rescource management 03

7/30/2019 Rescource Management 03

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Salman Ahmed bb123035

Task 1:

Agriculture

Agriculture is a broad term that covers all aspects of animal and plant farming like livestock grazing and processing and/or orchard and vineyard tending and/or timberland cultivation and

processing. In its simplest sense, it is the production of feed, fiber, food and other goods vianatural cultivation. Making money from any form of agricultural endeavor is called agricultural

business, and successful businesses (whether you like it or not,) tend to involve a lot of paperwork, regulations and technicalities. There are also a lot of local laws, environmental lawsand taxes to be acquainted with.

Deciding to be in an agricultural business is a huge step, and this article might just an overviewof what may lie ahead for you. This article will also assume that you have chosen already asuitable product to raise and that you know already how to successfully cultivate them for mass production. This article will also assume that you have enough land space to do so and thatlocal government laws permits you to ra ise your products there. Your next step will be toofficially register your business.

Registering your business with the local government is essential. The local government (or county) will grant you the land permit for your agricultural business. You will also need toregister what type of operation you are running, register the name of your farm and moreimportantly, the name of your agricultural business. Since you are running a business, you are

also required to register with the Chamber of Commerce.

Business establishments are required to have official permits, and these may come in all formsand from different types of agencies. You may need a permit to operate in your locality. Youmay need certification if you are to use pesticides. If you are processing food products, youmust register your farm with the FDA (Food and Drug administration) and the Department of Agriculture and Markets. If you have greenhouse operations, you may be required to register it atthe New York State Department of Agriculture and Markets. If your place of business is near anycooperative or farmers associations, you may want to ask them for help with your farms

permits.

You may also need to acquaint yourself with environmental laws especially concerning pesticideuse or timber production. There are global laws and local government laws for these. Also, trynot to disregard your neighbors when you go into mass production. Any fully operationalagricultural business will tend to have by products like dust, lights, noise, odor, traffic, and wastemanagement issues which will result to one thing: irate neighbors. If your business area is in onehuge tract of land with other similar businesses in operation, this will not be a problem.However, if you are living near or around a residential area despite any permit to operate youmay want to think of finding a more suitable location. Anything you do will upset the


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environment in which people live in: water supply may become contaminated, people maydevelop allergic reactions to pesticides, and noise pollution may disrupt other businesses aroundyou.

There are also taxes to consider: farm building exemptions, tax exemptions, property taxes, sales

tax, probable registration with the local state Taxation and Finance Department and tax credits.See also if can have your farm and business insured; this will help you in case of man-madedisasters and/or natural calamities.

In order to make your business run as smoothly as possible, you will of course, hire labor. Asidefrom farm hands, you might also need to avail the services of an accountant, an insurer, and alawyer.

Engineering

A resource is any physical or virtual entity of limited availability; a stock or supply of money,materials, staff and other assets that can be drawn on by a person or organisation in order tofunction effectively .

There are six broad types of resources:

Financial: this includes money, shares and other assets Physical: refers to tangible property such as equipment and office space Human resources: includes the knowledge, training, experience, as well as the time of the

business owner and employees

Technological: are embodied in a process, system or physical transformation, eg. uniquesoftware products and tailored information system architecture Reputation: encompasses the perceptions that people in the business' environment have of

the business Organisational: include the business' structure, routines and systems

Call center :

Telephones People to answer those telephones Scripts to follow when those people answer the call A place(house,flat or apartment) Computers Contacts with businesses


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Finance

Task 2:

How do businesses manage human and physical and technological resources to improve their performance?

Answer:This activity is carried out through a process of cross-function or cross-departmental working.Staff from different sections of a business come together to identify and address issues related tothe company's logistics, employee relations, stakeholder engagement and organisationaldevelopment.

Staff are recruited to meet demands of the organisation and often a team leader is selected to co-ordinate objectives, e.g. to set and meet achievable goals. Team performance is monitored in bitesizes to keep abreast of developments. Team members will liaise with other departments to avoidthe silo effect form of productivity, i.e. to keep in the loop of events in the business environment.

Some organisations make a series of strategic senior hires to effect particular objectives, e.g. acompany may employ a senior manager to handle IT strategy formulation and implementation.This action is intended to encourage competition and increase productivity.

All the data created or generated will be stored up as intellectual property and perhaps legal stepswill be taken to protect material, e.g. designs and text. The information will have come from arange of individuals who have come together as a group to provide accumulated experience andskills. For instance members of a Boad may have worked within the organisation over a series of years in different roles.

Other areas of physical resource include maintenance of a company's building and facilities, e.g.an organisation may need to employ a policy and/or compliance officer to write and maintain aregister of clear concise and easy to use documents as required by service operations of the

business and government standards.

Q: What is the impact of resources wastage?

Answer:

Wastage of resources has a direct and serious effect on business. The resources are limited nowadays, every business is resource limited In order to carry out effective business activities resource management is very important Resource wastage can even result in bank corrupcy or even closing your business


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Q: An assessment of the costs of high profile technological failures?

High profile technology means a huge investment in it Technological failures will result in the resources wastage and will effect badly to the

business.

It can even result in closing of your business

Task 3:

How to maximize the effectiveness of human resources?

Agriculture business:

Good and friendly relations with workers Knowledge workshops for the workers to give them more know how about the business

and their work

Encouragement of participation in decision making.

Engineering business:


and their work Encouragement of participation in decision making.

Call Center Corporation:


and their work Encouragement of participation in decision making.

Why is human resource planning needed in the workplace?

These reasons have made Human Resource Planning to become a major objective in

organizations.The process of Human Resource Planning include analysis of level of skill in the organization(skill inventory) analysis of current and expected vacancies due to retirement, discharges,transfers, prootions; sick leaves, leaves of absence or other reasons and analysis of current andexpected expansions as pointed out by


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This also indicates that plan has to be made internally by the Human Resources for training anddevelopment of present employee, for advertising job opening recruiting and hiring new people.

A good Human Resource Planning must respond appropriately to the rapid changing in thesociety and must go beyond forecasting to all aspect of Personnel Management.

Human resource or manpower planning is of great important in the general development andgrowth of organizations. Thus personnel and Human resources experts, managers and

practitioners have now made it known to management that adequate attention be given to it witha view to ensuring better use of other resources especially capital. Organisations have alsorealized that with increasing competition and complexity in business, more time should bedevoted to effective human resources planning to achieve desired goals. Furthermoreorganisations have known that not only is the overall cost of human resources high , that humanelement is complex, unpredictable and sometimes difficult to develop or change unlike capitalthat is relatively easier to acquire, manager or control.

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Task 4:

TASK 4:

MANAGING PHYSICAL RESOURCES

Workers who compose his crew(s), their personalities, and their capabilities. Knowing the skilllevels of the various craft workers, and knowing which workers are most proficient and most

productive at which tasks, factor into the supervisors decisions regarding work assignments. Inaddition, matters of workers personalities and disposition, and who gets along well with whom,as well as which crew members make up the best teams, in accord the information provided inChapter 5, are also important elements of the supervisors consideration.

Manpower management also means that the supervisor is responsible for upholding all company

policies among all of the members of the workforce. Matters such as punctuality, and behavioralconsiderations, as well as discipline and reprimand as may be necessary, are matters amongmany others that the supervisor is responsible for. The supervisor must be well acquainted withthe provisions of his companys policies and procedures, and must be willing to consistentlyapply those policies among all of the workers in the craft labor force.
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The supervisor is also charged with keeping job site records relative to the members of theworkforce. Throughout this book the importance of proper documentation has been repeatedlyemphasized it is a fundamental and absolutely vital supervisory responsibility.

Time cards will be completed daily by the supervisor for each craft worker who performs work

on the project on that day. In addition to recording the actual number of hours worked by eachcraft worker, the supervisor will enter the appropriate labor cost codes for each element of eachworkers labor on that day. Further consideration of this topic is provided in Chapter 13.

Additionally, the supervisor will maintain a job log, where he will make entries on a consistentdaily basis, which relate to all of the workers on the project. The name of everyone who was

present on the job site on each day is recorded in the job log. These entries are accompanied bynotes regarding matters such as training conducted, injuries that a worker may have suffered, theoccurrence of near misses, warnings, disciplinary actions taken, and a myriad of others. Any andall occurrences on the job site that affect any member of the craft labor workforce are recorded

by the supervisor on a daily basis in the job log.

While the supervisors r esponsibilities relative to the job log are discussed more fully in Chapter 18, as well as in other portions of this book, the summary guidance that is provided here is: anymatter which the supervisor thinks may be important relative to anyone who worked on the jobsite on a particular day should be recorded in the job log. Some supervisors have been heard tosay, How do I know whether a certain matter is important enough that I should write it down?The best guidance is: if the supervisor asks that question with regard to any matter, then likelythe matter is of sufficient importance to merit being recorded, accurately and completely, in the

job log. The job log is considered to be the primary record of everything that takes place on a

construction project.

MANAGING MANPOWER

The talented and skilled people who build construction projects are the most valuable, and themost variable, and the most complex resource that the supervisor manages. These peoplecompose the labor force on a construction project, and the wages they earn constitute the labor costs for the project.

As has been noted previously, labor costs are a significant fraction of the total cost of performing

every construction project. On building construction projects, labor costs typically are 50 percentor more of the total cost of the project.

TECHNICAL SKILLS

The effectiveness with which a supervisor manages the craft labor workers who perform theskilled work to construct the projects will have an enormous impact upon the success of those

projects and, therefore, will in large measure define the effectiveness and the success of the


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supervisor. Managing people in the workforce entails the application of conceptual or humanrelations skills. These skills are decidedly different from the skills that most supervisors learnedwhen they worked as craftsmen. Supervisors do well to understand that the longer they remain ina supervisory capacity, and the further they advance in management, the less they will rely upontheir technical or craft skills and the more important their human relations and conceptual skillswill become.

MANAGING MATERIALS

It is a fundamental and unchanging principle for the supervisor: having the proper materials theright materials, in the right condition, in the right quantity, in the right place, at the right time in order for the craft workers to be able to conduct their assigned work, is a basic responsibilityof the supervisor. While others in management may provide assistance and input to the process,

the supervisor should never lose sight of the fact that this is fundamentally his responsibility.

It is the expectation of the craft workers that when they are assigned a task by the supervisor, thecorrect materials will be on hand for the completion of that activity. If not, time is wasted, and, inaddition, the workers become frustrated and demotivated. Their morale declines, and

productivity suffers, and the supervisors stature diminishes.

In addition to all of these unpleasant and costly results, if the proper materials are not availablefor the performance of an assigned task, it follows by definition that craft workers will need to bereassigned to other work. This occurrence is itself costly, and additional time and energy arewasted and productivity suffers further.

Employee Performance

UNDERSTAND

Your ability to perform effectively in your job requires that you have and understand a complete

and up-to-date job description for your position, and that you understand the job performancerequirements and standards that you are expected to meet. Your supervisor should review your job description and performance requirements with you.

Performance Review Process

Performance reviews typically take place annually, but can be scheduled more frequently.Performance review processes vary depending on whether your appointment is as classified or


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professional staff. For classified staff covered by a labor contract, the contract establishes the performance review process requirements. The following table provides links to informationabout the performance review process and a summary of some information about the process.

You and your supervisor use the annual performance evaluation to:

Summarize an overall assessment of how work has gone over the previous 12 months; Identify goals that have been met and those where additional effort may be required; Determine whether your job description and competencies accurately reflect the reality of

the position, and make updates as necessary; Identify performance, achievement and/or development goals for the upcoming year; and Gather input before the review is finalized.

Performance That Does Not Meet Requirements

Sometimes an employ ees performance will not be consistent with the requirements of the position. If this happens, and normal coaching, counseling and/or training do not bring performance to an acceptable level, a supervisor may use the corrective action process to helpcons tructively bring an employees performance to an acceptable level. The Universityscorrective action process implements progressively more formal counseling, feedback, and goalsetting.

ACT

Make sure you understand:

The job duties you are expected to perform; Your supervisors expectations for your job performance; and The performance review process that will be used for your position.

Talk to your supervisor if you are unsure of the work that you are expected to perform or thestandards you are expected to meet in order to gain a better understanding of his or her expectations. If there are things you think you need help with to be successful, discuss them withyour supervisor. These could be instructions, training, support/cooperation from coworkers, etc.

Throughout the year, you and your supervisor should discuss your work and address any issuesthat may be affecting your job performance. If you are experiencing challenges in your work thatyou cannot resolve on your own, seek your supervisors feedback a nd assistance. Depending onyour career goals, discuss opportunities to enhance or expand skills.

Prepare for your performance review by:


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Documenting your accomplishments and how you did in relation to any goals that wereestablished for your position;

Noting any classes you have taken, or personal study in which you engaged, to build your skills;

Reviewing how you did in relation to deadlines that may have been established for your work.

Use the conversation with your supervisor to set goals that are as specific, measurable, andrealistic as possible. Also consider how you might want to progress in your job and the skills youwould like to develop. Your performance review is a good time to discuss skills developmentand possible job progression opportunities.

The review should be completed, reviewed, and signed by the employee and supervisor. If you

have a question or concern about your performance evaluation, ask your supervisor during theevaluation process.

EXPLORE

UW Human Resources offers information to help you improve your job performance.

Use Professional & Organizational Development programs and services to enhance your skills through quarterly courses, certificates, career counseling, and more.

Explore UW Care Link, the UW employee assistance program, if you have personal or family concerns that may be affecting your job performance.

Effective use of human and physical resources:

This activity is carried out through a process of cross-function or cross-departmental working.Staff from different sections of a business come together to identify and address issues related tothe company's logistics, employee relations, stakeholder engagement and organizationaldevelopment.

Staff are recruited to meet demands of the organization and often a team leader is selected to co-ordinate objectives, e.g. to set and meet achievable goals. Team performance is monitored in bite

sizes to keep abreast of developments. Team members will liaise with other departments to avoidthe silo effect form of productivity, i.e. to keep in the loop of events in the business environment.

Some organizations make a series of strategic senior hires to effect particular objectives, e.g. acompany may employ a senior manager to handle IT strategy formulation and implementation.This action is intended to encourage competition and increase productivity.


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All the data created or generated will be stored up as intellectual property and perhaps legal stepswill be taken to protect material, e.g. designs and text. The information will have come from arange of individuals who have come together as a group to provide accumulated experience andskills. For instance members of a Board may have worked within the organization over a seriesof years in different roles.

Other areas of physical resource include maintenance of a company's building and facilities, e.g.an organization may need to employ a policy and/or compliance officer to write and maintain aregister of clear concise and easy to use documents as required by service operations of the

business and government standards.

Recommendations to improve performance & efficiency

In a previous post we covered What do performance appraisals accomplish?. That postdiscussed the perceptions that managers and subordinates have on the performance appraisal

regarding what functions are fulfilled. It highlighted the contrast between intention and actualusage. Below are more in-depth recommendations to improve the effectiveness of performanceappraisals.

Recommendations:

Make sure mgrs and subordinates understand the appraisal system:

The appraisal system should be explicitly described specific to the purpose of the appraisal.Organizations that clearly state the purpose for the appraisal reduce the confusion and ambiguityof the process. The goal should be that everyone knows why you are conducting appraisals.Think of it as purpose and procedure training.

Assess the effectiveness of your current system:

What are the intended functions of the current system? Recall that in What do performanceappraisals accomplish?, managers and subordinates agreed that the system uphold somefunctions while falling short in other functions. Additionally, managers and subordinates havedifferent needs. Identify them, and construct a questionnaire to assess the degree to which orgmembers perceive the process to be effective. Only then is the organization in position todevelop a strategy to address shortcomings.

Appraisal skills training for your managers are a must:

It can reasonably be concluded that the ability of the supervisor to skillfully appraise his/her subordinate is critical to an effective appraisal. Training must focus on helping managers developspecific appraisal skills and confidence in their ability to effectively evaluate others. Skillsshould include (each of these could be a book on their own):


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Goal setting Communicating performance standards Observing subordinate performance Coaching and providing feedback

Completing the rating form Conducting the appraisal review

Increase managers willingness to conduct effective appraisals

Primary causes of appraisal ineffectiveness fall squarely on the managers shoulder. Its theharsh truth, but organizations should take more steps to facilitate. Offer refresher trainings, or training on the skills mentioned in the previous bullet. In short, arm or prepare managers to bestcarry out effective appraisals.

Start with effective performance planning

Planning is required to set the stage for effective appraisals. The majority of subordinates citedunclear performance standards as a cause of ineffective appraisals. Meaningful and accurateevaluation and feedback requires clear goals be established beforehand. Therefore a large part of the process should be devoted to determining what actions need to be taken in the future. It isharder to correct the results of poor planning than it is to plan correctly at the beginning.

Make informal appraisals ongoing activity

Annual appraisals are only as effective as what happens during the rest of the work year.Managers can increase the effectiveness by scheduling periodic, informal appraisals withsubordinates on a regular basis. Mini-appraisals encourage honest communication, give themanager an opportunity to monitor employee progress, provide employee with an ongoingsource of feedback, and address minor problems before they build or snowball. This can bedifficult to maintain throughout the year as workloads pile up. However, when systems andstructures are put in place, they can help ensure commitment to ongoing activity. Heres howPoint to Performance can help.

Provide resources necessary to link pay to performance

Linking rewards to performance appraisal results has been found to be one of the most unclear

and controversial issues. However, this value proposition or selling point is frequently made for the appraisal. Few managers and subordinates believe the system effectively linked pay to

performance. When the following happens, the system will be viewed as a sham.

Changes in pay drive ratings instead ratings driving pay


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Does not allow for differentiation among various levels of contribution to theorganization

When this happens, appraisal process loses its ability to have a positive effect on employeemotivation instead creates a lack of trust in the appraisal process, which can undermine the

potential for the system to effectively fulfill other functions. In short, define performance andcontribution and reward them.

Use Anniversary dates to stagger appraisals

Conducting appraisals can be burdensome. Not only do managers have project or client work todo but also the administrative and internal work. To provide managers time to conduct moreeffective appraisals, encourage the staggering of appraisals throughout the year. This reduces thedifficulty of managers having to conduct n umerous appraisals in condensed period, which is aserious threat to the effectiveness of the process.

What have we learned from this performance appraisal review? Using a feedback structure,heres what we can take away:

STOP: assuming they are motivational or lead to performance or better relationship between themanager and subordinate, dwelling on negatives.

START: involving employees more into the process, evaluating the actual process/system,giving feedback more often.

CONTINUE: clarifying performance and goals, getting input from employees about their job,discussing employee development.

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