dishwashing detergent Prepare the Crystal Frost Paint Dissolve the Epsom salt in the hot water.If the salt doesnt completely dissolve, microwave the solution for about 30 seconds.Add a few drops of liquid dishwashing detergent. The detergent helps make the crystals easy to wipe away when youre done with them.Use a paper towel or rag to wipe a window with the solution. Crystals will form in a matter of minutes. Helpful Tips and Tricks Make certain the Epsom salt is dissolved. If there are salt grains in the solution then the window will have uniform crystals rather than random-looking frost.Use your finger to write on the window. The invisible text will act as a center for crystal growth, producing an interesting effect.Other smooth surfaces work well. Try a mirror, a metal pan or a translucent plate.When youre done with the frosted window, you can wipe it away with a damp cloth. View a video of this project, including time-lapse photography of crystal growth.

Discussion u10d1, u10d2, u10d3 Coursework Example | Topics and Well Written Essays - 750 words - 1

Discussion u10d1, u10d2, u10d3 - Coursework Example On April 5, 1998, when Mars Global Surveyor flew over Cydonia for the first time, Michael Malin and his Mars Orbiter Camera (MOC) team snapped a picture ten times sharper than the original Viking photos. There was no alien monument after all. The Face on Mars is located at 41 degrees north martian latitude where it was winter in April 98 -- a cloudy time of year on the Red Planet. The camera on board MGS had to peer through wispy clouds to see the Face. Perhaps, said skeptics, alien markings were hidden by haze. Nevertheless, on April 8, 2001 -- a cloudless summer day in Cydonia -- Mars Global Surveyor drew close enough for a second look. Malins team captured an extraordinary photo using the cameras absolute maximum resolution." Each pixel in the 2001 image spans 1.56 meters, compared to 43 meters per pixel in the best 1976 Viking photo. The first feature to arouse the interest of both the scientific community and the general public was the detection of a â€Å"face-like† anomaly in the area known as Cydonia, a plain in a transitional region between heavily cratered southern highlands and the smooth northern lowlands; the so called â€Å"Face of Mars†. It was photographed by the Viking 1 Orbiter in July 1976 while making detailed imaging for the selection of the landing site for the Viking 1 Lander. The image of the â€Å"Face† gained immediately great publicity and a keen interest in, along with various speculations on, the origin of the familiar looking formation. There are strong advocates for the interpretation that this feature with a length of 2,5 kilometres and a height of 250 metres is artificial, being some kind of a vast monument or perhaps a cenotaph. Later images taken by various orbiters having instruments with higher resolution than those onboard Viking 1 has lent credence to the view of the Face being a natural formation, a rocky hill or mesa with crevices on top simulating the features of a giant face

Film and Literature Comparison Essay Example | Topics and Well Written Essays - 1000 words

Film and Literature Comparison - Essay Example Brent Staples' "A Brother's Murder" first appeared in an edition of New York Time Magazine in 1986 in a column for personal essays called "About Me". Brent writes articles and editorials for the New York Times even at present and even now he deals with life in the streets. However, he is yet to find a solution to the questions he had raised and the other problems he had discussed in "A Brother's Murder".The various themes of the essay include diversity, multiculturalism, family, community, politics, but above all, it focuses on the individual-society interplay. The sense of place is a significant theme of the essay. We can locate more than one definition of place in this essay. We are informed in the fourth paragraph that Brent's brother, Blake, loved the very street which Brent shunned. Brent never found himself at home in the environment in which they grew up. It was Chester, Pa., a threatening, poverty-stricken, industrial slum southwest of Philadelphia. Therefore, he left his hometown after college to join the graduate school and became a journalist later on whereas Blake rejected a decent life and gave in to the violent life in the street. Blake was only 22 years old when he was murdered. Wearing a mask, the murderer fired six times at Blake and then fled in a car. The man who killed him was young too. He was only 24. Perhaps no one would believe that these two used to be the closest of friends. What is most shocking is the reason for the murder. In fact, it was one of the most unreasonable killings. The reason was as trivial as an argument over a girlfriend. One would like to know how a friend can so unnaturally kill another over such a trifling matter! This behavioral disorder is the gift of the society in which these two were brought up.