Friday, May 22, 2020

Roman Plebeian Tribune Definition

The Plebeian Tribune—or tribuni plebis—is also known as the tribune of the people or the tribune of the plebs. The plebeian tribune had no military function  but was strictly a powerful political office. The Tribune had the power to help the people, a function called ius auxilii. The body of the plebeian was sacrosanct. The Latin term for this power is sacrosancta potestas. He also had the power of the veto. The number of plebeian tribunes varied. It is believed there were originally only 2, for a short time, after which there were 5. By 457 B.C., there were 10. The Plebeians Secede The office of plebeian tribune was created in 494 B.C., after the First Secession of the Plebeians. In addition to the two new plebeian tribunes, the plebeians were allowed two plebeian aediles. The election of Plebeian Tribune, from 471, after the passage of the lex Publilia Voleronis, was by a council of plebeians presided over by a plebeian tribune. When the plebeians seceded in 494, the patricians granted them the right of having tribunes with greater power than the patrician tribal heads. These tribunes of the plebs (plebeian tribunes) were powerful figures in Romes Republican government, with the right of veto and more. A patrician, Claudius Pulcher had himself adopted by a plebeian branch of his family so he could run for the office of plebeian tribune under the plebeian name of Clodius. Source A Companion to Latin Studies, by J.E. Sandys

Friday, May 8, 2020

The Roman Empire Essay - 503 Words

The Roman Empire The Roman Empire was a strong hold over the Mediterranean for many years. Being the goal of most all world leaders, the Romans wanted land along with their power. They set their eyes on the valuable lands around them and the Mediterranean world as well as parts of Northern Europe and Asia. The Roman civilization and culture was much influenced by the Phonetians and Greeks. Later, the Romans were in control of these lands and their people. Three of their prize provinces held at much value to them were Thrace, Macedonia, Greece. These three lands were all located in the same area, providing a throughway to Rome for trade routes from China and the Middle east. Thrace, being on the south western coast of the Black Sea†¦show more content†¦Many scholars and philosophers had began to discover the longtime mysteries of the world. The Greeks had a system of writing and were very well educated. They were eventually taken over by King Philip V of Macedonia. He made and alliance with G reece and gave them military aid in order for control of their government and people. King Philip dreamed to make Macedonia a world power and intended on starting in the Mediterranean. Rome had also set these same goals for their future and there was nothing stopping them. One of Philip’s allies, Hanibel, went against him and fought him for Macedonia. The Macedonians allied with the Carthagenians and the Romans with the Aetolian League. By 168 B.C. Rome had Macedonia in their command. After this, the Archaen League in Greece sought freedom after the long rule of Macedonia. They tried to fight against the mighty army of the Romans, but this only resulted int he destruction of the city, Corinth. In 146 B.C. the Romans had abolished all leagues in Greece, and most trade was stopped in the big port cities. Rome would be over this land for sixty years to come. Meanwhile, the Romans realized the value of such things like gold. They soon found out that deposits of gold and other min erals were in the uncultivated land of Thrace. The people of Thrace were for the most part, barbaric, warlike, and unorganized. The Romans did not have as many troubles obtaining this land, considering the peopleShow MoreRelatedThe Roman And Roman Empire1068 Words   |  5 PagesThe Roman Empire, which was centered in the city of Rome, was the most extensive western civilization of ancient times. With its major advancements and prosperity it is hard to believe that the Roman Empire suddenly collapsed and fell into a time known as the Dark Ages. After a period of struggles for the Roman Empire, the empire gradually fell. Rome was the most successful civilization of its time. Its strategic location in the center of the Italian Peninsula and the fertile plains that supportedRead MoreThe Roman Of Roman Empire Essay1234 Words   |  5 Pages The Roman scutum was a large body shield used in battles, sieges, and gladiator fights. 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This investigation will not include technology that was not widely used to better the Roman Empire. The research question will answer my question by conducting researchRead MoreThe Roman Empire Essay1697 Words   |  7 Pages The Roman Empire, arguably one of the greatest civilizations to have ever ruled here on earth. The story is that it was founded by two brothers, Romulus and Remus, sons of Mars, the God of war, and raised by a she-wolf. After killing his brother for crossing his wall, Romulus went on to become the first king of Rome, which was named for him. Later when the men of Rome wanted noble women to be the mothers of their children, they conceived of a plan that included deceiving the Sabin’s and kidnappingRead MoreThe Roman Empire912 Words   |  4 PagesPaper B To many people, the mention of the Roman Empire invokes thoughts of gladiators, debauchery, and the abuse of power. To others, it brings visualizations of classic statues, beautiful temples, and mythological gods. The Roman Empire was all of that and more. The saying, â€Å"Rome wasn’t built in a day† is true and its fall and decline happened gradually as well. Ancient Rome has inspired volumes of historical works, theatrical plays, and even movies in more recent times. More specifically,Read MoreThe Roman Empire Essay1216 Words   |  5 Pagesvictory. Romulus’s story influenced many Romans but, what really happened was Romans were under Etruscan rule for many years as slaves until the Romans rebelled and overthrew their masters. Romans were discouraged by Greece thinking Rome would be easily swept away. Rome was attacked by many barbaric tribes including fighting a war with the Etruscans but triumphed again and again. 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Wednesday, May 6, 2020

Ltcm (Long Term Capital Management) Free Essays

Workshop 2, week 3 Syndicate 1 1. The collapse of Trio Capital demonstrated the way in which hedge funds and funds of hedge funds can be overly complex, unclear and lacking in transparency, particularly for retail investors. a. We will write a custom essay sample on Ltcm (Long Term Capital Management) or any similar topic only for you Order Now Briefly summarise what has happened in the case of Trio Capital last year in 2012 in Australia The collapse of Trio Capital is the biggest superannuation fraud in Australian history. Trio Capital was the trustee of a numbers of super funds governed by the APRA (Ryan, S. , 2011). It also had a number of managed investment schemes, like ARP Growth Fund and Astarra Strategic Fund. An American lawyer, Jack Flader, controlled the hedge funds in the Caribbean in behalf of the company with the $180 million from Trio Capital’s schemes (Ryan, S. , 2011). When those funds collapsed, Australian investors funds disappeared. The company had very poor corporate governance, and at least one of the directors had fraudulent conduct and has gone to jail (Ryan, S. , 2011). Liquidators have record $300 million assets, but more than $ 200million are still missing (Ryan, S. 2011). More than 6000 investors lost money and some of them lost their entire retirement savings (Ryan, S. , 2011). And 5000 of those investors share $55 million taxpayer-funded levy to compensate the loss (Ryan, S. , 2011). However more than 600 investors will not get any compensation because the hedged funds they invested were self- managed and not governed by the APRA (Ryan, S. , 2011). 2. Discuss th e regulations that were in place with regard to hedge funds in Australia and what the changes that are in place are. Firstly, Lacking of universal definition of â€Å"hedge funds† has been a problem. Hedge funds have five unique characteristics defined by the regulations. According to Class Order [CO 12/749] Relief from the shorter PDS regime, a responsible entity using expression of â€Å"hedge funds† must exhibit two or more characteristics from the following list: (i) Use of investment strategies intended to generate returns with low correlation to equity and bond indices and/or complex investment structures (ASIC, 2012) (ii) Use of everage to increase returns (ASIC, 2012); (iii) Use of derivatives for speculative purposes (ASIC, 2012); (iv) Use of short selling (ASIC, 2012); or (v) Performance fees (in contrast to fees based on funds under management (FUM)) (ASIC, 2012). However, after the scale collapse of Trio Capital and other funds, hedge funds mangers might try to avoid labelled as hedge funds due to poor reputation. Secondly, improving disclosure promote more efficient capital market, help disclosure relevant information, reduce the possibility of omitting important information, concentrated on the information need of the investors, and be flexible to adapt investors’ information needs changes (ASIC, 2012). Under Corporations Act. 3 Pt 7. 9 requires the Product Disclosure Statement need to be prepared to the offer of interests, and ongoing disclosure obligation and requirements on advertising and publicity for the offer of interests(ASIC, 2012) . In detail, PDS must: (a) Be worded and presented in a clear, concise and effective manner (s1013C(3)) (ASIC, 2012); (b) Make specific disclosures (s1013D), including among other things about the significant risks associated with holding the product (ASIC, 2012); and (c) Include all other information that might reasonably be expected to have a material influence on the decision of a reasonable person (when investing as a retail client) about whether or not to invest in the product (s1013E) (ASIC, 2012). In addition, Ch 5C has further requirements on hedge funds, including the registration need to be label as a managed investment scheme operated by a responsible entity which holds an Australian financial services (AFS) licence, and to have a scheme constitution and compliance plan (ASIC, 2012). 3. Describe the roles of investment banks and merchant banks, with an emphasis on the nature of their off -balance-sheet business, in particular mergers and acquisitions. The merge and acquisition services income of the investment banks and merchant banks are large. In 2003 the total amount of advisory fees that charged exceeded $596 million in USA, suggesting that investment banks earned a significant amount of income for providing MA advice (Walter, Yawson Yeung, 2007). The advisory services offered by investment banks usually related to various aspects of the acquisition and sale of company and assets such as business valuation, negotiation, pricing and structuring of transactions, and procedure and implementation (Water, et al. , 2007). One of the most important analyses is called dilution analysis, which requires updated skills about M A accounting. Investment banks also provide â€Å"fairness opinions† which usually involved documents attesting to the fairness of a transaction (Water, et al. , 2007). In some cases, firms interested in M A advice will contact an investment bank directly to process a transaction in mind. However, in the majority cases, investment banks will pitch ideas to potential clients. After a general introduction of investment banks services in merger and acquisition, the specific roles will be provided below: First, investment bank plays an advisory role for both buyers and sellers. When investment bank takes the role of an advisor to potential sellers, this is named as a sell-side engagement (Water, et al. , 2007). On another hand, when investment banks act as an advisor to the acquirers, this is called a buy-side assignment (Water, et al. , 2007). Other services include advising clients on hostile takeovers, joint ventures, h, buyouts and takeover defense. Secondly, investment bank also plays a due diligence role. Due diligence means gathering, analyzing and interpreting the target company’s financial information, compared with its historical and projected financial results, assessing potential synergies and evaluating operations to identify opportunities and challenges (Water, et al. , 2007). Due diligence is used to investigate the risk and give client a true financial picture of the acquiring company. Clear the benefits and challenges of the transaction. Off balance sheet business means the business involved an asset or debt or financing activity is not record on the company’s balance sheet (Wikipedia, 2013). For example, financial institutions have business like asset management or brokage service to their clients. The assets (often securities) usually belong to the clients directly or in trust, the company has no direct claim to these assets or has no direct obligation to these liabilities (Wikipedia, 2013). The company usually has responsible for some fiduciary duties to the client. Financial institutions may report off –balance sheet items in their accounting statements or may also refer to â€Å"assets under management† on off balance sheet items. Under current accounting rules, the accounting distinction between on and off-balance sheet items are quiet detailed and depend on the degree of management (Wikipedia, 2013). In this case, investment banks help buyers and sellers to process the transaction in merge and acquisition. The assets and liabilities involved in merge and acquisition is directly controlled by the buyers and sellers rather than the investment banks. Hence these assets or liabilities should be recorded on the off-balance sheet of the investment banks. Syndicate 2 1. Describe the key factors, strategies that led to and the lessons learned from the demise of Long Term capital Management. Provide a brief summary of what happened and what were the strategies used by the fund. ( ,reference reading , reading ) Summary of what happened: Long-Term Capital Management was a hedge fund management company that involves absolute-return trading strategies accompany with high leverage nature. The firm’s key hedge fund which called Long-Term Capital Portfolio initially succussed with after fees yearly returns over 40% in its first years. However due to the influences from Russia financial crisis and its high leverage, in 1998 it lost $4. 6 billion in less than four months. There were a wide range of companies and individuals affected by LTCM’s loss. In order to prevent chain reaction, Federal Reserve’s financial intervention and other companies taken over required and the company closed down in early 2000. The strategies: Initially, the company use complex mathematical model to analyse fined income bond to demonstrate arbitrary trade (usually pick up American, Japan and European government bond) Government bond is a term contract, which means in the future, at a fixed time, they will receive a fixed amount money. When the bond firstly issued, the difference of price has been minimised. Hence, according to economic theory, any price gasp will be fulfilled by arbitrary. The price difference between 30 years government bond and 29 times 9 month bind should be very small. And both of them will be mature about 30years later. However these two bonds will have slightly difference due to liquidity difference. So through a serious of financial techniques, buy 29 year 9 month bond and sell 30 years bond before the 30 years bond just issued, the profit becomes possible (Edwards, F. R. , 1999). But using the price difference and arbitrary was not sustainable. Hence the LTCM must use high leverage to generate more returns. In 1998, the company only had 47. 2 billion by them self, but financed funds about 1245 to 1290 billion, which means the leverage ratio exceed 25 (Edwards, F. R. , 1999). And the majority of the funds are invested in derivatives which is extremely risky (Edwards, 1999). Lessons: Limited leverage should be required for companies to reduce solvency risk. Arbitrary will not sustainable for the long period. The company lack of sustainable strategy. Disclosure of information is quiet important. This will reduce the investors gambling act and let them realise the true risk. 2. Refer to the case of LTCM. Imitation is said to be the sincerest form of flattery. What problems does this create in financial markets? Does this cause financial market crises or is it only a problem when a crisis occurs? Problems: Leverage ratio exceeds to 25, which is too high. Arbitrary is not sustainable, hence the long term investment strategy is absent. The funds amount is large; hence it is difficult to recover the loss. This will increase the possibility of the financial crisis to happen. Because LTCM is extremely high risk company, even though all the company’s partners are graduated from world’s leading universities like MIT Harvard, and they have complex mathematic model, but its high leverage financing structure and business activity nature (e. g. edge, derivative) determined LTCM is an extremely high risk company. Those high-educated partners use other person’s money to take risk without nominating the true risk. If the principal knows the risk, they might not invest in this company. As one company failure will cause others loss money. If the same investment strategies apply to all the companies in this industry, then the failure will expand to the whole industry, and have various chain reactions. Hence it is not only a problem when financial crisis occur, it actually will becomes the perpetrator to cause the financial crisis. . Explain the structure, roles and operation of managed funds and identify factors that have influenced their rapid growth. Structure: the variety of assets is wider same as the management styles range. Some portfolios are conservative and some are aggressive. Different structure is aim to achieve different portfolio goals, timeframe and risk tolerance (ASX, 2013). Roles: A management fund is a tool for investors to accumulate wealth. Managed funds can invest in a portfolio rather than a single security. The portfolio assets include wide range of financial products like domestic shared, international shares, fixed income securities, unlisted private companies and specialist sectors (ASX, 2013). Thereby the diversification of the portfolio reducing the risk of single security falls. Also managed funds can provide professionally managed portfolio to meet the need of customers who do not have time or the skill to manage (ANZ, 2013). Also managed funds can be bought and sold freely on ASX like share, hence the liquidity risk is low, and if you need money you can immediate trade at current price (ASX, 2013). What is more, it could help start at small, which means investor can invest a small amount of money and reach the same diversification as the large amount money (ANZ, 2013). Operation: Managed funds invest client’s money on the behalf of clients. They generally put same appetite clients’ money together to the selected portfolio (ANZ, 2013). The portfolio assets include wide range of financial products like domestic shared, international shares, fixed income securities, unlisted private companies and specialist sectors (ANZ, 2013). Factors influence their rapid growth: There are four factors influence its rapid growth. Firstly, entry, exit and ongoing management fees reduce the return (ANZ, 2013). Secondly, diversification can limit portfolio risk but it may also dilute profits (ANZ, 2013). Thirdly, there might be more tax payment compared with funds managed by client themselves, or more adjustments made by the portfolio manager, more tax applies (ANZ, 2013). Fourthly, the owner lost control of the money (ANZ, 2013). Losing control of your money – others may be involved in making decisions regarding where your money is invested. Reference List: ANZ. (2013, March 15th). Managed Funds. Retrieved from: http://www. anz. com/personal/ways-bank/work-life-financial/personal-finance/managed-funds/ ASIC (2012, September). Hedge funds: Improving disclosure. Retrieved from:http://www. asic. gov. au/asic/pdflib. nsf/LookupByFileName/RIS-hedge-funds-published-18-September-2012. pdf/$file/RIS-hedge-funds-published-18-September-2012. pdf ASX. (2013) Managed Funds. Retrieved from http://www. asx. com. au/products/managed-funds. htm Edwards, F. R. (1999) Hedge Funds and the Collapse of Long Term Capital Management, Journal of Economics How to cite Ltcm (Long Term Capital Management), Essay examples

Tuesday, April 28, 2020

People resourcing and talent management

Table of Contents Abstract Introduction Literature review Research methodology Results Conclusion References Abstract For a long time, conventional human resource management either underestimated or ignored the role played by talent management in the process of recruiting employees. until recently, and due to the impact of globalization and changing marketing trends, strategic human resource management that integrates an incorporates talent and knowledge management has been adopted and implemented by quite a number of leading organisations.Advertising We will write a custom article sample on People resourcing and talent management specifically for you for only $16.05 $11/page Learn More Indeed, great goals and objectives set forth by a business organisation may not be achieved by an ordinary professional workforce; it is vital to integrate individuals with specific talents to realize the very goals. It is against this background that this paper explo res the irrefutable role played by talent in modern human resource management while at the same time debunking the myth that talent management is a fancy term with negligible influence in human resource management. Introduction Talent management is a recent development in human resource practices as many organisations are now shifting from traditional ways of recruiting and retaining high skilled employees. while talent management may be perceived in other quotas as a fancy name for human resource or personnel development, it is imperative to note that there needs to be a paradigm shift in the modalities used by organisations to hire employees in order to survive in this hypercompetitive and dynamic world economy (Chaffey Wood, 2006). Besides, organisations that are prudent enough in managing human resource clearly understand that achieving best organisational outcomes requires more than just professionalism in the workforce; some talent has to identified, nurtured and retained. Da ta obtained from most empirical research studies demonstrate that managing talent has consistently grown to become one of the integral concerns when managing organizations. Needless to say, there are myriad of interplaying factors that have necessitated this paradigm shift in hiring employees. For instance, the changing business trends as well as the cultural, social, economical and demographic aspects have largely impacted organisations on a global scale in the sense that managing human capital has turned out to the launch pad for impressive organizational performance (Boxall Purcell, 2011). The manner in which managers respond to these emerging environmental factors determines both the speed and scope in which talent is identified and developed among employees. Furthermore, as the gap between the aforementioned factors widen with respect to organizational performance, it becomes quite tricky and challenging as well to sustain talent within a given a workforce.Advertising Loo king for article on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More While we continue to appreciate the relative importance of talent within an organisational set up, is also vital to note that there is insufficient supply of talent today in most organisations. Right from the top of the organisation leadership hierarchy, talent gaps are eminent. Worse still, the lower and middle level cadre is not spared either. Hence, the fact that talent is increasingly becoming a rare element in human resource implies that its management should be optimal. This paper aims at not only refuting the claim that talent management is a fancy ideal in human resource development, it also seeks to clarify why specific, general, short and long term objectives of an organisation may be cumbersome to meet when there are visible gaps in talent management. Literature review People who are highly talented differ greatly from the rest of the workforce in a n organisation. Although roles and responsibilities may be equally assigned to both the talented and untalented personnel, the former is expected to deliver more and beyond the ordinary level. At the same, a talented employee has more expectations just from fellow colleagues but more so from the employer. At this point, it is vital to point out that an organisation that hires and manages talent should also be ready to compensate the very talent at a relatively higher cost in order to retain the unique natural ability. In real sense, it is quite costly to maintain a talented employee at workplace both in terms of the two-way traffic expectations as well as the monetary compensation needed. One of the outstanding characteristic of a talented employee is the extreme ability to think differently and translate the same thoughts to action within a very short time. In the event that the co-workers cannot quickly grasp the fine details of a particular task, a talented worker is easily bored . More difficult and challenging responsibilities are preferred to smooth sailing tasks. as much as they can handle complex problems within their area of expertise, most research studies on talent management reveal that talented people are intrinsically complex in their own way and it may sometimes be cumbersome to fully understand them (Antonelli, Geuna Steinmueller, 2000). Indeed, these attributes of talented people calls for a non-traditional perspective and approach when handling them at workplace. The fact that talented people are naturally smart in their specific areas of specialization explains why organizations need to hire such personalities offer help but not be guided on what to do.Advertising We will write a custom article sample on People resourcing and talent management specifically for you for only $16.05 $11/page Learn More Talent flow within an organisation and the way it is strategically hired, developed, nurtured and retained are all components of talent management. Although a business organisation or institution may opt to settle for trained professionals, the process of aligning the right personnel with jobs that suits them most demands more than just professionalism and training. Indeed, the availability of sufficient and most productive labour supply requires cross-section of talent management throughout an organisation as per the broad objectives of a business organisation. Hence, talent management surpasses the simple thought of a fancy idea carved out of human resource practices. Realistically, optimizing competitive advantage in employees through an integrated and holistic approach should be the actual mindset in talent management (Bowen Ostroff, 2004). Thus, talent management is not a simple and narrow concept that seeks to fashion out human resource development at workplace. Any organisation that is seeking to deliver a single profound benefit both its objectives and employees may not ignore the innu merable positive outcomes brought about by talent management. Moreover, it is a human resource process that attempts to deploy and retain the right people in their rightful jobs within an organisation by identifying, developing, engaging and systematically attracting talent rather than just training. As such, hiring talent to suffice labour needs within an organizational set up is crucial since there may be foreseeable future labour needs than an organisation is looking forward to or some current critical roles that such talents are desperately needed. All the components of the life cycle of an employee are covered in talent management, including performance management, succession, development and selection (Fey Bjorkman 2001). For talent management to be successful in an organisation there are quite a number of key compliments that the management should bear in mind. As already mentioned in the earlier part of this literature review, talent management is more of a process than an instantaneous act. Hence, an organisation wishing to adopt and implement talent management in its human resource system should be able to fully and clearly comprehend the business strategies of the given organisation both at the present and future time. In addition, the existing gaps that exist between the available talent and what is needed by the organisation to run its human resource needs should also be assessed. When a comparison has been drawn between the two extremes, it will be possible o fill the employment gap therein.Advertising Looking for article on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More On the same note, bridging the talent gaps at workplace also requires a thorough talent management plan that has incorporated and integrated both the strategic and business plan for the organisation. This will assist in decisions related to hiring, promoting and demoting of employees based on their individual abilities to perform. Similarly, the end performance results where talent has been incorporated during production process should connect the corporate goals with those of individual employees, teams or departments within an organisation. When this is attained in talent management, it will be possible to offer feedbacks and clear expectations on behalf of both the employees and organisation in question (Areiqat, Abdelhadi   Al-Tarawneh, 2010). Enhancing the performance of individual employees may also be an uphill task if talent is not developed. It is paramount to note that employees need to be prepared, in terms of capacity building, to effectively manage their current posit ions and future responsibilities. Therefore, the integral components required for maximum utilization of talent should be part and parcel of the strategy used to manage hired talent. Emphatically, an evaluation on the impact of the talent employed is necessary after execution of the devised strategies. As can be observed, talent management is a broad human resource concept and application that cannot be roughly taken as a fancy term used by HR professionals. Moreover, attracting employees who have been perceived to be highly potential is not the ultimate goal for an organisation wishing to accelerate its growth pattern. It is overly necessary to retain and develop those individuals. Most organisations today are up in arms trying to identify specific talents each employee is endowed with and also developing the very talents so that they can realize positive returns on investment. It is against this backdrop that the inadequate role played by human resource practices has been identifi ed by most practitioners as a stumbling block in managing employees effectively. The existing talent gap in HR has been aggravated by the increasingly competitive business environment as well as the aftermath of rapid globalization (Harris,  Craig Egan, 2010). By fact, the emergence of strategic human resource management (SHRM) was as a result of transforming the conventional and outdated human resource practices that did not secure any room for harnessing, developing and utilising talent (Antonelli, Geuna, Steinmueller, 2000). Strategic human resource management largely deals with how human resource needs can be strategically managed in an organisation in order to improve work output. It is a rather new approach and concept towards the management of human resource in comparison to technical human resource management (Fey Bjorkman, 2001). In addition, the basic function of strategic human resource management lies within the designation and implementation of quite a number of ma nagerial policies within an organisation with a broad objective of ensuring that the available human resource management significantly contributes to the productivity of an organisation. When business strategy is combined with the human resource management function as well as talent management, strategic human resource management would reflect a relatively resilient plan of not only utilizing human resource to the optimum but also driving an organisation towards a competitive edge. The concept of fit and talent management may not be discussed in isolation since both terms are closely related and interlinked. The concept of fit is primarily the process of melding the human resource function within the strategic goals of an organisation (Wei Lau, 2005). There are quite a number of conceptual illustrations that have demonstrated that the design and implementation of sets of strategic human resource practices may not be coherent at all owing to the fact that the concept of ‘fitâ €™ has not been understood well. Realistically, the concept of fit and the talent management lay much emphasis in improving the capacity of a firm in responding to the external factors especially those related to the hiring and utilization of human resource. Research methodology In order to carry out research study on talent management, both qualitative and quantitative research methodology can be employed. For instance, a recruitment and retention committee charged with the duty of identifying, hiring and retaining ‘high potential’ or talented employees can be used for quantitative study of talent in strategic human resource management. On the other hand, qualitative analysis of secondary data collected from previously conducted research studies on talent management is also vital as a research methodology. Results Strategic human resource management is one of the core activities of talent management as believed by most advancing organisations (Oehley Theron, 2010) . some research studies have unanimously concluded that talent management and human resource development are indeed inseparable in term of application if an organisation is to remain profitable both in the hard and smooth economic times. Besides, the market supply of talented employees is still dismal, partly because most organisations have not designed, adopted and implemented talent managanment designs that reflect the needs of their respective organisations and the business environment. In any case, organisations have been found to compete stiffly not in terms of an ‘effective labour force’ but in relation to how much talent they can attract, develop and retain their human resource development. In simple terms, this implies that talent management as a process entails three main steps namely identifying people within an organisation who have a naturally high potential to deliver in their areas of ability and interest, assessing their specific areas of interest and fin ally assigning them the various responsibilities based on the two criteria. The logic behind this reasoning is that it is highly likely for talented employees to be attracted by other organisations and of course recruited elsewhere if they are not assigned their specific areas of interest and ability (Oehley Theron, 2010). This can be economically detrimental to the organization losing such a talent. According to the humanistic perspective of human resource and talent management, the competence of employees can best be built when interventions and activities surrounding the two types of management in human resource are well coordinated (Saini, 2010). Better still; a well coordinated talent management plan with human resource development will definitely lead to motivation of employees since they will be able to quantify their efforts against individual and organizational goals set beforehand. Knowledge is bestowed in people. Successful organisations often invest in people with speci fic talents to attain their goals since individual talented people superficially store the much needed knowledge. Indeed, one way of achieving better knowledge management in human resource management is by developing stronger networks between high potential employees and other professionals (Pinkerton, 2003). This can be termed as a professional network and its main purpose is to exchange, disseminate as well as compare the available knowledge as part and parcel of nurturing or building the identified talent. In addition, connecting people with other sources of knowledge entails developing a rigorous capacity and building program. This can be achieved through training, workshops and seminars. Although such undertaking are often done periodically, it is quite necessary for organisations involved in serious information management to adopt the system as a continuous and on-going process throughout the life of an organisation (Chaffey Wood, 2006). Unless this is done, new innovative me thods of production may be missed out and consequently lose out in the market competition. Nonetheless, in an organisational scenario where there is a stable pool of well managed talent, it is possible to merge knowledge easily using values paths. In connection to this an organization is expected to harmonize and re-engineer its workforce through a recognizable and well outlined hierarchy. In order to connect people with the right information each individual worker should not only be placed in an environment that is rich in information but should also be equipped in a smarter way on how to use the very information (Maier, 2007). Furthermore it is pertinent to note that for an organization to attain a competitive edge in a dynamic market; employees who have been recruited through talent search should be motivated using the various motivational means available. Although each organization often crave for growth and profitability, the latter may not be achieved unless its talented workf orce is well connected or endowed with the right information (Antonelli, Geuna Steinmueller, 2000). In order to create a platform where by knowledge can be shared among the employees in building the capacity of workers, prospective organization ought to adopt and embrace externalization, socialization, internalisation and combination model. When the four elements are properly harnessed, knowledge can be created within a short span of time and also be made available to employees. Indeed, this should be the right way to place talent in an environment that is conducive and enriched with viable information. The system adopted by Carillon Health System (CHS) is a critical case study on the paradigm shift from conventional human resource management that did not embrace talent management to strategic human resource management (Pinkerton, 2003). This system was applied with the aim of hiring and retaining talented employees. The system has been found to be beneficial in quite a number of w ays. For instance, it is possible to share resources economically with the use of this system. Additionally, the duplication of roles and responsibilities is significantly minimized alongside providing a wider forum for creative approaches and ideas that are essential when carrying out the process of recruiting and retaining talent. Conclusion In recap, it is pertinent to reiterate that talent management is no longer a fancy term used by human resource professionals. The radical shift to strategic human resource management from traditionally valued technical human resource saw the relative importance of integrating the aspect of talent when recruiting employees. This has been occasioned by the rapidly changing business environment that demands equal measure of not only restructuring organizational leadership but also identifying, hiring, nurturing and retaining people with high potential to meet the short and long term goals of an organisation. Further, talent management has also be en incorporated in knowledge management by connecting talented people with other professionals as part and parcel of boosting their overall performance. References Antonelli, C., Geuna, A. Steinmueller, W. E. 2000. Information and communication technologies and the production, distribution and use of knowledge.  International Journal of Technology Management,  20: 72-94. Areiqat,  A.,  Abdelhadi,  T.   Al-Tarawneh, H.  2010.  Talent Management as a Strategic Practice of Human Resources Management to Improve Human Performance.  Interdisciplinary Journal of Contemporary Research In Business  2,  no.  2,  (June  1):  329-341. Bowen, D. E. Ostroff, C. 2004. Understanding HRM-firm performance linkages: The role of the ‘strength’ of the HRM system. Academy of Management Review, 29 (2), 203-221. Boxall, P Purcell, J. 2011. Strategy and Human Resource Management (3rd ed.), London: Palgrave Macmillan. Chaffey, D. Wood, S. 2006. Business Informat ion Management – Improving performance using information Systems, New York: Prentice Hall. Fey, C. F. Bjorkman, I. 2001. The effect of human resource management practices on MNC subsidiary performance in Russia. Journal of International Business Studies, 32(1): 59-75. Harris,  J. Craig, E.  Ã‚  Egan, H.  2010.  How successful organizations strategically manage their analytic talent.  Strategy Leadership  38,  no.  3,  (May  1):  15-22. Maier, R. 2007. Knowledge Management Systems: Information and Communication Technologies for Knowledge Management, Verlag: Springer. Oehley,  A. Theron, C.  2010.  The development and evaluation of a partial talent management structural model.  Management Dynamics  19,  no.  3,  (July  1):  2-28. Pinkerton, S. 2003. A System Approach to Retention and Recruitment. Nursing Economics, 20(6): 296-299. Saini,  D. 2010.  Talent Management in the Developing World. Vision  14,  no.  4,  (Octoberà ‚  1):  340-341. Wei, L. Q. Lau, C. M. 2005. Market orientation, HRM importance and HRM competency: Determinants of SHRM in Chinese firms.  International Journal of Human Resource Management, 16(10): 1901-1918. This article on People resourcing and talent management was written and submitted by user Eileen Obrien 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.

Thursday, March 19, 2020

How to Tell if You Are in a Toxic Relationship

How to Tell if You Are in a Toxic Relationship â€Å"Toxic† is not just the name of a famous song by Britney Spears. It’s also a definition of a relationship that brings destruction and sadness. A toxic relationship is something that people often fall into without realizing how bad the situation is. They usually dont even try to escape this cage. Why? Because of love, affection, or fear. But if you feel unhappy with your relationship, its time to change something, and this article will help you understand if you are in a toxic relationship. Why Is It Important to Exit a Toxic Relationship? We all love love, and we all love being loved back. Thats why sometimes people prefer not to pay attention to little details that might ruin the magic of the world that this person has made up. He or she might not see the influence of the partner and their bad attitude because of a subconscious (or conscious) fear of loneliness. This is what makes a toxic relationship even worse – not all people are ready to end this nightmare. A toxic relationship often causes various mental problems – depression, neurosis, and anxiety alongside with low self-esteem or even suicidal thoughts. A relationship should bring joy, a sense of protection, care, and stability. A toxic partner takes all this away, creating an unhealthy atmosphere. The following are the most common signs that your relationship is slowly destroying you. 1. You Always Feel Guilty Guilt, in general, is a healthy emotion that we face throughout our lives. It helps us understand whats right and whats wrong or how to avoid making mistakes in the future. However, a constant sense of guilt is unnatural and unhealthy as it has a bad influence on your self-esteem and your psychological balance. Does your partner always comment on your actions or the way you look, making you feel like you do everything wrong? Then you should make it stop. 2. You Feel Lonely Even When You Are Together A great relationship means that your partner is also your best friend, someone whom you can talk to about anything in the world, who supports you and cares about you. However, if you feel like you are lonely and not understood even after trying to communicate with your partner, you may be involved in a relationship with the wrong person. If being together with your partner doesnt bring you any joy (and especially if it makes you feel worse than being alone), consider ending this relationship. 3. You Dont Share Much with Your Friends and Family Some partners are just too jealous. It can get so extra that it makes you talk less to the people closest to you. Toxic relationships make people distance themselves from their families and friends, which results in losing the chance to get help from people who know you the best. If your partner presses you to give up contacts with your friends and family, it is truly a bad sign. Ask yourself, why does your partner do that to you? Maybe he or she understands that this way you will become more dependent on your relationship. This is a manipulative move that ties you down and limits your freedom. 4. You Feel Emotionally Drained Not all vampires look like Edward from Twilight. Some of them look just like regular people. Of course, we are not talking about the ones who crave blood but about the ones who actually take your energy and will away. Emotional vampires might seem like a myth, but they do exist. They dont have fangs and dont make you fall into some hypnotic sleep. They just exhaust people around them and make people emotionally weak, suppressed, and dependent. By taking your inner calmness away with scandals, blaming, suspicions, and insults, they make you do what they want. Energy vampires might not look as scary as Dracula, but their toxic influence is as dangerous as sharp teeth of any bloodsucking immortal. 5. You Are Careful with What You Say and Do Are you always afraid of making your partner angry with what you say or do? Do your conversations feel more like tipping on your toes? If instead of expressing your thoughts and feelings genuinely, you have to be very careful with your words, that means that you dont have the kind of emotional bond that has to exist in a really deep relationship. Being with someone means understanding the needs of your partner and their experience. If you cant share what bothers you with your significant other, ask yourself if they are really the one who you should be with. 6. You Give up Things that You Like for Your Partner It doesnt matter what it is that your partner makes you give up (a hobby, a friend, a job), its not a good sign. If you like to dance, sing, meet with your friends, visit galleries, or if you have some other hobbies etc., but have to avoid doing it in order not to annoy your partner, this is one of the surefire signs of being in a toxic relationship. 7. You Dont Have Privacy Does your partner check your phone and emails? Does he or she want to spend all your time together? Is he or she against you spending quality time with your friends? If you can recognize your partners behavior in these questions – consider ending this relationship. If there is no trust in a relationship, there is no future for the couple at all. Think about the joy that you are forced to give up when you are not allowed to do what you want. You are in a relationship where you both are equal in rights, so there can be no â€Å"I dont allow you to do that.† Come on! 8. You Are Forced to Do What You Dont Want To A lot of toxic partners are really demanding, especially when it comes to plans, activities, etc. They usually consider your opinion irrelevant and decide everything for you. For example, if you are going to see a movie together, you might suggest some particular film, but in the end you always go see what you partner wanted. It also might be applied to other spheres of life. For example, sexual, social, professional, etc. If you feel like you have no voice in this relationship, its the time for changes. What to Do if You Are Trapped in a Toxic Relationship? Toxic relationships can rarely be fixed, as there is little to no understanding and willingness to change something. If you feel unhappy with your relationship, try to talk to your partner about your feelings. Comminucation is the key! However, if all of your efforts end up a disaster and your partner stays indifferent, dont blame yourself. Basically, what you have to do in this case is end the relationship with the least amount of damage as possible. Its not always easy, as toxic partners usually are afraid of losing the power they have over another person. Sometimes this might lead to aggressive behavior. So, be careful and try to distance yourself as much as possible. Dont fall for provocations and be strong – they might tell you that you wont find anybody else, that they love you like nobody ever will, or that they cant live without you. Your happiness should be the priority #1, and you can be happy, just believe it.

Tuesday, March 3, 2020

How to Get Rid of a Musty Smell in Books

How to Get Rid of a Musty Smell in Books Have your beloved old books developed a musty smell? Prevention is key to making sure that books dont develop a bad odor. If you store your books in a cool, dry location, theres a much better chance that youll avoid much of the bad odor that old books can develop. Despite your best efforts, though, you may find mold or mildew on your books. Unfortunately, this may make them smell musty. Below, youll find some tips on how to get rid of the bad odor from your books. Consider Where You Are Storing Your Books If you are storing books in a  basement, garage, attic  or storage unit, youll want to address the storage issue before trying to remove the odor, mildew, and mold from your books. If you get rid of the bad smell and then put them right back in a damp storage location, youll see the problem come right back. Too much moisture causes mildew and mold and too much heat can cause the pages to dry out and crumble move your books to a cool, dry location. Protect Them with Dust Jackets Dust jackets protect the book covers, helping to keep the moisture away from the book. But a dust jacket is not a miracle cure. Even if you use dust jackets, be aware of where you are storing your books,  and avoid moist, hot areas, which can increase the likelihood that theyll develop bad-smelling mold or mildew. Avoid Prolonged Direct Contact with Newspaper Some experts used to recommend that you wrap your books with newspapers, or even place sheets of newspaper between the pages of your book. However, prolonged contact with newspapers can cause damage to your books because of acidity in the newspapers. If you do use a newspaper to get rid of the bad odor, be sure that the newspaper does not come into direct contact with your books. Avoid Bleach or Cleansers Bleach (or cleansers) can be destructive to the pages of your books. If the mildew and/or mold is such that you must remove it, use a dry, soft cloth to remove the worst of it. De-Stinkify Your Book In some cases, despite your best efforts, your book will still smell musty, mildewed or just old. Thankfully, theres an easy solution.  You will need two plastic containersone that will fit inside the other one. Pour some kitty litter in the bottom of the larger container. Place your book into the smaller container (without the lid), then put the small plastic container into the larger container with the kitty litter. Place the lid on the larger plastic container. You can leave the book in this book de-stinkifier for a month, which will remove the odor (and any moisture) from the book.  You can also use baking soda or charcoal in your book de-stinkifier.

Sunday, February 16, 2020

Destination Alliances Article Example | Topics and Well Written Essays - 500 words

Destination Alliances - Article Example The article "Destination Alliances" talks about the alliances - market strategies whereby two or more organization join to share marketing strategies or to promote concepts, services, or products. Alliance marketing is suitable for any business as long it finds an organization that shares mutual goals.A destination marketing organization (DMO) or convention and visitors bureau (CVB) is an organization that supports a town, city, region or country with the aim of increasing the number of visitors. DMO and CVB also promote the development or markets a destination through convention sales, tourism marketing, and services. Apart from targeting a high number of visitors, DMO and CVB also targets increase of business travelers which brings about overnight lodging for a destination, shopping revenues, and visits to restaurants. These organizations are funded by the country’s taxes. Convention and visitors bureau is considered to be the most important tourism marketing organizations i n their respective tourist destination. Philadelphia is referred as the world heritage city in the United States of America. It is a home to many national historical sites related to the foundation of the United States and it is among the 22 UNESCO World Heritage sites. It is in Philadelphia courageous visionaries crafted the modern day democracy. It harbors the independence hall, the liberty bell, the first and second bank of the USA, the president house where George Washington and John Adams spent most of their presidencies.