Resourcing Plan to Resource the International Convention Centre Essay Example for Free

Resourcing Plan to Resource the International Convention Centre Essay The resourcing plan for the International Convention Centre is a recommendation for establishing the most accurate staffing requirements, timescales, cost attributes, and the internal/external phases for implementation of the key resources required. The findings of research of prior organizations building a strong community to house the Olympics revealed the necessity to recruiting a competent senior management staff to lead the priorities warranted. The Board of Trustees are to be open for bold and direct solutions to allow the building of the site area to achieve the overall objectives of the Olympic mission leading up to and during the 2012 start timeframe. The resourcing plan outlined the beneficial aspects for key senior positions of management that will solely focus on areas that strengthens the proposal from the Olympic Business Tourism Steering Group. The senior management team is recommended to b led by a committee Chief Executive Officer that provides analysis of the financial platform, human resources platform, tourism platform, maintenance, security, and East London Life surrounding business entities concerns and interests. The CEO has the power to redirect resources that can assist in achieving the overall goals of the Olympic Business Tourism Steering Group and the Board of Trustees. In doing so, the CEO will be the central contact person to answer questions and concerns during the leading up to and during the 2012 start of the Olympics. The implementation of the CEO and him/her primary responsibility provides the needed functional organization structuring to facilitate the streamline processes of building a strong foundation within the East London Life center area. The importance of organizational structuring in the resource plan empowers the recommended designated CEO to effectively diagnose situations related to the needs of the Olympic Business Tourism Steering Group and the East London Life for appropriate action and performance to marketing the games (Chitty and Barker and Shimp 2005:225). The organizational behavior is a critical aspect to assist the CEO in accessing the particular skills of the current and additional staff members within a functional organizational matrix (George and Jones 2005:129). The understanding of organizational behavior from a CEO perspective presents an in-depth conceptual, technical, decision making, and interpersonal skills that are required to successfully manage complex project teams such. The Time-Scales Identified The CEO is recommended to work with the Human Resources Director, Finance Director, Marketing Director, Facility Director, and Specialist Resourcing Strategy Consultant to identify core timetables needed to facilitate changes. These timetables play into the time-scales required in order to successfully outlining the criteria’s needed for the leading to the run up to the 2012. The current overall timeframe is 4 years until the lighting of the torch to start the 2012 Olympics; therefore, the main concern is accurate staffing and preferred options to securing such staffing. The available choices are already staff employees from the East London Life center area that are willing to commit to the run up to 2012 as well as during and after the Olympics. The collected research on available participants for the run up to 2012 averages around 1,800 already staff employees of the consortium. The commitment of the average of 1,800 employees to the requirements set forth by the Board of Trustees entailing a focus on great co-ordination skills, excellent human resources and effective supported services (Tousey and Mathison 2008:55). This focus will play a pivotal role in setting up a longtime goal of the Board of Trustees for establishing an opportunity on international branding for doing business in the area after the 2012 Olympics. Conversely, the timescale for within the 1st year is to confirm of the interested individuals on a voluntary basis that will bring the total amount to 4,500-5,000. Therefore, the completion of the overall staffing requirements under the senior management team will need to be at the end of the 12th month. This timeframe will present the senior management team to fully recruit, train, and reinforce the core attributes embedded in the organizational behavior structure to demonstrate a focus on great co-ordination skills, excellent human resources and effective supported services. The first 6-month timetable is to utilizing the hiring and processing of paperwork that entails outlining specific individual responsibilities, benefits, the pay rate, and security measures. The remaining 6-month timetable is to focus on extensive training on the primary objective to demonstrate desired skills. Within the first 2 years, the timescale is to focus on common theme of the East London Life center area that highlights the culture and theme of the 2012 Olympics. The commitment of the staff employees and volunteers will provide the required synergy to demonstrate a professional and creative experience for the Olympics. The two year timescale has the advantage to identify and present resolutions for any issues or problems discovered during the run up to 2012. The overall staff employee teams are more inclined to share ideas and restrictions to the senior management team within the desired organizational behavior structure required to reaching a successful point of reference to the start of the Olympics. The remaining two years are to focus on leading up to and during the 2012 Olympics. Therefore, the highlighting of securing short-term contracts with vendors is imperative for the second phases of the implementation of initiatives for the forthcoming event. The short-term contracts with vendors and sub-vendors contractors are essential to staying within the designated budget to ensure a well structured organization. The last two years are to show a commitment to including the business owners of the buildings that will occupy the Olympic committee personnel, senior management, and other related individuals or groups that displays a welcoming attitude through available resources. The Human Resource Director and Marketing Director The imperative positions of the Human Resource Director and Marketing Director provide the CEO to strategically direct the overall operations of the timescale section of the resource plan. The Human Resource Director primary objective is the leading representative to empower all staff members in the desired organizational behavior that instills the focus on great co-ordination skills, excellent human resources and effective supported services (Rachels 1999:78). The challenges in projects can create multiple tasks to reaching the goals outlined in the project scope. For instance, the team formation process is detrimental to moving through phrases of forming, storming, norming, performing, and adjourning to reaching the completion of the planned project (Johnston and Zawawi 2000:78). The Human Resource Director and Marketing Director is to present the primary role in understanding the functional project organization assists in identifying the organizational behavior within the context of team building to successfully moving through the phrases to create productive occupation of the 2012 Olympics (Mantel, Meredith, Shafer, and Sutton, 2008:117). The Marketing Director is to provide the required protocols that designated staff team to incorporate a two-fold approach of advertising the 2012 Olympics during the run up to and during the games (Pelsmacker 2006:49). The marketing approaches are to demonstrate the East London Life area culture themes and specialties relating to identifying the location area as well as the Olympics to solidifying the objective for broadening the international appeal. The utilization of the identified organizational behavior concepts of the team and the functional organization to apply appropriate human interpersonal skills for applied motivation, knowledge, decision making, change management, code of ethics, style of communication, and leadership direction (Cooper, Raymond 2005:199) The interaction between the Human Resource Director and the Marketing Director are stringent to formed strong interconnected relationship that strengthens the communication matrix to facilitate the primary objectives. The effort for sharing and receiving imperative information concerning the stages of the project criteria’s assist in reporting the appointed CEO of progress towards goal of 2012. Therefore, the organizational behavior presents a synergy to the effective communication matrix monitored by the Human Resource Director in lined with the Marketing Director to effectively channel all required policies and practices for staff members. According to David Hunger (2007), the organizational context methodology will determine the success of the planned resource project that defines and enforce the organizational behavior concept within the organization. The specialist Human Resource Strategist Consultant is to offer the resource planning an effective communication measure that balances the information and data between senior management and directors in human resources and marketing to successfully resource the international convention centre. According to Mantel, Meredith, Shafer, and Sutton (2008), the project consultant will have to implement the need for cooperation’s between all departments of interests that encourages the innovation and correlation reinforced the indentified organizational behavior concept (Hunger 2007:112). The Finance Director and Facility Director Cost Benchmark The expectations of the completed scope objectives of the 2012 Olympics are a formation of a productive overall team of professionals by minimizing costs to heighten projected profit along with brand identity (Wild, Wild, and Han 2006:28). The Finance Director primary criteria of the organizational context will need to focus on demonstrating good decision making (Saunders 2007:38). The Finance Director core objectives are identifying and recording the East London area organized efforts to staying on schedule and within budget. The recommended approach to a structured organizational concept is in relations to the Finance Director to direct any subjected overruns of expenses during the run up to the Olympics. Respectively, the Finance Director in most organizations play a pivotal role in balancing the allocation of funding at the appropriate time to reach desired project management goals of such magnitude of the Olympics to assure the project is moving in the desired direction (PMBOK, 204:121). The cost benchmarks are to not reach 20% of the confirmed budget for the run up to the Olympics and to not exceed 35% during the games. The Finance Director responsibility to work in cooperation with the Facility Director that guarantees the overseeing of internal and external costs related to hotel reservations, restaurants patrons, maintenance teams, Olympic merchandising, and entertainment (Schein 2004:95). The East London Life scope objectives identifies the required organizational culture environment to follow the policy of strict usages of products and services during the 1-2 years of run up to 2012 that streamline all projected costs. Some of the identified organizational policy problems that can halt the mission of the Finance Director and Facility Director is by the impacts of the staff employees and volunteer team members that fails to communicate senior management protocol of price controls, safety measures that could cause accidents, and approved Olympic Business Tourism Steering Group approved vendor materials and/products that overall assist in cost management. The transfer of information and deliverables between the Finance Director and the Facility contributes to the primary objective to reduce policy concerns illustrated by the senior management from the Board of the Trustees and the Olympic Business Tourism Steering Group for a clear understanding of the project needs. Essentially benefits all associated individuals to the progress of the team within the organizational culture framework (Samson 2008:101). Report Analysis of Potential Risks and Identified Solutions Several risks identified are security, lack of demonstrating the human relations protocols, conservation of resources and energy as well as adhering to timescales/timetables. The most significant risk for the project is the potential lack of demonstrating the human relations protocols that demonstrates the high levels of customer service and satisfaction from competent and helpful staff members will be the key to success for the resource plan objective of the international convention centre. The risk pinpointed in relation to the human relations aspects that underscore the potential for failure if not proven measures are implemented to the staff and/or volunteers (Kotter 1996:88). The senior leadership team of the Human Director, Finance Director, Marketing Director, Facility Director, and Specialist Human Resourcing Strategy Consultant must incorporate the core desired human relations outcomes both internally and externally to the staff members. If not, the potential risk can create substantial downturn in the Board of Trustees projected organizational behavior mindset of staff members for the run up to and during the 2012 Olympics. The solution for the identified risk is the implementation of the theory of motivation for the CEO to utilize in solidifying the management team to then reflect the desired organizational policy of behavior to the staff. In doing so, the coordinated effort to progress theory of motivation scientific approach tactics is critical for achieving the planned goals. References – 16 George, Jennifer M. and Jones, Gareth R. (2005) Understanding and Managing Organizational Behavior, Fourth Edition, Pearson, Prentice Hall, Upper Saddle River, New Jersey Mantel, Samuel J. Meredith, Jack R. Shafer, Scott M. Sutton, Margaret M. (2008) Project Management In Practice, Third Edition, John Wiley Sons, Inc. Hunger, David J. (2007) Essentials of Strategic Management, Fourth Edition, Pearson, Prentice Hall, Upper Saddle River, New Jersey Wouters, Marc and Wilderom, Celeste (2008) Accounting, Organizations and Society, Periodical, Proquest Doc. ID 1456200771, ISSN 03613682, Vol. 33, Iss. 4/5; pg. 488 Tosey, Paul and Mathison (2008) Human Resources Development Review, Gregory Bateson Theory Concepts on Organization Structure Behavior, Periodical, Proquest Doc. ID 1433203701, ISSN 154344843M, Vol. 7, Iss. 1; pg 13 Chitty, W. Barker, N. Shimp, T. A. (2005). Integrated Marketing Communications. Melbourne: Nelson. Johnston, J. Zawawi, C. (2000). Public Relations Theory and Practice (2nd ed). Sydney: Allen Unwin Pelsmacker, Patrick (2006) Marketing Communications: A European Perspective. Financial Times/ Prentice Hall; 3 edition Saunders, Mark (2007) Research Methods for Business Students. Financial Times/ Prentice Hall; 4 edition Schein, Edgar (2004) Organizational Culture and Leadership. Jossey Bass; 3rd Edition Samson, Danny (2008). Operations Management. Retrieved November 8, 2008 from http://www. cambridge. org/us/catalogue/catalogue. asp? isbn=9780521700771ss=toc Wild, John J. , Wild, Kenneth L. , Han, Jerry C. Y. , (2006). International Business, The Challenges of Globalization PMBOK Guide (2004) A Guide to the Project Management Body of Knowledge. Third Edition. PMI Global Standard Cooper, Dale and Raymond, G. , (2005) Managing Risk in Large Projects and Complex Procurements Kotter, John (1996) Leading Change. Harvard Business School Press Rachels, James. (1999). The Elements of Moral Philosophy, Boston: McGraw-Hill College.

The Causes of Ophelias Breakdown Essay -- English Literature Essays

The Causes of Ophelia's Breakdown The play Hamlet is known for its eccentric plot and warped sense of reality as well as its fanatical characters. Hamlet himself created all the drama in the play with his pretend â€Å"madness† and his emotional outbursts, which lead to the destruction of almost all of the characters in the play. The most notable self destruction came from Ophelia, Hamlet’s object of affection. During the play, Ophelia had undergone a lot of stress which lead her character to metamorphous. At the beginning of the play, Laertes spoke to his sweet, loving sister Ophelia about his departure of Denmark to go to England and also his concerns of she and Hamlet’s relationship. He warned her of what he thought Hamlet's true intentions were. â€Å"If with too credent ear you list his songs Or lose your heart or your chaste treasure open To his unmastered opportunity. Fear it, Ophelia; my dear sister.â€Å" (I.iii.34-37) He believed that Hamlet was only with her out of lust and Hamlet said that he wanted to marry her only so she would sleep with him. Laertes told her that Hamlet comes from a royal family and she does not, therefore Hamlet will not marry her, nor does he love her. Ophelia disregarded most of what Laertes had said about Hamlet. Right after that Polonius came to speak to Laertes before he had gone to England. They spoke briefly and Polonius gave him advice to follow. Before saying farewell, Laertes told Ophelia to remember what he had said. Curious of...

Dr. Lindsay

The aims of this essay are to analyze Dr. Lindsay’s case study and to identify: (1) the educational roles that Dr. Lindsay held; (2) education, skills, requirements and settings for each type of role; and (3) what Dr. Lindsay could have done to be more successful in these settings. Throughout her life career, Dr. Lindsay held a variety of educational roles in different settings. These roles and settings can be generally grouped into three broad categories: (1) teaching in academia; (2) teaching in healthcare settings; and (3) delivering on-the-job education and training. The first educational role Dr. Lindsay held was to educate the employees of an agricultural company about chemical hazards and blood-borne pathogens. This type of job can classified as on-the-job education and training. While Dr. Lindsay possessed necessary qualifications and had good command of the information she had to deliver, she lacked skills in conveying this information and formulating effective teaching methodology. In order to be more successful in settings like those, one should be able to identify and adjust to audience’s diverse learning needs. It is also of paramount importance to assess audience’s readiness to learn prior to the commencement of the course. Since different learning needs dictate different learning style, each part of the audience should be presented with information in an engaging way that is relevant to their background, experience, and expectations from the learning process. Dr. Lindsay was able to make useful conclusions from the feedback she received, and effective organization of evaluation process as well as implementation of its results are two powerful tools of improving nursing education (Gaberson & Oermann, 2005; O'Connor, 2006). The second educational role Dr. Lindsay asserted was in academia, as allied health coordinator and nursing instructor at Wheatland Community College. In those settings, a prerequisite to success is the combination of organizational skills with deep knowledge of the scholarship of teaching. Dr. Lindsay felts that her qualifications were insufficient and decided to pursue a Master degree in nursing education. She successfully underwent all the three phases of reflective self-study, namely assessment, implementation, and dissemination (Drevdahl et. al., 2002). The next educational role Dr. Lindsay held was associated with delivering a course for nurses working in nursing homes. It was more practice-oriented yet still rested within the field of academia. While Dr. Lindsay’s qualifications were sufficient enough to teach it at an appropriate level, she had little autonomy to redesign the course with a view to making it more effective, since it was created by the state and had to follow specified curriculum and teaching guidelines. In order to be more successful in the settings like those, one should either pressure the superiors to reconsider the structure and content of the course — since, as Iwasiw (2005) argues, effective curriculum design is what makes nursing educational relevant to students — or combine the presentation of the formal content with experimenting with teaching methods and styles. As Stull & Lantz (2005) argue, effective nursing scholarship encompasses independent research into different teaching methods and techniques as well as keeping up to date with the development of the body of scientific knowledge on the subject of nursing. The next educational role of Dr. Lindsay was teaching staff development classes as a staff educator. In those settings, she turned out to lack administrative skills rather than educational qualifications. A good educator should be able to organize the learning process effectively both from academic and technical side. The next role Dr. Lindsay asserted was the one in healthcare settings as a nurse educator in a local WIC clinic. Despite her abundant experience and expertise in nursing education, she failed to identify learning needs of her diverse audiences, ranging from mothers who didn’t know how to make formula to the certified staff physicians. It was also excessive administrative workload that prevented her from succeeding in this position. Under that scenario, the most feasible way of solving the crisis would have been to delegate some part of her responsibilities to subordinates and focus on her core functions as a nurse educator. In the position of a nurse instructor at Carmel College Dr. Lindsay had to act as a clinical instructor, lecturer, and with a member of the committee that assessed the whole nursing program. However, in the position like this Dr. Lindsay had to acquire some additional technical qualifications, like HTML use. In addition, she had to grapple with problems of ethical character, like student plagiarizing papers. Another Dr. Lindsay’s position in academia was an assistant professor at Western State College. This position implied not only mastering her teaching techniques and effectively addressing diverse learning needs of the college attendees but also academic work like research and publishing. In other words, she had to posses not only ‘Scholarship of Practice’ and ‘Scholarship of Teaching’ but also ‘Scholarship of Discovery’ and ‘Scholarship of Integration’ (AACN, 1999). However, in order to master all these skills at a more quality level, there are certain practical steps to be taken. As Pape (2000) suggests, Scholarship of Practice can be mastered by attending seminars, workshops, and professional meetings; Scholarship of Teaching can be enhanced by community teaching; Scholarship of Discovery’ can be developed by quality improvement efforts; and Scholarship of Integration can be advanced by multidisciplinary work. And these are only singular examples of the methods that can be employed to mater these skills. Since developing research skills are a requirement for such a position, she had to pursue her PhD degree. As an associate professor at Champion University, Dr. Lindsay took a different approach to teaching, since she was working with graduate students whom she perceived as her colleagues. At Champion University, she also engaged in mentoring, which required mastering her interpersonal skills along with her academic scholarship. References AACN. (March 1999). Position  statement  on defining scholarship for the discipline of nursing. Retrieved October 3, 2007, from http://www.aacn.nche.edu/Publications/positions/scholar.htm Drevdahl, D.J., Stackman, R.W., Purdy, J.M., ; Louie, B.Y. (September 2002). Merging reflective inquiry and self-study as a framework for enhancing the scholarship of teaching. Journal of Nursing Education 41(9): 413-420. Gaberson, K.B., ; Oermann, M.H. (2005). Evaluation And Testing in Nursing Education, 2nd ed. New York: Springer Publishing Company. Iwasiw, C. (2005). Curriculum Development in Nursing Education. Boston: Jones and Bartlett Publishers, Inc. O'Connor, A.B. (2006). Clinical Instruction And Evaluation: A Teaching Resource. Boston: Jones and Bartlett Publishers, Inc. Pape, T. (2000). Boyer’s model of scholarly nursing applied to professional development. AORN Journal 71:   995, 997–999, 1001, 1003. Stull, A., & Lantz, C. (2005). An innovative model for nursing scholarship. Journal of Nursing Education 44(11): 493–497.   

Online Shopping and High Street Shopping - 1465 Words

Nowadays, an increase in the technological revolution has happened in the world; however, the internet is the important significant revolution that has ever known so far and used by a lot of people .Shopping via the internet has become one of the most successful uses that can connect the various and companies and consumers alike. That is because of the wealth of time and effort, rather than travel to buy the specific needs of a country. It has been able to the users of the internet to choose whatever goods or things they want. It takes short amount of time to order what is need and also they are delivered in a short time and in the easiest way possible. Firstly there are many advantages of shopping online, all terms of daily life items†¦show more content†¦It can sometimes be quite hard to judge the size or quality of some items purely from a photograph. The final disadvantage of shopping online is that it is much harder and takes longer to return faulty goods; you will have to repack it and pay to ship it back to the seller. In summary, the main advantages of shopping online are convenience and cost savings, while the main disadvantage is that the item is not immediately available, and you cannot inspect it personally before you make your purchase. While there are numerous advantages of online shopping there are some disadvantages, they are not without flaws, still there some hassle and fear regarding them in using online shopping. They are about the following: - Do not keep up with consumers of technological development. - Security policies and safeguards in the Internet. - Legislation and administrative law. - Social issues, i.e. the extent of community acceptance of ideas of the internet. Furthermore Identifying thefts is the most key worry for those who fear about online shopping. But threat of identifying thefts online shopping through a secure website is comparatively little. Most highly regarded online retailers will give a secure website for shoppers. If the client is unsure about the security there is always a choice of calling customer service to leave or record any incident. One more worry is about dealing with returns. In majority of cases the return procedures online retailers is quite easyShow MoreRelatedChanging Customer Perspective Of E Commerce1124 Words   |  5 PagesChanging Customer Perspective Changing customer perspective includes how online shopping has provided added value to customers as they are able to purchase products from anywhere in the world and are able to compare global market prices to find out where they can get the best deals and the cheapest products. When e-commerce was starting out, people were unsure about the level of service that they would receive. 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