Managing Innovation in Organisation for 3D Printing- myassignmenthelp

Question: Discuss about theManaging Innovation in Organisation for 3D Printing. Answer: Introduction In past few decades, the technology has developed at a rapid speed due to a number of innovations. Major technological advancements resulted in improving people lives and making their work easier. This report will focus on 3D printing technology and analyse how it has marked as a major progress milestone in the technology sector. The 3D Printing technology is also called Additive manufacturing because it creates new objects or products by adding layers (McMenamin, Quayle, McHenry Adams, 2014). Other traditional forms of manufacturing are called subtractive manufacturing because they subtract material from objects in order to create new once. The 3D Printing technology has the potential to change manufacturing industry and positively influence peoples lives. This report will focus on manufacturing area of 3D printing technology and discuss its subtypes. This report will examine the major milestones in the 3D Printing technology and evaluate how it has affected organisations managemen t approach by analysing different examples. Further, this report will provide three future developments for 3D Printing technology by analysing its future influence. Area and Subtypes of 3D printing The 3D printing technology was first introduced in 1986 when Charles Hull created first ever 3D printer. After that, the technology has branched into different fields such as manufacturing, healthcare, production and others (Mueller, 2012). The area in which 3D printing technology has influenced the most is manufacturing field. 3D printing in Manufacturing Additive manufacturing process is most suitable for the production of new products or objects because of its number of benefits such as zero wastage, easy creation of complex objects, high level of detailing and others. Many manufacturing companies started investing in 3D printing technology in order to take its full advantage in their production operations (Vaezi, Seitz Yang, 2013)). Use of 3D printing in production process allows organisations to reduce material costs in the process. It has the potential to make manufacturing process extremely precise and infinite. The technology did not subtract materials which reduce the requirement for extra material. With the advancement of technology, the 3D printing technology is also able to use different materials in the production process which provide different options to manufacturers. It also reduces the requirement of labour costs since it is an automated process and does not require a large number of employees to work properly (Wong Hernandez, 2012). Therefore, it can be stated that 3D printing has a substantial influence on the manufacturing field and its different areas. Subtypes of 3D printing Following are different subtypes of 3D printing technology which can be used by organisations for different purposes. Vat Photopolymerisation In this process, a 3D printer is used that has a container filled with photopolymer resin which is hardened by use of a UV light. Stereolithography (SLA): In this process, an ultraviolet light hardened the curable photopolymer by tracing and creating cross sections on the surface of liquid resin (Wang, Goyanes, Gaisford Basit, 2016). Digital Light Processing (DLP): In this method, companies use light and photosensitive polymers to create new objects; it is very similar to Material Jetting In this method, the material is applied in the droplet by using a small diameter nozzle. This method is similar to a common inkjet paper printer; however, in this process, the material is applied layer-by-layer to create a 3D object (Gaytan et al., 2015). Contour Crafting This process uses the power of additive manufacturing to build houses for people. It uses the robotic device in order to automate the construction of large structures like houses. Most Importance Milestones Other than the first introduction of a 3D printer in 1986 by Charles Hull, the technology has further developed substantially by marking a number of major process milestones. Following are few of its examples. Industrial After building of first ever 3D printer by Charles Hull, the patent for Selective Laser Sintering (SLS) was applied by Carl Deckard (Mazzoli, 2013). In the automotive industry, Ford introduced first every 3D printer in 1986 for prototyping new part designs. Similarly, Boeing started using 3D printing technology for creating complex aircrafts parts which cannot otherwise be created at the high level of accuracy. In 2014, BAE Systems started using 3D printers for creating metal components for defence, security and aerospace purposes (Harwood, 2017). Medical 3D printing technology has made it easier and cheaper to create prosthetic parts, such as legs and arms. The technology has made it easier for corporations to create these parts with a high level of accuracy and making them easily available for people who require them worldwide. From 1999 to 2010, the 3D printing technology started revolutionising the medical industry and at the same time, first ever human organ created using a 3D printer which was a human bladder. After that, it becomes easier for healthcare professionals to create blood vessels, miniature kidney, and other human organs (Ventola, 2014). The researchers at Wake Forest Institute were able to use 3D printing technology for creating human skin which was a major milestone. Commercial From 2009, it has become easier for small start-ups and organisations to offer affordable 3D printers to the general public which they can use to build different 3D printed objects. The commercialisation of 3D printing technology is major milestone, and it will provide substantial business opportunities to a large number of organisations (Stabile, Scungio, Buonanno, Arpino Ficco, 2017). Technological In 2016, giant technology corporations such as Hewlett Packard and General Electric started investing in space technology. HPs Multi Jet Fusion technology is based on 3D printing technology which enables the firm to create spaceship components which require a high level of accuracy (Materialise, 2018). Effect of 3D printing technology on Organisations Following are different companies which harness the potential of 3D printing technology and use it to gain a competitive advantage. General Electric The company use 3D printers to create more than 85,000 fuel nozzles for Leap jet engines. The finished products from 3D printers are much lighter and accurate then compared to its alternatives which reduce its overall costs. The management is able to ensure that parts are created by using low costs materials, and the components are created with high level of accuracy. However, the ability of 3D printers to create new nozzles is relatively slower which require innovations to speed up the process (Conner et al., 2014). Boeing Boeing was an early adopter of 3D printing technology, and it has used the technology to create more than 20,000 parts for ten different commercial and military planes. The management also invests in additive manufacturing programs in University of Nottingham and University of Sheffield in order to ensure that they are able to improve the technology and use it in mass production (Lipson Kurman, 2013). Ford The management of Ford realised the potential of 3D printing technology from the early 1980s, and recently the company printed its 500,000th part by using a 3D printer. The management has invested in 3D printing technology because by using traditional methods it would take around four mounts and $500,000 to create its products whereas 3D printers are able to do the same job in four days and $3,000 (Ford, 2015). Therefore, 3D printing technology provides a competitive advantage to Ford over its competitors because the firm is able to reduce its time and resources in the production process. Recommendations Following are three recommendations for future development of 3D printing technology for organisations which can assist them in gaining a competitive advantage. Additive manufacturing is the future of production operations, and organisations are requiring investing in the technology in order to gain competitive advantage. The leading corporations such as General Electric, Ford and Boeing realised the potential of 3D printing technology in the 1980s, and they started investing in the technology which provided them a competitive advantage. Similarly, other manufacturing companies should invest in using 3D printers in their manufacturing process to improve its efficiency and effectiveness. The companies should invest in 3D printing technologys research and development programs for developing the technology. Although the technology has grown substantially since its first introduction in the 1980s, however, it has not achieved its full potential. Similarly, like Boeing, corporations should invest in 3D printing programs for developing the technology and making it more suitable for their operations. 3D printers offer a prominent market to organisations, and they should invest in creating more affordable printers for the general public. In the future, people will be able to create new objects at home by using 3D printers which will disrupt the manufacturing industry. Therefore, organisations and start-ups should invest in creating affordable and easy 3D printers for people. Conclusion In conclusion, the 3D printing technology was first developed in the 1980s, and it has developed exponentially since then. The technology enables organisations and people to create complex objects easily and in relatively less time than compared to traditional methods of productions. The technology has a substantial influence on manufacturing field since it enables companies to create new objects without expensive machinery and labour. Major milestones of the technology in different field such as medical, productions, commercial and technology are discussed in the report. The technology has affected management approach in organisations such as Ford, General Electric and Boeing since it allows them to create complex machinery components without incurring heavy costs. Various recommendations are given in the report for organisations regarding 3D printing technology such as increases in investment in 3D printers will allow them to reduce costs and increase the efficiency of operations. Organisations should increase the investment in research and development of 3D printing technology, and they should introduce new commercial 3D printers for the general public. These recommendations can assist organisations in using 3D printing technology effectively which will provide a competitive advantage and sustain their future growth. References Conner, B. P., Manogharan, G. P., Martof, A. N., Rodomsky, L. M., Rodomsky, C. M., Jordan, D. C., Limperos, J. W. 2014. Making sense of 3-D printing: Creating a map of additive manufacturing products and services.Additive Manufacturing,1, 64-76. Ford. 2015. 3d Printing Helps Ford to Develop All-New Ford GT And Means You Can Build A Supercar At Home. Retrieved from https://media.ford.com/content/fordmedia/feu/gb/en/news/2015/11/20/3d-printing-helps-ford-to-develop-all-new-ford-gt--and-means-you.html Gaytan, S. M., Cadena, M. A., Karim, H., Delfin, D., Lin, Y., Espalin, D., ... Wicker, R. B. 2015. Fabrication of barium titanate by binder jetting additive manufacturing technology.Ceramics International,41(5), 6610-6619. Harwood, E. 2017. Major Milestones for Additive Manufacturing Companies. Retrieved from https://investingnews.com/daily/tech-investing/3d-printing-investing/major-milestones-additive-manufacturing-companies/ Lipson, H., Kurman, M. 2013.Fabricated: The new world of 3D printing. New Jersey: John Wiley Sons. Materialise. 2018. Polyamide 3D printing, without the lasers. Retrieved from https://www.materialise.com/en/manufacturing/3d-printing-technology/multi-jet-fusion Mazzoli, A. 2013. Selective laser sintering in biomedical engineering.Medical biological engineering computing,51(3), 245-256. McMenamin, P. G., Quayle, M. R., McHenry, C. R., Adams, J. W. 2014. The production of anatomical teaching resources using three?dimensional (3D) printing technology.Anatomical sciences education,7(6), 479-486. Mueller, B. 2012. Additive manufacturing technologiesRapid prototyping to direct digital manufacturing.Assembly Automation,32(2). Stabile, L., Scungio, M., Buonanno, G., Arpino, F., Ficco, G. 2017. Airborne particle emission of a commercial 3D printer: the effect of filament material and printing temperature.Indoor air,27(2), 398-408. Vaezi, M., Seitz, H., Yang, S. 2013. A review on 3D micro-additive manufacturing technologies.The International Journal of Advanced Manufacturing Technology,67(5-8), 1721-1754. Ventola, C. L. 2014. Medical applications for 3D printing: current and projected uses.Pharmacy and Therapeutics,39(10), 704. Wang, J., Goyanes, A., Gaisford, S., Basit, A. W. 2016. Stereolithographic (SLA) 3D printing of oral modified-release dosage forms.International journal of pharmaceutics,503(1-2), 207-212. Wong, K. V., Hernandez, A. 2012. A review of additive manufacturing.ISRN Mechanical Engineering,2012.

Early Methods of Arts

Question: Discuss about the Early Methods of Arts . Answer: Part 1 The early childhood developers emphasize on two very important things, those are their knowledge about childhood development, and the second is the maturational theories (Sharp 2016). The skills and the ability development of the child depends on the culture that surrounds the child, the experience the child gains and at the same time it is being influenced by the responsive role that is being played by the adults. The Reggio Emilia approach is such an approach that helps in the development of the child, during the early childhood period (Mazzini, Cerullo, Mazzi and Costantini 2016). The particular approach is more an educational philosophy than educational phenomena. A schoolteacher, Loris Malaguzzi after the world war, developed the approach (Wright 2016). The parents of the children and Loris Malaguzzi thought that there should be a new way of learning for the children. In this particular approach, the children are taught the usage of symbolic language in everydays life. The symbo lic language includes things like painting, drama and even sculpting (Adams 2016). The Reggio Emilia approach is not only an innovative approach but at the same time, it is an inspiring approach for those students who are belonging to their early childhood. Thus, this particular approach is used mostly in the pre-schools, where the, educators encourage the students so that they could easily be engaged in the extended project (Wien 2015). The particular approach use drawing, as a graphical language, through drawings the children not only record their ideas but at the same time they record their observation as well as their feelings. The Reggio settings have lots of open space, designed in such a way that could be utilized by the children, to explore different languages (An Everyday Story 2016). The Reggio approach is helpful for the child because through this approach the child could construct his/her own learning. The environment in this particular system of education play an important role because the nature or the environment provides a large space for the children where they had a chance to delve deeper and know and could explore their interest at the same time. The space provides the children with an opportunity, so that they could have collaboration with other children, where they could develop a communication of their own (Lines, Naughton, Roder, Matapo, Whyte. and Liao, 2014). Drawing, sculpting and painting in the Reggio Emilia approach is the representation of the visual thoughts and the expression of the child. Through these forms of art, the child not only discovers its self but at the same time, the adult could have, the visual image of the thought, of the child. The other forms of art such as pretend play, dance, music, and modelling help the child in discovering different languages that the child should not only be aware of but at the same time he/she should be able to nurture and value it as well. The forms of each kind of art, helps the child to all those symbolic languages that are there around them. Another way of teaching the children in this particular method is to provide emphasis on the hands-on discovery. (Figure 1: The Student in a Reggio Emilia Approach Learn Through Different Art Forms Source: An Everyday Story. 2016). Part 2 The art can be utilized in different form in a particular module, to help the children to learn different things, including language. One such module is being presented here, where different art form can be used to help the student to learn a particular language, such as English. The module that would be discussed here, includes, not only the different form of arts that would be used but at the same time it would mention different kind of resources that are required to execute that particular thing. In this case, the module will help the student to learn the English language through different type of art form. The Art Form Used Resources Required Drama Props, in case of a small skid, things like cloths, chair and table would be sufficient. Short Stories Books containing short stories written by different authors. Books with illustrations would be more appealing to the children. Poems and Songs Books, where there are the poems and the poems can be learn by listening. Audio player could help in playing both the songs and a poem that is being recited by someone; it would be appealing to the children. Video player can be used as well, if any particular song or poem has visual graphics. The particular form of module is most appropriate for the students of the age of 2 to 3 years, since audio and visual media has been used here. According to most of the educators the children, who are below the age of 2 years they should not be exposed to any kind of audio or visual media, they believe that these kinds of media actually affect the children below 2 years of age very badly (Mednick 2016). Another form of art, that is the stories, can be used to help the children to learn and at the same time, it would help in developing the imaginative and the creative quality of the children as well. The personal style of the teacher helps the students in the learning process. During the pre-school stage, the students or the children are selfish and they grab the toys of the others, because they want that. Therefore, it is important that the students should be given a space where they could easily socialize; understand those values that are important in a society or in a community. Therefore, the students in the pre-school should involve i different art form and develop these qualities and the teachers should help the children in the process. Thus, the module here shows how the students could develop different kind of valuable quality in the pre-school stage. The Students of the Age 4 to 6 Years: The particular age group is very important for the educators, since during this time the brain of a child is not only developed rather it is over developed at the same time (Smith, 2016). During this particular stage, the students could be taught many things, and different kinds of games could help the student in that process . The teachers could create imaginative situation for the student and should ask the students or the children to carry on with their games. The teacher could also integrate themes in the game and make it interesting for the student. The particular method, give emphasis mostly to the human resource and that is the teacher, who carries out the whole process. The other important resource can be the nature or the environment, resources like balls, could be used as well. The Student of the Age 3 to 5 Years: The children belonging to the age group of 3 to 5 years requires those exercises, which would help in developing their motor movement. In such a time, art form like drawing and sculpture could be very helpful for the children (Hine 2016). The children would have to move a lot if they are drawing on a large sheet of paper or even on the walls. In case of sculpture, also, things are same, and while making a sculpture, the child moves his/her hands, the body parts a lot, and therefore, it helps in developing the body parts. For this particular integration of art form, the things that are required include, drawing papers, colours, of different kind and even the clay. Therefore, the three different modules show the usage of various kinds of art form, for the overall development of the child in his/her early childhood years. References Adams, D., Onibokum, Y., Rowell, G., Staples, J. and Synodi, M. (2016). A GUIDE TO EARLY CHILDHOOD PROGRAM DEVELOPMENT. 1st ed. An Everyday Story. (2016). What is the Reggio Emilia Approach? | An Everyday Story. Hine, C. (2016). Earlychildhood NEWS - Article Reading Center. Earlychildhoodnews.com. Lines, D., Naughton, C., Roder, J., Matapo, J., Whyte, M. and Liao, T., 2014. Move, Act, Play, Sing (MAPS): Exploring Early Childhood Arts Teaching and Learning Strategies and Concepts through Community Arts Interventions. Teaching and Learning Research Initiative. Mazzini, E., Cerullo, L., Mazzi, G. and Costantini, M., 2016. The experience of accreditation of the Reggio Emilia Research Hospital with the OECI model. Tumori, 101, pp.0-0. Mednick, F. (2016). OpenStax CNX. Cnx.org. Sharp, C. (2016). Developing Young Childrens Creativity Through the Arts: What Does Research Have to Offer?. 1st ed. Smith, R. (2016). Educational Leadership. 1st ed. Wien, C.A., 2015. Emergent curriculum in the primary classroom: Interpreting the Reggio Emilia approach in schools. Teachers College Press. Wright, S. (2016). Why Art is Important for Young Children | Education.com. Education.com.

Harvard University Class of 2022 Early Admission Results Are In!

On Tuesday, Harvard University released its early admissions decisions for the Class of 2022 and accepted 14.5% of early applicants. This year 6,630 students applied for admission under the Early Action program, and 964 applicants were accepted into Harvards Class of 2022, The Harvard Crimson reported. The early admission rate held flat at 14.5% even though Harvard had a 2.42% increase in the number of early applications. This increase in number of early applications, not just at Harvard but at universities across the board, appears to be a continuing trend, making early admissions applications a new normal. The early admits of the Class of 2022 is increasingly diverse. Of the 964 admitted students, 1.8% are Native Americans/Native Hawaiians, 9.8% are Latinas, 13.9% are African-Americans, and 24.2% are Asian-Americans. The largest increase for a racial or ethnic group year over year was for Asian-Americans, who comprised of 21.7% of last year’s early admitted students. With Harvard’s strong financial aid program, economic diversity also rose for early admits in the Class of 2022. 10.6% of early admitted students are first-generation college students, and close to 58% of students have applied for financial aid so far. Harvard’s Early Action program is not binding, which means admitted students have until May to decide whether they wish to enroll. Accepted students will be invited to attend Visitas, a weekend visiting program that allows students to experience life on campus to help them make an informed decision about where to enroll. This Year’s Visitas will be held on the weekend of April 21st. In an interview with Dean of Admissions and Financial Aid, William R. Fitzsimmons, earlier this fall, he said Harvard College will accept fewer students into the Class of 2022 in hopes of admitting more students off the waitlist. Harvard admitted an unusually large class last year, as an unexpected number of accepted students matriculated into the university this fall. Harvards early admission program accepted 26 more students this year, so we might be expecting an even lower regular decision acceptance rate this coming spring. Of the 6,630 early applicants, 4,882 were deferred and 611 were denied. The deadline for regular admissions is on January 1st, 2018 and regular admissions decisions will come out on March 28th, 2018. Congratulations to all students who were admitted to Harvard’s Class of 2022! Create a profile and upload your successful college application materials to inspire and help future applicants. Plus, earn some extra money while you’re at it! Got deferred or rejected? Reset and focus on your regular decision applications.Ourpremium plansoffer different levels of profile access and data insights that can help you get into your dream school. Unlock any of ourpackagesor search ourundergraduate profile databaseto find specific profiles that can help you make an informed choice about where to apply! We have 60,000+ successfulcollege application filesuploaded by college students. See how they got in, and how you can too!

Cathodic Electro Deposition Essays

Cathodic Electro Deposition Essays Cathodic Electro Deposition Essay Cathodic Electro Deposition Essay Electrodeposition Coating Process for Automobile Bodies* By Yoshiaki 0YABU,** Nobuo FURUNO,*** Yoji HIRASAWA*** and Hiroshi OMORI **** Synopsis The earlier electrodeposition processwas mainlypursuitedfor the quality control in terms of mass production. However, the coating efficiency was picked up to be a serial problemfrom a standpoint of the harmony between natural circumstancesand humans living-life conditions and the recovery usage of the paint was earnestlysearched. This trend led to the development in various technicalfields. The second impetus on further improvementof electrodeposition paint was due to oil crisis in 1973. The new technology relating to save-energy was developed. In thepaint industries, the further improvedanti-corrosive performance was strongly demanded. This demand also involvedthe developmentof new materials for automobile bodies and even the design of bodiesstructure. In this report, the introduction of electrodeposition process into automobile industries in Japan is hystrically reviewedand the electrodeposition mechanismand the mechanism which deposited materials from the coating film are briefly explained. As the demandfor anti-corrosiveperformance is increased, the coating system in which the anodic oxidation and the dissolutionfrom the object metal can not occur, was aimed and recentlyit was rapidly accepted as the superior system. On the other hand, there is an oppositeopinionfor this trend on the basis of the metal analysis detectedin the deposited film. The characteristics of cationic electrodeposition,in particular, the superior corrosion resistance with regard to the metal dissolution in the wholeelectrodeposition processis explained. In Chapter III, throwingpower which is characteristic for electrodeposition processis described. It is referred that throwingpower is not necessarily determined by the paint performance. Even the electrodeposition coating system, the areas into which the paint liquid does not intrude can not be coated. And it is pointed out that the design of bodiesstructure is inevitablynecessaryas well as the improvement paint performances. of In Chapter IV, the role of the main component,vehicleresin, is introduced. The deviceswhich disperse resin into solvent` water, and factors which determine the polarity of electrodeposition explained. And the are typical resin structure is shown. The paint performanceis greatly effected by the vehicleresin, but it is also deeplyrelated how thepaint is produced and how it is coated. Therefore, it is inferred that thepaint performances are relativelyestimated. In Chapter V, the whole system of electrodepositioncoating process is given. The so-called ` closed-loopsystem which is remarkably characteristic in electrodeposition process, and which is suitably fitted for mass production of automobile bodies is explained. Besides, the pH control technologyof paint bath and the possibility on its future development are referred. Thefurther improvement the recycleusage technology f paint of o is pointed out and the possibility to replyfor the social needssuch as saveenergyand lesspolution is explained. In Chapter VI, thepresent status of electrodeposition processand various technicalproblemsare explained. The summary of this review and authors views for future development are given in thefinal chapter. I. Introduction The development of the electrodeposition coating echnology in automobile bodies industry commenced around 1964 in Japan. In those days, dip coating of water-borne paint was applied to automobile parts after metal pretreatment, and it was confirmed when voltage was applied, the vehicle was deposited at the electrode. This was the beginning of electrodeposition coating. However, the essential point of this technology was not properly comprehended, while the unpublished work was progressing. Before 1963, the small products to which latex emulsion was mainly applied had been produced industrially. In Great Britain, the first major industrial use of electrodeposition coating system was in 1963 when the Pressed Steel Company commenced priming petrol tanks at their Oxford Works. In U. S. A. , the patent on electrodeposition system for automobile bodies and parts such as wheels was published in 1963 from the Ford Motor Company. And when patents emerged, all the automobile industries aimed at them. As the research was going on, the coating technology was proved to attract us with peculiar interests . such as high corrosion resistance of coating and the superior adaptability to mass production. The paint industries in Japan made a great effort to develop this coating technology, while they introduced it from the developed countries which it was attained in a higher level. The Japanese industries, in particular, automobile industries were in rapid progress, and they invested in the installation for the new coating system. Owing to this days trend, the electrodeposition was satisfactorily accepted by most of automobile industries. And in a short period of time, Japan got ahead of Europe and then U. S. A. n its distribution. In the beginning of electrodeposition paint which was mainly composed of natural oils, the film performance as a primer itself was inferior to that of solvent-type polyester primer modified with epoxy resin by spray coating, but the electrodeposition coating system was not followed in terms of throwing power and the coating efficiency. Around 1971, natural circumstances grew worse in proportion to the rapid progress of industrial products and people became sensitive to the recovery of the nature in Japan. The electrodeposition coating system does not emit an organic solvent in the air and in this point of view it fitted the days demand. How- * ** *** **** Received April 11, 1983. Â © 1983 ISIJ Director of Research Department, Nippon Paint Co. , Ltd. , Minami-shinagawa, Shinagawa-ku, Tokyo 140. Technical Center, Nippon Paint Co. , Ltd. , Ikeda-nakamachi, Neyagawa 572. Industrial Marine Coatings Division, Nippon Paint Co. , Ltd. , Fukushima, Fukushima-ku, Osaka 553. (994) Review Transactions ISIJ, Vol. 23, 1983 (995) ver, the great mass of water was utilized for rinsing after electrodeposition and it caused the problem of waste treatment. In response to this problem, the treatment of rinsed water was studied, leading to the development of the closed system. In 1969, PPG (the Pittsburgh Plate Glass Company, U. S. A. ) published the patent on ultrafiltration closed-loop system for electrodeposition coating. The waste treatment of rinsed water after electrodeposition was remarkably impro ved and coating efficiency reached 100 %. This progressed the improvement of the quality and the preparation of large size of ultrafilter and facilitated the industrialization with use of it. Since the oil crisis in 1973, the textile industries were chased up closely by the developing countries which manufactured products cheaply and they were not allowed to keep the technology for mass production. They were demanded to develop the new technological product being provided specific properties by utilizing their fine chemical technology. It can be said that this trend in the textile industries accelerated the development of ultrafilter. In 1975, it happened that an automobile engine was dropped off from the body by severe corrosion of supporting panels which was caused by the salt dispersed on the road in Canada. This led to the big compensation and with a help of its impetus the corrosion protection of automobile bodies were taken as the serial problem which had been prone to be neglected and the design of automobile bodies were begun to study in terms of corrosion protection. Around that time, in order to decrease the weight of automobile bodies, inorganic and organic materials were started to be investigated in esponse to the days demand of saving labor and energy and cationic electrodeposition coating attracted remarkable attention. PPGs patented cathodic electrodeposition system was introduced in 1972. Its first commercial use was for applying the primer on household appliances to gain the advantages of increased detergent resistance and outstanding corrosion resistance. The corrosion resistance of cationic ele ctrodeposition coating was far superior to that of anionic one and the former was substituted for the latter in a few years in Japan. In those days, there had been reported only several papers on the steel surface. In the industrial metal pretreatment line which the phosphating bath was controlled in the proper treatment values, even if the satisfied phosphate coating was not obtained due to the variation of steel surface, the phosphating bath was changed to fit the varied steel surface. Around the time cationic electrodeposition coating was examined to apply to the industrial line, there had been technological competition to protect automobile bodies against corrosion either by the improvement of primer paint or by the development of precoated steel plated with Zn, Ni, or Al. However, the cationic electrodeposition paint of PPG was proved to be far ahead of others and most of the automobile industries in the world accepted it. Consequently, the anti-corrosive performance of the precoated steel for automobile bodies came to be evaluated by applying electrodeposition coating to it. Even the steel industries were involved in the world trend from mass production to the development of the functional materials. The steel industries commenced earnestly the development of precoated metal possessing the corrosion resistance, while producing steel by continuous annealing pickling line system. With the development of precoated metal, papers on the analysis and its interpretation on steel surface have begun to appear. (The development of the instrument of chemical analysis has given a big help to them. ) And the technology of the phosphate coating has progressed in combination with the technical reports on steel surface. At present, the electrodeposition system are mainly from PPGs patent. The distribution of primers for automobile bodies in each region is shown in Table 1. At present it is impossible to decide with technical investigations what sort of steels are suitable for automobile bodies. Though one side and both side galvanized steels have been utilized for automobile bodies, the development of corrosion protection would progress as a total technology while giving answers how to select the precoated steel and how to use it. The authors inferred that the essential technology for electrodeposition coating system could be throwing power and the control of deposition bath paint, and carried out the analysis of throwing power and the deposition mechanism in 1969. In the references published in the 1960s, electrodeposition coating is described as ` electrophoretic coating. The authors reported that the film forming reaction was due to water electrolysis, water removal by electroosmosis, aggregation of colloidal particles and their melting by Joules heat. In this review, the technology of the electrodeposition coating system is discussed on the basis of authors work and views referring to many papers and patents. II. Mechanism of Electrodeposition Coating 1. Signj/icance Electrodeposition of Coating Processof AutomobileBodies As structural materials for automobile bodies, steels have been widely utilized as they are supplied cheaply and in large quantities besides their strength. The main purposes of the coating are to protect the substrate from the corrosive attack and to provide it with a good appearance. Table 1. Distribution of primers in each region. (investigated in 1982, autumn) (%) (996) Transactions ISIT, Vol. 23, 1983 The method of applying primers using the electrodeposition coating process has become quite common in the automobile industry, since it was introduced during the 1960s because of its inherent processing advantages. The electrodeposition coating method fits well into the coating process in the automobile industry either as an in-line processing method or as an off-line system. The coating time is short, 2 to 3 min full immersion, for complete bodies or parts , and it coats the exterior, interior, and recessed areas in a single dip application. One technician normally operates the processing system. Bodies or parts to be coated are fully immersed in the electrodeposition bath. The electrodeposition paint formulated proper materials provides a uniform coating over all electrically conductive surfaces in the given coating time. The paint is water-borne. There are also small amounts of solvent present, approximately 5 % or less. This composition and the process efficiency are very compatible with goals to minimize air pollution. When the electrodeposition coating process is used with a ` closed-loop system, it results in high utilization of the paint. Properly designed systems have a paint utilization efficiency approaching 100 %. Most systems are designed to achieve this high efficiency. There are numerous other characteristics of the electrodeposition process, such as non-flammability. Various reactions relating to electrodeposition in connection with the object are reviewed in this chapter. Mechanismof Electrodeposition In anionic electrodeposition developed in the beginning, it was assumed that the deposition was due to the following reaction, where charged water-soluble or water-dispersible macroion R~ was changed to R at the anode. R;R+e Resin particles stabilized by macroion is called hydrophobic colloid. The deposition mechanism was assumed to be electrophoretic deposition of hydrophobic colloidal particles and its coating process was called ` electrophoretic coating process . But, it was failed to explain characteristics of electrodeposition such as superior throwing power and high productivity by the above electrode reaction with an electron transfer. Many reports including the authors research were published and it was clarified that the deposition mechanism was due to the coagulation of hydrophobic colloidal particles by H+ generated by water electrolysis. This result greatly contributed to the development of the cationic electrodeposition coating process. And by the industrial utilization of anionic and cationic electrodeposition, the above mechanism based on electrolysis was widely accepted. In electrodeposition, charged water-soluble or water-dispersible macroions are attracted by the electrode of the opposite polarity where they undergo electrochemical reactions and are deposited. If the 2. electrodepositing vehicle is represented by RX, where R~ is the macroaaion, then R+ will be deposited at the cathode (cathodic electrodeposition). Conversely, with macroanion R-, deposition will take place at the anode (anodic electrodeposition). The anodic electrodeposition relies on carboxyl groups and the cathodic on amine groups. Thus electrodeposition resins are designed and prepared like other coating polymers but are required to carry ion-forming groups, e. g. , -NH2 or -COOH . These resins are utilized in electrodeposition as indicated in Table 2. When the voltage is applied, the main reactions at the electrode are electrolysis of water and the deposition of macroion. 1) Electrolysis of water Anode 2H20 4H++02+4e 40H- p 02+2H20+4e Cathode 4H2O+4e ~ 4OW+2H2 4W+4e -p 2H2 2) Polymer deposition Anionic electrodeposition RCOO-+H+ ~ RCOOH Cationic electrodeposition R3NH++OH- f R3N+H2O As shown in Fig. , anionic electrodeposition and cationic electrodeposition are similarly symmetry. The mechanism of electrodeposition and others would be substantially considered to be the same phenomena. 3~ Table 2. Electrodepositable tion. 2 resins and mode of deposi- Fig. 1. Comparison tionic one. of anionic electrode position with ca- . Transactions ISIJ, Vol. 23, 1983 (997) 3. Mechanismof Film Formation When the constant p otential difference (100 V) was applied, the logarithm of the current was linear to time as shown in Fig. 2. This relationship is called the law of logarithm in the film formation, and indicates that the current decreases due to insulation of the electrode. When the electrodeposition period was longer than 6 sec, this relationship deviated from the linear shape and the square of the reciprocal of the current density became linear to time as shown in Fig. 3. This relationship is called the law of parabola in the film formation, and demonstrates that the mechanism of electroconduction of the electrodeposited film is ionic, controlling the rate of the film formation. From these results the mechanism of the electrodeposition film formation is discussed using the model shown in Fig. 4. When the applied potential difference is low, the melting process of the electrodeposited particles cannot occur. In this case, the particles rinsed off from the electrode by washing with tap water after electrodeposition. As the applied potential difference is increased, the melting process occurs faster. Materials formed by this melting process get increased the electric resistance. But it is not allowed to increase beyond a certain value. The film conduction depends on ionic species in the pin holes which are built up by releasing the bubbles. These bubbles and pin holes are visible although they are very small. The colloidal particles precipitate in the pin holes as shown in Fig. 4, the growing point of the film is no longer adjacent to the electrode but within a diffusion layer a finite distance away from the electrode. When the applied potential difference is too high, the random growing ruptures the uniformity of the film. The film rupture voltage is believed to depend on the rheological properties of the film and the rate of electrolysis. . E ffect of Metal Dissolution When the potential difference is applied in an electrolyte solution, the following metal dissolution may occur at the anode. MÂ ° Mn++ne The redox potential of the metal affects the possibility of the above reaction, and as the potential becomes higher, the reaction possibility becomes larger. But this does not imply the continuous reaction progr ess. When anionic species such as C1 are presented too much in the electrolyte, the dissolution reaction occurs easily and Cr04-, S04- and C03- disturb the above reaction. In anionic electrodeposition, the object is anodized and the following polymer deposition occurs; that is nRC00-+Mn+ p (RC00),z-M Fig. 2. The time relation during between the early the logarithm at of current a constant and period applied potential of 100 V. Fig . 3. The relation between the square that of reciprocal between the curpa- -),andand rent (time rameter p and time (- Fig . 4. A model of the electrodeposited film. In other words, at the anode the dissolution reaction is decreased by the polymer deposition. These reactions would not occur evenly over the automobile bodies, because of their complex-shaped structure. Since the potential difference is not the same in all the locations of automobile bodies, the electrodeposition coating process provides an uneven coating. This would deteriorate the performance of coating such as corrosion resistance and appearance. The dissolved amounts of the metal during reactions differ largely in electrodeposition bath compositions. And they are affected by the surface treatment of the steel. The adaptability of the newly developed metal materials should be strictly examined. In cationic electrodeposition the object is the cathode, and the above mentioned anodic dissolution reaction does not occur at the object. This point was aimed at and the cationic electrodeposition coating process has been developed which gives an excellent corrosion resistance. Anderson4; analyzed the metal in cationic electrodeposition films and characterized the peculiar relations of cationic electrodeposition against anionic one (Fig. 5). He presumed that the following reaction would occur at the cathode. Review (998) Transactions ISIJ, Vol. 23, 1983 MÂ °+40H- [MO2]n-+2H2O+(4-n)e Since then, his data have been cited by many researchers with a little discussion. Being based on the results electrodeposition film weight increases with an increase of the deposition time. The authors can not agree with the following approach. The metal detected in electrodeposition film is assumed to be due to the electrode reaction by a flow of current. Metallic substrate dissolves chemically without current flow. For example, corrosion with hydrogen evolution is illustrated as follows. 2Fe+3H20 Zn+H2O p + Fe203+3H2 ZnO+H2 ~ T Fig. 5. Changes cold-rolled in iron steel content with of electrodeposited deposition time. films on 1 2A1+3H2O pA1203+3H2 These reactions do not participate in electron transfer and they are not related to current flow. These corrosion reactions differ in electrodeposition bath compositions, electrodeposition process conditions, metal materials and their surface conditions. Therefore, the analysis of corrosion reactions are quite difficult. However, the practical difficulties arising from the above mentioned factors have been clarified. In cationic electrodeposition, the working electrode is the anode and anodic dissolution causes a contamination of electrodeposition bath paint. Care must be taken in cationic electrodeposition being different from anionic electrodeposition. In order to prevent the contamination by dissolved ion, the working electrode is settled inside diaphragm which ion-exchange membrane is preferably used. III. Throwing Power _l. Signficanceof Throwing Power in ProtectiveCoating In coating applications or complex-shaped automobile bodies, throwing power, the ability to extend paint films into highly recessed areas, as well as the corrosion resistance of coating are greatly demanded. These two specifications have been parallely taken as the index for the improvement and development of the electrodeposition coating process. Recently, the materials such as the cold-rolled steel, galvanized steel and othe r steels have been widely utilized for automobile bodies, and the estimation for two specifications (corrosion resistance of coating and throwing power) become complexed and varied. In order to improve the protective performance of automobile bodies, they should be examined particularly in the throwing power. In this chapter, we review in throwing power. 2. Throwing Power Test In case of the design for corrosion protection of automobile bodies, there are two following purposes to estimate throwing power. 1) To design the structure of automobile bodies and materials adaptability 2) To design electrodeposition paint and deposition coating process Review Fig. 6. Types of throwing cells (dia grammatic). For the first purpose it is recommended to make a model on the characteristics of the bodies structure. The modeling of the bodies structure generally arises from the know-how on the design for corrosion protection of the automobile industry. There have been proposed the following devices for measuring throwing power of the electrodeposition paint since it was developed. The most simple device is a comparative test. Many possible methods were described briefly by Tawn and Berry,5) and are illustrated diagrammatically in Fig. 6. This diagram enables one to appreciate the meaning of throwing power. 1) Bar test (Fig. 6(a)) In this type of test, either or both of two functions can be measured : the length of the anode coated under given conditions, and the gradient of film thickness down the anode. (2) Multiple plate test (Fig. 6(b)) In this form of test, the efficiency, that is the weight or film thickness of coating on the inside plates, can be compared with that of coating on the outs ide plates. (3) Wedge test (Fig. 6(c)) In this test, it is only possible to estimate the percentage of the total area not coated with the paint. Mathematical expression of the result is difficult, due to difficulties of measuring areas accurately and defining the boundary between coated and uncoated areas. (4) Tube test (Fig. 6(d)) Several methods of this type exist, one of which is illustrated in Fig. 6(d), but in essence this is similar to the bar test, except for the restriction applied to the electrical bath by the non-conductive tube itself. (5) Cell test (Fig. 6(e)) Particular conditions may be applied to the anode in the cathode compartment, and the deposition on the anode in the separate compartment may be determined separately. Another purpose to estimate throwing power is to detect quantitatively the inherent ability of the used paint. In these several measuring methods, the tube test (Fig. 6) has been recognized to be mostly accepted method. The size of this test tube is defined fully by automobile industries. For examples, Ford Cell and GM Cell are popularly accepted in U. S. A. 3. Analysis of Throwing Power The electrodeposition paint industries have analyzed the mechanism of throwing power as corresponding to the different size of each automobile industry. Oyabu and Furuno6-8~ showed that throwing power could be related to the geometry of the test cell and coating properties by the following equation: Th2 = -. E . ,c (1) a LJ the cross-sectional area of the cell the perimeter of the cell the bath conductivity the applied voltage the current density at the coated surface of the tube at the end of the deposition experiment The equipotential surfaces at the start of the electrodeposition process are shown at the left, and those in progress at the right of Fig. . The dense distribution of equipotential surfaces along to the anode corresponds to the electrodeposited film. In this area the current density is approximately uniform. To verify the relationships between a and Th, and between L and Th in the above equations, three kinds of experiments were carried out. A steel panel was inserted into a glass tube. If the thickness of the panel is expressed by d and the width by l(d

Within strategic management of business, 'gap analysis' is the process Essay

Within strategic management of business, 'gap analysis' is the process of asking where are we now, where do we want to be - Essay Example At the corporate level, there are challenges from the rival companies, unpredictability of the market, dynamic consumer behaviour, etc. Moreover, political situation of the twenty-first century involves the working of complex democracies together with dynamic economic trends. The recent wave of economic slowdown has helped us to discern the importance of strategy setting and analysis in the context of corporate governance. Strategic management is thus increasingly involving an analytical approach to understand what a company actually does in relation to what it can potentially do. Executive Summary Gap analysis is the process of exploring certain questions in relation to the company’s present, potential and future performances. The paper will examine analytical instrument by interrelating it with the concepts of the strategic management of business. Strategic management and gap analysis are explained. Interrelations between the two processes are chalked out. Case examples are discussed to elucidate these interrelations. The Analytical and Strategic Approaches Introduction: The following discussion would explain and analyse gap analysis and strategic management. Discussion: In economics and business, gap analysis is a sort of tool which would help a corporation to compare its real time performance with the performance it is potentially capable of. This analytical approach is rather question answer based and from the perspective of the company, the questions are: 1. Where are we now? 2. Where do we want to be? 3. How can we get there? Gap analysis helps the company to obtain critical information so that the frontiers of production probabilities are not compromised (Cummins, 2008). The sphere of strategic management, on the other hand, deals with the principle emergent and intended initiations taken in the context of corporate governance which would involve resource allocation and utilisation, performance enhancement and adjustment with the external environ ments (Nag, Hambrick and Chen, 2007). Further, strategic management would refine the company affairs at the level of fierce corporate rivalry (Hamel and Prahalad, 1994). Summary: 1. Discussion on gap analysis 2. Discussion on strategic management Relation between Strategic Management and Gap Analysis Introduction: The following section explores that how gap analysis facilitates the implementation of the concepts of strategic management. Discussion: The main points of strategic management are: 1. Process of strategy development 2. Linking strategic capabilities with the external environment 3. Strategically designing the management, production and marketing processes 4. Optimisation of fiscal performance (Johnson, Scholes and Whittington, 2008) Gap analysis helps the process of strategy development by finding out the difference between the company’s present and potential performances. Gap analysis thus facilitates strategic improvement of HR, R&D, logistics, etc. Gap analysis also relates to the company’s behaviour with respect to the external environment by monitoring its performance in the contemporary circumstances. Gap analysis considers all the processes and project life cycles involved in the functionary of the organisation, hence it helps to improve the management, production, marketing and fiscal activities. When the crucial question of quality control arises, benchmarking for the quest of optimal performance becomes mandatory and thus gap analysis becomes supplementary to the strategic management of business. (Camp, 1989) Gap analysis provides the company with a graphical aid that is used to communicate areas where the firm does not meet a benchmark. Process optimisation, which is a key

U05a1 Project Annotated Outline and Bibliography Essay - 1

U05a1 Project Annotated Outline and Bibliography - Essay Example 2. As explained by Beta – Research School for Operations Managements and logistics, â€Å"In the healthcare domain, explicit process specifications are often missing or not followed in practice. Research in process mining shows how specifications can be constructed from historic logs and conformance of practice to specifications can be analyzed. Process patterns play a role as abstract building blocks for processes, including the role of human performance aspects in process execution† (BETA). The above link is to the blog that relates to the several worker compensation articles and the article in this blog provides a clear insight into the issues that Tufts Medical Centre had been faced with for the lack of health and safety of the employees within the organization. This will form the base of the study and will bring out the basic reasons for the issue within the organization. This is an excellent article that has been provided and is one which provides excellent information and techniques for the operations management of the health care. This article also provides a clear insight into the long period of unnecessary treatment that a few patients need to go through and how the patients feel the issues due to the operational management lack in the organizations. This book provides excellent operation management and strategic implementation of the various tools and techniques that deal with the improvement of quality. The book is very effective and efficient as it provides an insight into the operations and also provides information relating to the improvement of the health care industry and the organizations. This website provides details of the organization in question and provides a clear insight into the world of Tuft Medical Center. The information from this website has been used to provide a clear understanding of the organization in focus. This forms a base for the paper and is an essential element of the

The Strengths Based Approach In Human Resources Commerce Essay

The Strengths Based Approach In Human Resources Commerce Essay Human resource has become a source of core competence a unique capability in the organization that creates high value and that differentiates the organization from its competition. Therefore it is paramount to add a strategic touch in sourcing, selecting and managing this unique capability to gain competitive advantage. Linking of human resources with strategic goals and objectives in order to improve business performance and develop organizational culture that foster innovation and flexibility bring about the strategic touch, otherwise known as Strategic Human Resource Management. Strengths Based approach in SHRM terms and Models Critically analysing BAE Systems scenario, it is possible analyse its operations which reveals SHRM terms and models that helps in understanding the context in which the strength based approach has been used. SHRM Terms BAE has been recruiting and hiring personnel to match their competence with the organizations goal. Its tradition model, à ¢Ã¢â€š ¬Ã‚ ¦.clients going to the businessà ¢Ã¢â€š ¬Ã‚ ¦ has since changed to a more customer-oriented approach. In the process it has meant designing and implementing a set of internally consistent policies and practices that ensure the human capital of the firm contributes to the achievement of its business objectives (Schuler MacMillan 1984, Baird Meshoulam 1988, Jackson Schuler 1995) à ¢Ã¢â€š ¬Ã‚ ¦customer-orientated organization that does maintenance and support. This change is in response to BAE external business environment that demands a customer-orientated approach and as such the need for better deployment of human resource an emphasis of SHRM à ¢Ã¢â€š ¬Ã‚ ¦We are putting significant numbers of people into RAF bases, working alongside the RAF our people managing RAF people in the process (pg 2, paragraph 3) Since a firms strategy (BAE strategy rather than clients going to the business, it was to the clients) is a reflection of its response to the external changes, human-capital, with a broad array of skills compatible with the corporate strategy, is a catalyst for fulfilling the strategic goals. This calls for melding of HR function (selection and hiring) with a firms strategy congruence between HR practice and business strategy (Miles Snow 1984, Baird Meshoulam 1988, Wright McMahan 1992), a practice known as best-fit an approach on the idea that human resource strategy flow from business strategy; matching the human strength (talent, Skills, knowledgeà ¢Ã¢â€š ¬Ã‚ ¦etc) toward the achievement of the organisation goal. In modern competitive times success is achieved by adapting enlightened, progressive, people first, high performance or high commitment employment practices. This seems to the same idea BAE is banking on, otherwise known as best practice a bundle of HR policies that lead to highly motivated and committed employees who are the key to an organizations competitive advantage. à ¢Ã¢â€š ¬Ã‚ ¦Instead of focusing on an individuals weaknessà ¢Ã¢â€š ¬Ã‚ ¦focus on their strong points and allow them to use those to their full potential (pg 2, paragraph 3) Further, the above statement highlights one aspect BAE is focusing on, the people to achieve it strategic goals. So as to achieve high performance and / or high commitment, it is worldly accepted that people work better while doing what they are best at doing (Huselid, 1995; Becker and Gerhart, 1996; Guest, 1997.). à ¢Ã¢â€š ¬Ã‚ ¦they had been givenà ¢Ã¢â€š ¬Ã‚ ¦things they would have naturally been drawn to, that they enjoyed and found energising (pg 4, paragraph 2) Change indeed is inevitable at BAE. The business model it has been relying on is changing, calling for a more customer-orientated approach. à ¢Ã¢â€š ¬Ã‚ ¦rather than clients going to the business, it was going to the clients The mere fact of implement a strength base approach, in itself is change. It can be concluded that the change is fostered towards remaining competitive in the changing environment, thus BAE is seeking to match its human resource with business strategy, a concept in SHRM known as contingency approach which brings about two orientations, the internal labour orientation that seeks a long-term relationship with its employees and external labour orientation that seeks flexibility and does not make long-term commitments employees. SHRM Model From BAEs case, certain key features emerge that helps in identifying the SHRM model it is using to recruit and select its personnel. BAE business goal is to change its earlier approach of customer going to the business, to BAE going in such of the client. Adams à ¢Ã¢â€š ¬Ã‚ ¦what were trying to move to is much more customer-oriented organisationà ¢Ã¢â€š ¬Ã‚ ¦ The strength based approach as used in BAE scenario can be referred to as the Human Resource Strategy (HRS) and is being mended with BAE Business Strategy (BS) rather than clients going to the business, it was to the clients to achieve a fit to achieve its goal, in response to its changing business environment. This leads to a conclusion that the relationship between BS and HRS is that of Fit. Environment Analysis, another SHRM model feature, emerges; business transformation led to à ¢Ã¢â€š ¬Ã‚ ¦working with an industrial artist to produce a poster that illustrated for staff and leaders alike the challenges ahead. (pg 3, paragraph 3) This analysis helps BAE understand the environment which it operates in and be able to adopt as it evolves. Also the analysis prompt BAE to carry out a situation analysis to determine it current status, especially in terms of human resource to ascertain its capability to achieve its in response to the change in the business environment. This goal, I can say by analysis of BAE case, has been occasioned by BAE customers seeking value-add service on top of just the designing and build of aircraft services, an issue of stakeholder interest the customer. à ¢Ã¢â€š ¬Ã‚ ¦move toà ¢Ã¢â€š ¬Ã‚ ¦a much more customer-orientated organisation that does maintenance and support (pg 3, paragraph 2) From the case, strength-base approach has resulted in high performance by employees doing more than they used to do even though nothing had change in terms of the job roles an issue to do with work systems and HR flow, key attributes of a HR policy. Also, for BAE employees to do things they would have been drawn to and found energising is a catalyst for achieving competence and commitment among the employees, the desired result (outcomes) of the HR policy being used by an organisation, in this case BAE. The above paints a picture of the kind of SHRM model BAE that is skewed toward the Harvard Model; an approach seen to enhance high level of trust and mutuality. A representation of the model in light of the BAE case is as follows. HR Outcomes: High performance Commitment Competence Stakeholder Interests: Employee job satisfaction Organisation/Mgt Performance and competitiveness Customer quality, value for money HR Policies Long-term Consequences: Organisational Effectiveness Situation Analysis: Skill Availability 1.2) From a Human Resource Development (HRD) perspective the value of this Strength based approach from the perspective of learning, development and change Introduction The Link between HRD, Learning, Development and change HRD refers to activities geared to cause employees to improve, make better, to increase from an individual perspective (in terms of skills and knowledge) and from an organisation perspective (in terms of business performance through the people) resulting in an organisation gaining competitive edge and ability to succeed in the future. HRD has therefore become critical (reason for a strategic approach to human resource) in nurturing human-capital talent, bringing to the fore the need for organisations to provide opportunities to attract, retain and offer growth opportunity to individual, especially in todays knowledge economy, thus the recognition of the criticality of learning and development in the context of human-capital the development and organisation capability. An organisations business environment keeps changing hence the needs to have the capacity to embrace and manage changes as they evolve. Through people organisation achieve their goals. Likewise through people an organisation is able to adapt / change to the new way of doing business. The value of this Strength based approach from the perspective of learning, development and change Learning and Strength-based approach Learningà ¢Ã¢â€š ¬Ã‚ ¦has acquired visibility and saliency because it sits at the juncture of new thinking concerning the nature of learning about new forms of knowledge, the transformation of the nature of work and the modern enterprise in a globalized economy (Stern and Sommerlad, 1999). From BAE perspective, the implementation of the strength-based approach can be construed to be a learning experience for the organization. Also the strength-based approach can be viewed from Kolb et als (1974) learning cycle that focuses on an integrated and planned approach based on experience Fig 2: Kolb et als (1974) learning cycle Reflection on experience involve looking back on experience and assessing the results. In relation to BAE, this is highlighted by the change in the way it used to do business. à ¢Ã¢â€š ¬Ã‚ ¦the traditional centralised business model.was changing rather than clients going to the business, it was going to the clients. (Paragraph 2, page 3) Conceptualise involves seek to understand why things turned out as they did, draw conclusions and make some hypotheses. The strength based approach from the case is defined as: à ¢Ã¢â€š ¬Ã‚ ¦Instead of focusing on an individuals weaknessà ¢Ã¢â€š ¬Ã‚ ¦ you should focus on their strong points and allow them to use those to their full potential (Paragraph 3, page 2) Implementing the approach at the board level was hypothetical in the sense that the approach had been around for a while without much success any surety it would work. Apply -testing the hypotheses à ¢Ã¢â€š ¬Ã‚ ¦The board was allocated several key business tasksà ¢Ã¢â€š ¬Ã‚ ¦ allocated according to strengths. (Paragraph 1, page 4) Act Do something. In BAEs case à ¢Ã¢â€š ¬Ã‚ ¦ The extent to which a strength-based approach will be integrated into BAE is under review. (Paragraph 6, page 4) The fact that BAE board à ¢Ã¢â€š ¬Ã‚ ¦want to take this forward underscore the nature of learning, that of a continuous process. The value of Strength-based approach is that, employees are able to identify their strengths helping individuals understand their talents and how they can consciously apply these at work through developing knowledge and skills (which can be learned) to turn natural talents into world-class strengths. This approach has contributed to a high-performance work environment. (Organisational) Development and Strength-based approach As defined by Richard Beckhard (1969), Organization development (OD) is a planned, top-down, organization-wide effort to increase the organizations effectiveness and health. OD is undertaken to achieve a flexible (not only enabling organizations to embrace change, but exploit change in the external environment to organizational advantage) and creative organization that constantly seeks to improve and reinvent the way it carries out its business, and serves its customers. How rapidly an organization adapts to changing business circumstance is what delivers competitive advantage in todays global marketplace. Example, today, customers can be located anywhere in the world, customers demand near-instantaneous responsiveness and solutions. Such factors have impinged on organizational development. As a resulted there is a growing trend around the world to introduce skill-specific forms of training, as well as the growing recognition of individual learning contribution to organisation learning, both of which emphasise the link between competitive advantage and, training and development specifically around role and tasks. This seems to be the perspective BAE is borrowing by implementing a strength-based approach. à ¢Ã¢â€š ¬Ã‚ ¦Rather than being shared out according to job functionà ¢Ã¢â€š ¬Ã‚ ¦tasks were now allocated according to strengths (skills) (paragraph 1, pg 4) A broader approach could be placed on identifying the skills and experience (BAE: through strength-based approach), which broad business direction (BAE: à ¢Ã¢â€š ¬Ã‚ ¦customer-orientated organisation that does maintenance and support) suggests will be required in the future together with planning around developing talent at different levels in the organisation (BAE: The extent to which a strength based approach will be integrated into BAE is under review). Change and Strength-based Approach An organisation can only perform effectively through interaction with the broader external environment of which it is part. Therefore the structure and functioning of the organisation must reflect the nature of the environment in which it is operation. For its survival and future success the organisation must be readily adaptable to the external demands upon it it must be responsive to change. From BAE perspective The traditionally centralised business modelà ¢Ã¢â€š ¬Ã‚ ¦was changingà ¢Ã¢â€š ¬Ã‚ ¦ (Paragraph 2, page 3) à ¢Ã¢â€š ¬Ã‚ ¦to move toà ¢Ã¢â€š ¬Ã‚ ¦much more customer-orientated organisationà ¢Ã¢â€š ¬Ã‚ ¦ (Paragraph 3, page 4) The above reflects a change and BAE needs to adapt to the new way of doing business. Implementing the Strength-based approach comes in handy in identify the set of skills required to undertake such a move. 1.3 From an organisational and employee perspective the weakness ofstrength based approach The direction an organisation takes is always governed by goals that it wants to achieve and the strategies thereof applied to achieve them. Since the only way to achieve such goals is through people, there has to be a link between the strategies and the people. From BAEs perspective, the strength-based approach may be viewed as a best-practise approach a bundle of HR policies. à ¢Ã¢â€š ¬Ã‚ ¦Instead of focusing on an individuals à ¢Ã¢â€š ¬Ã‚ ¦focus on their strong points and allow them to use those to their full potential (pg 2, paragraph 3) According to Purcell (1999, p. 27) the best practice model does not discuss on company strategy. The underlying premise of this view is that organizations adopting a set of best practices attract super human resources, talent and competencies. These superior human resources will, in turn, influence the strategy the organization adopts and is the source of its competitive advantage. (Milkovich Newman, 2002, p. 30) .Therefore, for this approach, policy precedes strategy. This brings out the first weakness of the strength-based approach there is no direct link with the overall organization strategy. The strength-based approach primary focus is the skills of a person thereby limiting people to their area of interest. This leads to specialization and in as much as it make an organization / individual competent in the area of interest, to an extent this may prove very expensive to the organization since specialized skills are scarce and may come at a cost and should an organization be pursuing a cost leadership strategy this may undermine its intended goal cost reduction, which indeed is a competitive advantage virtue. This by analysis can be presumed true of the BAE scenario. Furthermore, it is prudent to focus also on the weakest points. For example a manager, using the WH Smith competence model used to underpin graduate recruitment and development, needs the following competencies: written communication ( communicate on paper) Oral communication (clearly speak and with ease) leadership (directing, command authority) team membership (team player) Planning and organizing Decision Making Motivation Personal Strength Analytical It may not be possible to be good at all the above competencies, albeit those being key requirements from a managerial focus, hence their weakness. But due to performance demands this may be sacrificed for performance. Watts agrees: à ¢Ã¢â€š ¬Ã‚ ¦its all about business performanceà ¢Ã¢â€š ¬Ã‚ ¦if someone was the greatest strategist in the world but terrible at people management, we wouldnt be able to tolerate that, no matter how strong they were in the other areas. So its playing to people strength where possibleà ¢Ã¢â€š ¬Ã‚ ¦ Human Resource development (HRD) emphasizes the need to cause employees to improve, make better, to increase from an individual skills and knowledge perspective, and from an organisation performance through the people perspective. As a result an organisation gains competitive edge and ability to succeed in the future From the above nature of HRD, the strength-based approach lucks a clear way of improving skills in the sense that it is impossible to pinpoint areas of improvement from a skilled resource perspective performing tasks he/she is attracted to and good at doing. ..How do you help someone who has risen to the top by being strong in most areas? (Paragraph 6, page 3) Complacency, egoism could result if a strength-based approach was implemented. An employee would feel superior since his skills is unmatched and as such would take things for granted while not putting enough effort and thereby affecting performance. Linleyà ¢Ã¢â€š ¬Ã‚ ¦people often take things they are good at for granted, because it feels natural and doesnt require a lot of effortà ¢Ã¢â€š ¬Ã‚ ¦ (Paragraph 7, page 3) SECTION B Question 2: 2.1: The main features of a performance management system Driven by market imperatives to develop more efficient organizational structures and practices, within an organization, there is an increasing emphasis on behavioural competitive strategies that rely on core competencies and capabilities among employees, not only because they provide the most effective response to market demands, but also because they are not easily copied by competitors. Performance management is the process of creating a work environment or setting in which people are enabled to perform to the best of their abilities. Its the identification, evaluation and developing the work performance of employees so that an organizations goals and objectives are more effectively achieved. Ensuring a productive and successful performance management system (PMS) is hard work and requires rigor and discipline to which an organization must be willing to commit. Key features of PMS include: Making the business case the objective The path (strategy) an organization will take goals to be achieved and role of each employee need to be communicated to achieve oneness, coherence and understanding throughout the organization. A PMS, likewise, need to be communicated pre-launch, (re)launch and post launch. There is need to cultivate enthusiasm, understanding and commitment through continual explanation of using the system to the entire organization In itself, PMS is an accountability system, showing the business results everyone (from senior managers to front-line employees) is accountable for and setting expectations for achieving the desire results. There should be a continual review of the objective in with the organization strategy. This is especially so taking into account the market dynamics keep changing and the organization need to align itself to be able to coup with change. Skill development It is critical to develop confidence and the competence of all employees around fulfilling their roles when implementing a process intended to change behavior. Actively involving the employees throughout the performance cycle will result in the effectiveness of the PMS. Both the leaders and employees need to know their responsibilities in the process; how to create measurable objectives and observable competencies; how to track; how to seek, give, and receive feedback; how to evaluate performance; and how to conduct effective performance discussions. All this require skills development in the form of training to be provided for both the leaders and employees. Aligned systems and Processes The alignment process begins with the PMS supporting the business strategic priorities and goals. It is critical to determine the relationship between other systems (for example team working) and the performance management system and how data from it will be used to support other HR systems, such as training and development, succession planning, selection and promotion, rewards and recognition, and compensation. For success in a specific position, competencies need to be identified and incorporate into the selection process for hiring people into the position which late be included into performance plans to track and evaluate. This provides an immediate link between the competencies used for selection and the competencies used to evaluate performance in the new job. The two systems are aligned and reinforce each other. Providing clear measures What are the outcomes envisaged from the system (PMS) and how do we measure? Before implementation, it is paramount to decide upon the criteria for evaluating the systems effectiveness. Landmarks for evaluation would include compliance ( for example, are performance plans, interim reviews, and final reviews, being completed on time?) and quality and effectiveness of the system (quality audits of performance plans and reviews, questions on employee satisfaction surveys and exit interviews, and so on) 2.2: Critical evaluation of the relationship and contribution of performance management systems with strategic human resource management principles Concept of Human Resource Today, all organizations (private business, academics and governments) throughout the world appreciate that the human resources can be a source of competitive advantage, provided that the policies for managing people are integrated with strategic business planning and organizational culture (Beer, Spector, Lawrence, Quinn, Mills, Walton, 1985) an important emphasis of congruence between human resource policies and organization objectives. This brings about the aspect of Strategic Human Resource Management (SHRM) the linking of human resources with strategic goals and objectives in order to improve business performance and develop organizational culture that foster innovation and flexibility. SHRM can be seen as a three-dimensional model (Gratton and Truss, 2003): it is based on vertical alignment between people strategy and operational strategy; on horizontal alignment between individual HRM functions; and on an action and implementation dimension. Further in HRM, there are two strands of thinking: hard approach to HRM that focuses on cost reduction and containment, links with strategy and the role of HRM in furthering the competitive advantage of the organization and; the soft HRM that builds on human relations traditions and stresses the importance of the subjects as a means of furthering employee satisfaction and a range of related humane objectives that are achievable from the insights of systematic studies within HRM. Strategic human resource management and performance In the 21st century, organizations are so keen and are striving to achieve competitive advantage and profits through effective knowledge management (generating knowledge through collective learning). When human resource strategies are based on competence (ability requiring skills and knowledge which are acquired), the competency point of view is relevant to all functions. The key functions of HRM include personnel recruitment, development, and career planning and performance evaluation. In an organization there is a combination of material and immaterial resources that are expected to provide competitive edge to the organization (Kamoche, 1999). Resources and capabilities can be defined as skills, collective learning (core capabilities embedded in the organizations structures and processes) or as core competence. The capabilities include human capital (Individual competence is a good example), Structural capital (consists of intellectual property and infrastructure; systems of performance evaluation and management). The relationship capital refers to those distinct features that mark the organizations relationship with customers, personnel and interest groups. From this viewpoint, HRM is seen as a promoter of strategic capability, as a driver or as the organizations core competence. The latter consider that HRM functions of an organization can create unique competence that makes the organization stand out from the rest. This in turn increases its competitive advanta ge. Competence can be viewed from two levels: organizations core competence that incorporates collective learning and individual competence is usually based on the relationship between individual skills and work demands. The latter is often linked to good work performance. The prerequisites for competency depend on circumstances and are related to the facilitators of and barriers to reaching organizational goals, created by the organization and by social relations. Individual competency potential and the characteristics of the organization influence work competency i.e. effective response to work demands. Here, it is a question of reconciling desired behaviors and outcomes with actual behaviors and outcomes. Performance evaluation at the level of an organization and performance evaluation at the level of an individual constitute the basic functions of SHRM and can be used to co-ordinate strategies and personnel strategies and HRM functions. This mechanism is expected to establish a link between HRM and performance by increasing the motivation and building performance capability of personnel However, Panayotopoulou, Bourantas and Papalexandris (2003, p. 682) state research has failed to consistently support the efficacy of fit and its link to performance. Key citation is that most research on HRM and performance are based on the assumption that an organization pursues an integrated set of objectives and human resource that is in contrast with three recent developments: move towards more flexible internal structures associated with different forms of cooperation and collaboration among organizations and some of these include strategic alliances, business networks, joint ventures and linkages Outsourcing and inter-organizational contracting trend. These approaches do not consider the influence of multi employers and customers in the shaping of the employment relationship (Rubery, Earnshaw, Marchington, Cooke and Vincent 2002.) Much of organizational performance discussion is as though organizations are homogenous entities with clearly defined boundaries and similar contexts and characteristics. Recent developments suggest the need to understand the boundaries and how these might impact on organizations and the employment relationship. Hutchinson, Kinnie and Purcell (2001) report, in relation to the notions of people management and performance a number of aspects demonstrating the difficulty of evaluating performance impact are identified. The relationship between HR practices and business performance can be identified at different levels ranging from the plant/establishment level through to the corporation level. Lack of consensus on what constitutes a HR package and no agreement on the level of specificity or HR practices. There is a different way of measuring HR practices and a limited use of performance measures. in some cases sophisticated measurement techniques are used and these are hard to understand Few studies take account of the reaction of employees so that it is difficult to understand how the HR practices feed through to improved levels of performance and thus causality is an issue. Guest (1997) concur that there is a need for a basis of comparison and also a need to understand the relationship between types of performance data. 5 The main features of Human Resource Development (HRD) strategies and how they influence organisation change Definition of HRD By definition, HRD strategies are plans defining how human resources would be utilized through the use of an integrated array of training, organisational development and career development efforts to achieve individual, organisational objectives. The increasingly competitive business environment organization have become increasingly interested in and appreciate their employees who are seen as key players contributing to the core competencies of the organization (Hamel and Prahalad, 1994). As a result, it has become paramount for the organization (the management) to harness and nurture the talents and capabilities of the employees for good performance and competitive edge. This has given rise to the need of human resource development. Features and their influences: Skill Gap People are our greatest asset, is on the lips of many senior managers. During selection and hiring of an employee, at that time the employees competencies (ability- requiring skills and knowledge) were deemed as fitting with the organisation objectives. As a result of changes taking place in the business environment (Political, Economic, Social and Technological) most like the organisation will have changed in the way it used to work so as to encompass/embraces these changes resulting in skills deficit. In response to the need to meet the skill gaps and increase productivity, organisations are keen to encourage a series of initiatives, and which recognise the importance of developing the skills, for example multi-skilling and learning to achieve flexibility. However, in as much as people are our greatest asset philosophy goes, there is poor investment in training and development in most of the organisation (Redman and Wilkinson, 2001; Harrison, 2002). Furthermore the development budget is often the first target when economies are needed. Creating learning Environments Changes in the business environment are leading to flexible and creative organisations that are constantly seeking to improve and reinvent the way business is carried out and how customers are severed an organisation development (OD) perspective. French and Bell (1999) describes OD as a long-term effort to improve the organisations visioning, empowerment, learning and problem-solving processes through collaborative management of organisation culture this description high-lights a key aspect, learning. The organisation is not the only arena for people to learn. There is need for organisations and its employees, and to a greater extent the community within which the organisation is operating to understand the importance of life-long-learning the need to have high quality. This calls for a cross-sector partnership to provide opportunities for organisation (public, private and non-profit) to work together to enhance the skill base in the labour market which will in turn increase in human and social capital. Developing a learning organisation is not easy since it necessitates culture change. To successfully implement a learning culture, there is need to align performance evaluation and reward processes with organisational learning goals, a means of fostering a common corporate learning culture. Encouraging a greater uptake of learning an