Comentary On Line Training Essay -- Training Job Workforce Essays

Comentary On Line Training Constant training, retraining, job-hopping, and even career-hopping, will become the norm, predict Mary O'Hara-Devereaux and Robert Johansen (qtd. in Pritchett 45). This makes the trainer's position all the more valuable in the work place. The demand for training will continue to increase as employees move more frequently from job to job. It is important that trainers realize and act upon this fact. Training programs will need to fit the changing needs of the work force. Many of the employees will enter a new position with prior experience and need to be brought up to speed quickly. Optimization of resources, in this case the resources each new employee brings to the company, will be important. The implementation and use of training programs within companies is many times a vital resource that assists in the overall success of the company. "Industrial leaders have made it clear that one important factor for attaining economic competitiveness is adequate levels of knowledge and skills in the work force" (Gordon 2). Training departments strive to prepare employees to optimize their potential for success within the company. At the same time, these training programs should be optimizing the potential of their department. In order to do this, training departments need to reassess their training programs. There are numerous opportunities available through multimedia such as the Internet, online training programs, CD-ROM training, and many more. Trainers need to continually to be aware of their surrounding and the environment they work within. Many facets of the corporate world impact the workplace environment, and these facets continue to change at ever-increasing rates. As part of the Informa... ...f the training experience. Works Cited Bunn, Bill E. "Multimedia Scripting." Intercom April 2000: 14-18. Chu, Francis. "Don't Train in Vain." PC Week April 2000: 1,20,22. Coleman, Mary Ellen and Carol Bahruth. "Animation." Intercom March 2000: 6-8. Gordon, Sallie E. Systematic Training Program Design. Englewood Cliffs, NJ: P T R Prentice Hall Mason, 1994. Mason, Robin and Anthony Kaye, ed. Mindweave: Communication, Computers and Distance Learning. Oxford: Pergamon P, 1989. O'Hara-Devereaux, Mary and Robert Johansen. "Global Work: Bridging Distance, Culture, and Time." Pritchett, Price. "New Work Habits for a Radically Changing World." Dallas, TX: Pritchett, n.d. Rosenberg, Nils A. "Communication for the World". Intercom May 2000: 6-9. Webb, Wendy. A Trainer's Guide to the World Wide Web and Intranets. Minneapolis: Lakewood Books, 1996.

What Are the Risks of an Extended Supply Chain?

What are the risks of an extended supply chain? In order to remain competitive, a company must offer superior quality goods or services at the lowest prices possible. Supply chain enables a company to reduce the cost while increasing the efficiency. However, there are risks that are associated with such benefits. These issues should be properly addressed when a company is trying to rely heavily on supply chain management in order to stay competitive within its industry. A company is exposed to risk by sharing confidential information to its vendors.For example, Apple recently reported that arts and specs for both the iPhone 5 and the iPad mini leaked out well before their release dates. Apple accused its vendors for information leak. â€Å"Apple’s security practices are targeted marking sure US employees don’t leak stuff, but everything comes out from China now. † A company is held accountable for its vendors being socially responsible. This includes making sure that vendors do not employ minors. For example, Nestle’s cocoa supplier, Ivory Coast, failed to pass the Fair Labor Association’s inspection because it employed children to process cocoa.Nestle’s held accountable for Ivory Coast’s violation of FLA, it will seriously damage the company’s image as well as its profits. While a proper supply chain management produces cost effective products, there is a setback as it is difficult to quality control products that a vendor produces from oversea. For example, in 2007, Toys R Us vendor Mattel produced 83 products containing lead based paint, which is hazardous to health. Consequently, Toys R Us had to recall 967,000 affected toys from reaching consumers. A natural disaster or political instability of a vendor’s country could affect a company’s operation.For example, Dallas-based Texas Instruments said late Monday that it had suffered substantial damage to its production plant in Miho, Japan an d slight damage to its Aizu-wakamatsu plant. Both facilities are located north of Tokyo in the areas most affected by the disaster. The company makes silicon wafers at its Miho plant, which are the thin pieces of silicon glass used to manufacture microchips. In conclusion, for those companies that rely heavily on extended supply chain management to remain lucrative should consider the following strategies to avoid the risks mentioned above.First, a company should have more flexibility. Flexibility, in this context, means that a company should incorporate a vendor-auditing program to make sure that it is meeting your standard. Second, a company should only share non-confidential information to its vendors to prevent them from compromising vital information. Lastly, a company should have multiple vendors to run a project in case one vendor fails to complete the project on timely manner. These are the key preventive strategy to avoid or mitigate the risks of a supply chain management.

Annoyances of my life Essay

Through my life, I can say for many reasons it is annoy. The main reasons that causes my life annoys are the following: Being a minor, the transportation, language and pressure. I have to handle all of them every day; I do have a plan to keep going and almost all of them are not permanent. First, to be 17 years old is not easy. It is a challenge for me, because I am independent but not old enough to be free. I have to ask for permission to do everything, also there is a problem to find a job. I remember when I was 16 years old I broke my finger. The doctor did not want to see me because I am minor. A lot of disadvantages are caused by my age. Transportation is one of the biggest annoyances in my life. I have to leave home more than a hour to be on time for class, If I own a car that could be about 15 minutes. I hate when the bus is more than 2 minutes late because that makes me miss the trolley. English is not my first language; It is annoy when I cannot understand anything. I do not like to have to read my books so many times to make sure I understood the lecture. It is annoy when people laugh because of my pronunciation or any spelling mistake. Learn another language is interesting but sometimes it makes me frustrate. I am a kind of person who does not feel well under pressure. My family are first to ask for more than what I can do. It makes me mad because I always do the best I can. Especially in college the pressure is greater, a lot of classes and homework. Sometimes I am scare about not pass my classes, it does not let me sleep. Pressure is super annoyed for me. In conclusion, there are several things that make my life annoy. Almost all of them have a way to be solved. I will turn 18; I will get a license and be able to drive a car. College is not forever and is for a better life, my mom and brothers will be proud of me when I done my career. Thinking positive makes me see the annoyances of my life in the good way. It is great to know I am doing my best to reach my goals.

Resourcing Talent †Aneta Bar Essay

In this report we will look at Resourcing Talent in organisation. Talent Planning describes an organisation’s commitment to recruit, retain, and develop talented employees to meet organisational needs. Factors that affect an organisation’s approach to attracting talent: There are many factors that affect an organisation’s approach to attracting talent, one of them being the image of the organisation. This has a great influence on attracting talent. An organisation with a good image may find it easier to attract and retain employees. The image of the company is based on what they do and how they are perceived. Actions like good public relations can help earn image. Also branded companies may find it easier to recruit, compared to a nameless brand. This is because they are better known to the public and therefore they have more to offer candidates such as higher salaries, benefits and bonuses. Another factor that influences attracting talent is the size of the organisation. Larger organisations may find it easier to attract talent. At Bupa where I am currently employed for as a large company is in a better position financially for recruitment and advertising and is able to attract a wider range of applicants to choose from. The size and reputation of the company has also an impact on potential candidates.The unemployment rate also has an important part to play in attracting talent. If the unemployment rate is high, it is easier for an organisation to attract talent, as the number of candidades applying for jobs is higher too. It makes it easier to attract the best-qualified applicants. Another factor is supply and demand. This refers to the availability of manpower internally and externally to the organisation. Organisations need to consider the current supply and demand. Some companies have a higher demand for more professionals and there may be a limited supply in their market. They may have to rely on internal sources by providing them with training and development. Organisation benefits of attracting and retaining a diverse workforce: It is increasingly important to attract and retain a diverse workforce. This means organisations should ensure they recruit and retain the best person from the talent base regardless of gender, sexual orientation, age, race, religion, or disability, and there are many benefits to this. It improves the knowledge of how to operate business in different cultures and countries. Diverse workforce can bring new ideas, cultural, and educational experiences which will be of great benefit to the organisation. Also employees that can speak different languages can be seen to be valuable assets to the organisation. Companies become better placed to understand international markets and represent different customers, which allows them to expand their business in different countries. It will reduce the risk of discrimination claims which means organisations should be kept up to date regarding employment legislation. Factors that affect an organisation’s approach to recruitment and selection: The recruitment and selection process is one of the biggest factors that affect an organisation’s approach to recruitment and selction as they have budget and cost restraints. If a business is financially secure than they can spend more money on the best recruitment and selection methods. Before an organisation starts the recruitment and selection process they also need toconsider the budget that is available. The company may not be able to offer attractive benefits to attract the best candidates, which could put them behind their competitors. To avoid this disadvantage online recruitment websites instead of agencies to headhunt candidates can be used achieving similar result. Another factor that can be taken to account is that some organisations have recruitment policies, which aim to provide clear guidance to managers in relation to the selection and appointment of staff. This provides them with a structured process for everyone to adhere to and ensures candidates are assessed fairly, valued and treated with respect. These policies also ensure the organisation is consistent with employment legislation. HR planning is also a key factor affecting the approach to recruitment and selection. HR planning and the recruitment and selection  process are highly related to each other. The objective of recruitment is decided in HR planning. It allows HR managers to do an analysis of the organisational needs. An example of this could be the organisational strategy may determine the need for graduates in a graduate scheme to change the organisational structure for which they will ask the HR function to conduct recruitment and selection process for hiring graduates only. Benefits of different recruitment and selection methods: There are a number of methods an organisation can use in order to recruit staff. Recruitment agencies are an effective tool as they save valuable management time and they can also decrease the administratve load for the organization. It can also remove a lot of unnecessary stress and hassle. Internal recruitment is another method used. It is cheaper and may be quicker to recruit. It also provides opportunities for promotion within the organisation, which can be motivating for staff, and they are aware of the strengths and weaknesses of internal candidates. The Internet is now a popular recruitment method that comes with many benefits. Online recruitment allows the organisation to reach a large number of candidates quicker and is cheaper. Many organisations are now using social networking sites such as Facebook, LinkedIn, and Twitter. As for selection methods online Screening & shortlisting is used very often. Initial screening of applications is usually based on an assessment of a candidate’s experience and qualifications against the job’s requirements. Scoring mechanism – easy to see how well someone fits the requirements/ easy to sort into areas of strengths Interviews remain the most common selection method, with competency-based interviews being the most popular across all sectors. All organisations continue to conduct interviews face-to-face but increasing numbers also use telephone interviews (56%) and nearly a third also use video or Skype interviews. to Face interaction – get to know the candidate. (CIPD factsheet p. 4 http://www.cipd.co.uk/resourcingtalentedplanningsurvey Face] [accessed 01 May 2014] Application Forms & CV’s. Application Forms – Ensures same information gained from all candidates to help achieve consistency.  Application forms – Makes th e selection process more fair on the other hand CV’s – benefit more applicant as existing CV can be updated and tailored to the job quickly (website used – http://employers.grb.uk.com/selection-methods, [accessed 01 May 2014] Explains at least 3 perposes of induction and how they benefit individuals and organisations: Induction is the process of introducing a new employee into the organisation. The responsibility for an induction should be shared between HR, line management, and learning and devlopment functions. There are many benefits for the new recruit as well as the organisation. A good induction reinforces positive first impressions and makes new employees feel welcome and ready to contribute fully. It is a good way to familiarise a new emploee with the culture, practices, policies, and procedures of the organisation, which will have an impact later on how they carry out their duties. In addition to this there are ‘public relations’ benefits from carrying out effective induction as an employee impressed by their choice of employer may advertise the fact and make it easier to attract new employees. Good induction also prepares the employee to compete better in a competitive marketplace, which has a direct impact on their early success and therefore also motivates the employee. In the organisation I currently work for they want people to be happy to work there and to excel in their role. Keep the excitement of starting in a new role alive with a well-planned induction. There are always some policies to learn but there should also be some thought-provoking videos to watch and some really interesting people to meet. As a sign of improvement they are planning are launching the BBS’ induction on Bupa Learn. There is also a new starter checklist for managers with an induction plan and sign off list for new starters. It is important for an organisation to use a number of methods for recruiting and selecting candidates as it has a significant impact on the future of the business. Attracting and retaining a diverse workforce is also of huge importance as it enables the organisation to attract the best talent. Lastly effective induction is crucial too. It helps the new employee to know the company better and integrate. It can also help new emploee to compete better in a competitive marketplace. Online references: CIPD Resourcing talented planning survey p.4 [online]; factsheet, [accessed 01 May 2014] http://employers.grb.uk.com/selection-methods, [accessed 01 May 2014] http://www.cipd.co.uk/hr-resources/factsheets/diversity-workplace-overview.aspx, [accessed 01 May 2014] Activity B – Interview Observation Content: 1. Job description & person specification 2. Job ad 3. Selection criteria 4. Shortlisting record 5. List of Interview questions 6. Interview assessment form 7. Notes 8. List of records from R&S process which will be retained with explanation of the legal requirements 9. Letter to both successful and unsuccessful applicants 1. Job description & person specification RETAIL GROUP JOB DESCRIPTION JOB TITLE: Human Resources Officer REPORTS TO: Store Manager DEPARTMENT: Human Resources SECTION: Human Resources for Brighton Retail Group Branch CONTRACT HOURS: LOCATION Permanent 25 hours Brighton PURPOSE OF JOB To manage all staffing and training duties associated with the running of a store with 150 employees. To provide a high quality customer focussed HR service and administrative service, dealing with both internal and external customers. PRINCIPAL ACCOUNTABILITIES To manage the staffing of the Brighton Retail Group branch which includes recruitment, processing leavers and absence management To contribute towards designing and administering training for all new and existing staff in the Brighton Retail Group branch, liaising with the Learning & Development team to arrange training where necessary. Administer all basic transactional HR processes in accordance with legislation, Retail Group’s policy and good practice Maintain employee data on the HR systems, ensuring accuracy of data Complete electronic and manual documentation related to transactional HR processes within statutory and operational deadlines Electronically file HR documents and manage workloads efficiently Provide general administrative support General Accountabilities Respond to written and verbal enquiries from internal and external customers To co-operate in the implementation of the Retail Group’s Health and Safety policy To report any unsafe act, or condition, any accident or incident according to Health and Safety Policy To uphold and carry out the duties of the post with due regard to the Retail Group’s Inclusive Company Policy. The list of duties in the job description should not be regarded as exclusive or exhaustive. There will be other duties and requirements associated with your job and, in addition, as a term of your employment you may be required to undertake various other duties as may reasonably be required. Your duties will be as set out in the above job description but please note that Retail  Group reserves the right to update your job description, from time to time, to reflect changes in, or to, your job. RETAIL GROUP PERSON SPECIFICATION JOB TITLE: Human Resources Officer SALARY:  £27,000 –  £30,000 DEPARTMENT: Human Resources SECTION: Human Resources for Brighton Retail Group Branch Essential Job Related Education, Qualifications and Knowledge GCSE pass, or equivalent, in Maths and English Essential Experience Experience working in an HR environment with practical knowledge of a generalist HR role Experience with contributing towards designing and delivering training Experience of working in a customer focused environment Able to demonstrate a commitment to the principles of Equality Act 2010 and to be able to carry out duties in accordance with the Retail Group’s Equalities Policy Desirable Experience Experience working in a retail environment Essential Skills and Abilities Good written and oral communication skills Good organisational as well as ability to prioritise workload efficiently. Good administrative skills Good ICT skills including knowledge of Microsoft Office and data management systems Ability to deal with confidential and sensitive information Ability to accurately process a high volume of work in a busy and highly pressured office environment and work to strict deadlines Good team working skills and the ability to use own initiative Ability to coach and support other members of staff Ability to establish and develop working relationships with internal and external customers. Desirable Skills and Abilities Ability to liaise with other teams and members of staff to ensure work is completed Flexible approach and a willingness to adapt to change. Other Requirements Commitment to acquiring awareness and knowledge of Health and Safety policy and practice as it applies in the work area and ability to adhere to practices and instructions 2. Job ad Job Title: Human Resource Officer Company: Retail Group Contract type: Permanent, Part time (25 hours per week) Closing Date: 1st April 2014 Interview Date: 30th April 2014 Salary:  £27,000 –  £30,000 Retail Group is a group of constantly evolving brands and has experienced incredible growth over the last few years. We need talented, dynamic and creative people to join us on this exciting journey. We are seeking an enthusiastic and experienced HR Officer to join their popular and effervescent Brighton store team. At Retail Group, we pride ourselves on giving our staff the tools they need to not only perform their role to a high standard, but to excel at it and build a successful career in an exciting and fast paced environment, with a selection of benefits including competitive salary. If you’re ambitious, forward thinking, passionate about providing excellent customer service and have experience of working in an HR role previously, this opportunity could be for you. The role will involve managing the staffing and training of the Brighton Retail Group branch which includes recruitment, processing leavers and absence management, maintaining the HR system, contributing towards designing and administering training for all new and existing staff in the Brighton Retail Group branch, liaising with the Learning & Development team to arrange training where necessary and other administrative duties. The contract is being offered on a permanent basis working 3 days a week, and is ideal for someone seeking to continue with their professional development with a high profile organisation. Please  see the job description and person specification attached for further information regarding the role. If you would like to be part of our company please visit our website and apply online. Please submit a brief Supporting Statement showing how your skills, knowledge and experience meet the person specification of the post. We are passionate about equal opportunitie s and welcome a broad diversity of talent to apply. Based on the above the candidates that were shortlisted for the interview are Sarah Green and Georgia Black. They achieved the highest scores and on that base they will be invited for the competency based questions interview on 30/04/2014. Introduction The HR department has followed a recruitment process for filling a vacancy request for â€Å"HR Officer† at Retail Group. The recruitment process outlined below highlights the main elements for filling this vacancy, which includes: Planning, Resourcing and Selection. Planning: Identifying need for recruitment. Setting the criteria for the job (drafting job description, person specifications, set of skills and competencies) Resourcing: drafting a job advertisement. Shortlisting: interview-based competency which at the moment are very popular among recruiters. Selection: Offer of the Employment Reason for Recruitment There are three main reasons why we are recruiting for the position of â€Å"HR Officer† at our company: 1) Growth in Business Operations: Our insurance company is growing and consequently the business is increasing. We need employ an additional staff member to manage the growing number increasing set of responsibilities and functions at the Brighton Office. 2) Change in Business Objectives: Need for diversity in terms of nationality. 3) Employee Exit: the person previously in charge running the overall office services at the Brighton Office has been re-located to another branch. A new team member is required to run the existing operation and ensure efficiency and control over the team and in case of additional functions. 5. Shortlisting criteria 6. List of Interview questions INTERVIEW 1: SARAH GREEN Welcome – Lydia (2 minutes) Welcome, introductions and reason for so many people (Lydia, store manager, Aneta HR Manager, Staurt HR Manager, Ester Head of Retail Operations) Drink before we start?  Applied for HR Officer, managing the staffing and training duties associated with our Brighton branch and providing a customer focussed HR and administrative service. Structure of interview – Time, number of questions, competency based questions, feel free to ask questions or ask us to repeat anything your not sure about Will be taking notes during interview, these along with your application form and details will be kept confidentially in line with the DPA on record for 6 months Question 1 – Lydia: Can you give us an example of when you have used your initiative within a team and what was the outcome? (4 minutes) Question 2 – Stuart: Can you describe a time when you have given excellent customer service? (4 minutes) Question 3– Ester: Can you give us an example of a time you have dealt successfully with a situation that didn’t go according to plan? (4 minutes) Question 4– Aneta: Can you give us an example of when you contributed to designing and delivering a training plan? (4 minutes) Close Aneta: Do you have any questions? Can I just check you’re happy with the proposed hours of 25 a week over 3 days? Salary confirmed at offer stage, subject to experience (27-30k) We have some other candidates to interview within the next few days. We will make a final decision within the next week We hope for the successful candidate to start at the end of May, subject to pre-employment checks and length of notice period If you wish to contact us with any questions or concerns in the meantime please do hesitate to contact any of us. INTERVIEW 2: GEORGIA BLACK Welcome- Ester Good afternoon thank you for coming, please take a sit. These are my colleagues (Lydia, store manager, Aneta HR Manager, Staurt HR Manager, and I am Ester Head of Retail Operations). Can I get you anything to drink? I hope the information we sent you by email was helpful to find us. So how did you hear from us? What did you hear about our company? â€Å"We are a retail company with 30 stores in the UK, and our company is growing every year. Our Brighton store opened a year ago, and we’re looking for an HR Officer to join our team of 150 employees. The interview will last around 20 minutes,  and we’ll each ask you a question Will be taking notes during interview, these along with your application form and details will be kept confidentially in line with the DPA on record for 6 months Question 1– Ester: Can you give us an example of a time you have dealt successfully with a situation that didn’t go according to plan? (4 minutes) Question 2 – Lydia: Can you give us an example of when you have used your initiative within a team and what was the outcome? (4 minutes) Question 3– Aneta: Can you give us an example of when you contributed to designing and deli vering a training plan? (4 minutes) Question 4 – Stuart: Can you describe a time when you have given excellent customer service? (4 minutes) Close Stuart: Thank you for attending today’s interview. That completes our questions for you – do you have anything you would like to ask us? Can I just check you’re happy with the proposed hours of 25 a week over 3 days? Salary confirmed at offer stage, subject to experience (27-30k) We have further candidates to interview, but will be looking to make a decision within the next week, so you should hear from us no later than 1 week time. We’re hoping for the successful candidate to start at the end of May. Once we have made our decision we will also be happy to provide feedback should you wish to receive it. All offers will be made on basis of receiving 2 satisfactory references – are you able to provide these? In the meantime, if you think of any questions after you leave, please feel free to get in touch with us and we’ll be happy to help. 7. Notes INTERVIEW 1: Candidate’s Name: SARAH GREEN Post: HR OFFICER Panelists: Aneta, Stewart, Lydia, Ester Date: 30th April 2014 Score: 77.8% * Candidate seemed confident and has a positive attitude, * Demonstrated interest in working for RETAIL GROUP, * Implemented a train plan to motivate staff and improve sales as hadn’t hit target for 6 months. Since doing this, has increased sales. * She has knowledge on how to combine HR and some training experience within self and safety. Also the candidate has the experience of delivering induction to new starters, (not to large group though), *Gave an example about helping an internal customer service to achieve their goals and in the same time she shown her own initiative, * Displayed experience in presentation design and delivery through her work in committees , * Displayed fluency in English, * Able to express herself easily, * Low tone, needed more time to think but when speaking but confident, *Asked few questions at the end of the interview re benefits and working hours, * She is interested in the job as she feels that it would provide growth to her career, INTERVIEW 2 Candidate’s Name: GEORGIA BLACK Post: HR OFFICER Panelists: Aneta, Stewart, Lydia, Ester Date: 30th April 2014 Score: 88% * Candidate seemed confident and has a positive attitude. *Described previous retail experience in retail – currently not working in this sector but showed interest to work in retail again as enjoyed it in the past, * Displayed training experience and skills with large groups (40+) as per her role at Sussex University (developed and delivered a new system that combines IT and HR,) *Provided example about employee who didn’t receive their salary in their last month and Georgia had to communicate/liaise with other teams, including senior members of staff, to resolve the problem calmly, resulting in the employee being paid correctly. * Doesn’t do any administrative tasks at her current job only checking employment contracts where there is a problem, * Able to communicate with senior managers and entry level employees *Provided good customer service to an internal customer (employee) who hadn’t had their induction so took it upon herself  to carry this out and the customer was very happy and felt well integrated af ter. * Described previous experience inn working within a tight timeframe and prioritizing tasks according to an action plan. (currently her deadlines are quite flexible), *Asked if she could work from start 10 am – 6pm due to childcare, *Asked for 10K more due to the extensive experience, Selection criteria 8. List of records from R&S process which will be retained with explanation of the legal requirements The information may be requested about any disability that might affect someone’s application – for instance if there are any reasonable adjustments that the organisation may make to assist in the application process or in the job itself. Recruitment records should be kept for a period of time, perhaps six months, in case of any discrimination challenge, or if a vacancy occurs and the organisation believes that any previous applicants may be suitable – it can provide a short cut in the recruitment process. That is, for compliance purposes it is essential not only to retain records but to be able to access them for mandatory self-audit and government reporting as required. As per the above the records from the interview with Ms Sara Green & Ms Georgia Blackthat will be retained and these are as following: Job descriptions, setting out the purpose, duties and responsibilities of each job, Person specification, setting out the characteristics and competencies necessary in the person who is best suited to perform the job, A list of question asked during the interview process, An interview assessment form, Notes from the interview, A copy of passport, A copy of proof of Right to Work in the UK, Source: http://www.acas.org.uk/media/pdf/7/r/B03_1.pdf), p. 5

Matlab Assignment Example | Topics and Well Written Essays - 1250 words - 1

Matlab - Assignment Example This was confirmed through comparing the result with that of the plot. 5. The area of the land above the planned road was obtained using integration method (trapezoid method) to find the total area under the curve and subtracting the total area of the area of land under the planned road. This was achieved through the matlab trapz () On using the d =diff(sign(y-s)) function where s was the equation for the best fit and y was for the terrain curve the non zero points were obtained.-2 and 2 were the non zero points which corresponded to respective x points.those x points are as shown below It was noted that those points corresponded with the x points where the two curves intersected.These points were displayed in pairs(first one showing the x point for the start of the region and second one showing the end point for the region)e.g Next the program requests the user to enter the number of regions in the graph. In our case they were 7.This was made in order to allow the user more control over the area calculation and reduce errors. The program calculates the area of the region under the curve subtracts the region under the best fit then sums it up. It then asks for the second points. Calculates the area then adds it to the total. At the end of the last region it multiplies the area with 10(road width and gives the total volume Thread Subject: How to find position of specific vector value. (n.d.). How to find position of specific vector value. Retrieved May 8, 2014, from

Article response Example | Topics and Well Written Essays - 500 words

Response - Article Example These include the European Language Portfolio or ELP, American Lingua Folio, and Global Language Portfolio (GLP). The researchers on the portfolio assessment have been building on the work of Dewey (1933), which is titled, â€Å"We Thing: A restatement of relation of reflective thinking to education process.† He built basic premises, which are still evident in both ELP and GLP, and involves reflecting on and summarizing what has already done. The article provides an overview on how the EPs can be used to learn, teach and assess in the United States and Europe based on ELP, CEFR, GLP and American I.F. The EPs function is based on the national standards and ACTFL proficiency scale. There are several advantages that EPs has over paper based portfolio. The functionality of EPs allows the learner, teacher and program coordinator to track the progress of the program throughout the course duration. It allows the learner to share data with both the teacher and the institution. It improves motivation and evaluation of learners’ outcomes. Through the cooperation of scholars from Europe, North America and other parts the world, the effectiveness of EPs for language acquisition will be realized. As the transatlantic partnership grows and higher learning institutions do joint programs, the three-part EPs will be a common technology in Europe and North America. Advancement in technology will facilitate information sharing among international institutions and their joint programs. The Electronic Portfolio (EP) is a digitized collection of artifacts, which include demonstrations, resources and accomplishments representing an individual, group, organization, institution or community. According to Lorenzo & Ittelson (2005, p. 2), these collections can comprise of text-based documents, graphics, and multimedia features archived on websites or other electronic media such as CD-ROM or DVD. The above features make Electronic Portfolio to be the best in

Operation Management - Inventory Essay Example | Topics and Well Written Essays - 750 words

Operation Management - Inventory - Essay Example The top-level management formulates the strategy and modifies it over time, while the other department officers make tactical decisions to assist in executing the strategy. The term â€Å"waste† can be defined as anything used in production process other than the minimum amount of time, materials, tools, people, equipments, and space required to add value to the product or service (Focusing on the waste, 2006).Inventory is commonly regarded as one of the seven wastes of lean manufacturing. Inventory can be piled up at various stages of the production process such as, raw materials, work-in-progress, and finished goods as stock. Organizations often maintain much higher levels of inventory that what is required for the production of goods and services. On the other hand, the customers choose the Just-in-time (JIT) principle to purchase goods and services to fulfill their wants. Every piece of inventory held by the organization has a physical cost connected with it, which must be bore directly by the organization either from the cash balance or from borrowings that carries a rate of interest with it. The essential factor to be remembered in the business operation is that â€Å"cash is king†, and if too many things such as, inventory are tied up with the cash, it may not be available to the organization to use it in elsewhere in its business. Apart from the physical costs, the inventory also has some secondary or less obvious costs. Such costs include cost transportation and movement of inventory from place to another, cost of stores needed to hoard it, cost of containers to preserve it, cost of management for keeping track of it, cost of damage and losses occurring while transportation, cost of writing off materials in case became outdated, and also cost of insuring the inventory. Thus, there are many costs connected with inventory; some of them are more obvious while others are not as evident as others. These costs directly affect the profitability cutting down the profit margin. They cause increasing the organizations’ lead times as well its operating costs, which ultimately results in customer dissatisfaction that provokes them to take their business elsewhere. The essential factor that results in excess production is a mistrust of the organization’s suppliers, production process and even customers. Such suspicions causes the organization to always maintain a â€Å"comfort stock† to enhance a satisfactory buffering if the operations are not going in line with its plans; in fact, the plan often seems failing. When a comfortable stock is in effect, it provides a buffering against such problems that occur in the business, so that the problems fail to impact the operations that they would otherwise. These circumstances force the managers to ignore such issues associated with inventory considering them to be a matter of unimportance. However, these are all costing the organization money. For instance, the lev el of inventory can be exemplified as the sea; if the organization drops the level then it starts to expose the rocks below and have to take actions either to remove them or to reduce their size in order to continue a smooth sail on for the ship of production without getting sunk (Leanman, 2011). As Martin points out, the most