Taking a Look at Information Obesity and Management

The challenge of today knowledge society is to control, organize and manage the information which is enormous in its growth both in print and also in digital. The advent of technology embraces the information industry to stretch its wings till sky. It also finds ways and means such as semantic web, data mining etc. to combat information overload and participate in the user navigation process. The end user should be always aware in locating the quality information and enhance his/her knowledge. This article tries to analyze the critical issue and the utmost need of instructional role to be performed by librarians and educators in imparting thinking skills. Keywords: Information overload, questioning, knowledge workers, IORG. Introduction Every human being right from the childhood asks questions to explore the world. Without questions, learning can never happen. Without learning, knowledge creation stops. So, we do ask questions in the interest of knowing something new. The great scientist Einstein says, â€Å"The important thing is to never stop questioning†. Figure : 1 Keep Questioning ! Figure : 2 Flow of process from Ask to Create Always questions are posed for want of information. The right information makes the human beings intellectual thinkersShow MoreRelatedObesity and the causes Obesity is a widely known and recorded problem in Australia1500 Words   |  6 PagesObesity and the causes Obesity is a widely known and recorded problem in Australia (Heading, 2008). It affects over 60% of the adult population (National Health and Medical Research Council [NHMRC], 2013). This is a frightening statistic and sadly it isn’t restricted to adults. Nearly 25% of Australia’s children and adolescent population is also affected by obesity (Moir, 2013; NHMRC, 2014; Obesity Australia, 2013). 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Living with Strangers by Siri Hustvedt - 934 Words

Living with strangers In the text â€Å"Living with strangers† Siri Hustvedt discusses the lack of solidarity and the social rules, one may meet in a big city, like New York City. Siri Hustvedt starts the essay by describing, the big difference she felt, when moving from rural Minnesota to New York City. She begins by briefly describing to the reader, how one was expected to behave, where she grew up. Whenever you encountered someone on the road, whether you knew them or not, you should always greet them. If you didn’t, you would be considered both rude and a snob, which was pretty much the worst thing, you could be in that part of rural Minnesota. Therefore, Siri Hustvedt quickly felt the difference between these two places, when†¦show more content†¦Human interaction in a modern world is a complex subject to discuss and it will be difficult, if not impossible, to find a definite answer to how you should act. This is why Siri Hustvedt chose to write an essay about it. The essay is simply a subjective collection of her thoughts on this issue, and she has divided it into three main parts, the first being her personal back-story. This provides the reader with an idea about who the author is, but also more importantly, an introduction is eye catching to the reader. Feeling alone in a crowded place is an ironic notion, but nonetheless a feeling that everyone living in a big city has experienced, and therefore the reader is able to relate to Siri Hustvedt. The personal connection establishes a sense of ethos, which helps the author convince her readers throughout the essay. Siri Hustvedt uses the second part of her essay, to support her theory about the urban law that she introduced in the first part. She supports her theory by telling anecdotes all proving the same point: Every city has its â€Å"weirdoes† who refuses to conform to the norms and expectation of the culture. However, none of these weirdoes will get a reaction, because the rest of the society is chanting to themselves â€Å"pretend it isn’t happening, pretend it isn’t happening, pretend it isn’t happening†¦Ã¢â‚¬  . It is rare that people get involved with what isShow MoreRelatedLiving with Strangers Analysis1219 Words   |  5 PagesB. Living With Strangers In 2011 8,244,910 people were living in one of the United States’ most famous cities: New York. New York has the highest population density in the United States with over 27000 people per square mile and it is estimated that 200 languages are spoken in the city. In a city with so many people, different cultures, and languages converts may have difficulties with growing accustomed to a city full of strangers. The American novelist and essayist, Siri Hustvedt, debatesRead MoreEssay about Reunion: Short Story and Father1199 Words   |  5 PagesHow we see each other The stories I am going to write about are â€Å"Reunion† by John Cheever from 1962 and â€Å"Living with strangers† by Siri Hustvedt from 2002 . These stories are short stories. The one I am going to focus on the most is â€Å"Reunion† by John Cheever. This is the short story which I am going to analyze, and I am going to draw parallels with â€Å"Living with strangers†. â€Å"Reunion† is about a son that is waiting for his father in Grand Central Station. His father comes to take him out for lunchRead MoreReunion - Fame or Family?1440 Words   |  6 Pagesplot, the conflict and the setting will be analyzed. Then I’ll move on to the characterization, the possible surprise ending and the theme and message. Finally I will draw parallels between the short story ‘’Reunion’’ and the essay ‘’Living With Strangers’’ by Siri Hustvedt. ‘’Reunion’’ is a short story about a boy called Charlie and his last interaction with his father. Charlie was travelling by train from his grandmother’s to a cottage his mother had rented. He would be in New York for about an

Hrm 531 Training and Mentoring Program Free Essays

Training Mentoring Program Student HRM 531 April 4, 2011 Instructor Training and Mentoring The merger between InterClean and EnviroTech is fast approaching. Our two companies will soon be crossed trained in various functions and positions within the newly formed organization. We have individuals from both organizations who have strong sales and leadership skills. We will write a custom essay sample on Hrm 531 Training and Mentoring Program or any similar topic only for you Order Now In addition, InterClean executives need to balance growth and sustained success both locally and worldwide. In order to do that, it is necessary to establish a training program for the newly formed sales team. Cascio (2005) explains that identifying content, design, types of learners and what it will do for InterClean are some of the targets to reach for. The real measure however, Cascio explains, lies in the results obtained, in this case how well we perform as a sales team (page 317). As we move forward in this memo, we will explain the importance of evaluating the value of the training program. Since this is a step-by-step process we will break the subjects into the following areas, assessment, training, capabilities, implementation and evaluation. Assessment of the Training Needs The goal of training assessment needs is to identify areas where the new sales team will need additional support. For instance, since this new sales team is a meld of experienced sales representatives from both organizations, each sales representative has his/her unique style and ability. The next few paragraphs will identify and talk about the training needs identified. Training – Orientation First, InterClean believes that an employee orientation is in order. Introducing our new sales associates to InterClean procedures and methods of operations and expectations will answer many pending questions. Although some of the newly formed team are from InterClean, it is important to have everyone in the sales team be included in the orientation training. Cascio (2005) believes that there are three major areas in which to focus when providing an orientation: Company Standards, Social Climate, and Technical Aspects (page 317). Specifically, job performance skills identified within the team include familiarization with InterClean standards and expectations. These standards and expectations, including company goals, are not the same as when InterClean began and it is imperative that all sales team members attend this training. This will allow employees understand company policies, goals and expectations. The topic of social climate allows for the team to understand the group dynamics and hopefully begin blending of customs, attitudes and behaviors. Training in technical aspects will give all sales team members an advantage as they will be fully prepared to answer questions about both products and services as well as demonstrate use. All team members are expected to complete the Orientation training since the dynamics of the company are changing. Training – Customer Service Customer Service training has been identified as one of the most crucial training areas within the InterClean sales team. There are several members of the new team who have excellent customer service skills. They will however, need to consider how to maintain consistent communication with the customer so that one sales associate will provide the same service as the next. Having a positive relationship with the customer will provide a solid foundation which will help the sales team focus on â€Å"helping the customer† vs. â€Å"selling to the customer. † This concept will help InterClean realize the 40% growth expected through the merger of the two companies. Cascio (2005) suggests that improving customer satisfaction, identifying customer needs, satisfaction and building better customer responsiveness is a paramount to improving the bottom line (page 292). All employees are expected to complete the Customer Service Training. Training – Team Building The new sales team will be learning to face challenges together and work as a cohesive, organized team. To reach this goal, it is imperative that the sales team, including management, undergo team building training. Providing training for everyone in the sales team, team members can learn behaviors that will help each other. For instance, asking for help is sometimes hard, yet working within a team it is imperative that we have that ability. We lean on each other for ideas, creativity, technical skills and input. It is so important to consider the ideas of others; brainstorming often fosters free thinking, ideas, and asking questions. (Cascio 2005 pg. 288) Training – Leadership Record Keeping Training in leadership will be offered to the Vice President of Sales, Sales Manager and the Trainer/Outside Sales Representative. The training sessions for the three individuals will focus on team building and leadership. The VP of Sales and the Manager need additional training in record keeping. Organizational Capabilities InterClean has the resources to complete the above described training. The Vice President of HR has developed a strategy plan which will align the two companies with the most qualified individuals. This plan includes a detailed job analysis, skills assessment and a selection of the top members of the sales force. In addition, HR has developed a training program based on the training needs of InterClean. Statement of the Training Objectives Orientation Objectives †¢ Increase awareness of company goals, expectations and vision †¢ Employees will develop a sense of purpose and focus Provide employees with latest rules and regulations related to products and services †¢ Provide a record of training in company standards, expectations, method of operation and regulations related to products and services Customer Training Objectives †¢ Increase customer satisfaction through improved business relationships with the customer †¢ Increase repeat business through higher level of customer satisfaction †¢ Increase consistency between sale s associates so all customers receive identical core services †¢ Increase sales by 10% first year and 40% by end of second year Record Keeping Objectives Introduce methods related to maintaining accounts †¢ Increase record keeping accuracy Team Building Objectives †¢ Allow team to get to know each other †¢ Emphasize individual leadership and initiative †¢ Increase interdependence and thereby cooperation †¢ Give team members tools to help problem solve Method of Implementation The training program will be announced within the next seven days. The course will be outlined over a two-day period with follow up sessions available for product information and sales. Three sessions (Orientation, Customer Training and Team Building) will include the entire sales force, while Record Keeping training will include VP of Sales, Sales Manager and the Trainer (for a portion thereof). Methods of Instruction †¢ Seminar †¢ PowerPoint †¢ Group exercises †¢ Role Playing †¢ Guest speakers (product development, laws regulations, EnviroTech) Instructors †¢ Janet Durham – leadership and previous sales skills †¢ Tom Jennings – Planning for global dominance †¢ Sally Lindley – Partnerships Training Location †¢ EnviroTech facility Duration of Training 2 full days, with 1 week breakout sessions tailored to mentor students Record Keeping (related to training) †¢ Sign in Sheets †¢ Copy of each presentation †¢ Duration of training †¢ Document of videos, speakers, etc †¢ Video tape training sessions where appropriate Evaluation of the Program’s Success Assess Potential Succ ess We will be able to assess the potential success of the training program through several avenues. One being a series of feedback from the attendees. In addition, pre-test to measure knowledge, skills and ability prior to training and post-tests to evaluate increase knowledge, skills and ability after training. As trainees venture into role-playing and practicing with the techniques, they will begin to discover potential pitfalls and relative improvements. Demonstration of techniques learned is crucial to success. Another measurable activity will be an increase in the number of sales. The overall success of the training program will be evident in the increase in profits. Reinforcements †¢ Rewards for reaching sales goals, both individual and group †¢ Promotion to senior levels, stability on the senior level is determined by consistently meeting goals. Conclusion As the training program evolves, so do the employees. With the strong leadership and sales skill present within the team, success is immanent. However, the success of the sales team is only as good as the training and support system provided by InterClean. In this memo we have outlined the training program we believe will assist the new team to take on the challenge of both product and service and provide the customer with everything they need. Reference Cascio, W. F. (2005). Managing Human Resources (7th ed. ). New York, NY: McGraw-Hill. How to cite Hrm 531 Training and Mentoring Program, Papers

Rational Decision Making Process free essay sample

This report will discuss about the approach to rational decision making process. It discusses how an everyday problem faced by management can be tackled by using facts, opinions and reasonable reasons. 1. 0 introduction Decision making describes the process by which a course of action is selected to deal with a specific problem. The success of an organization depends greatly on the decisions of managers. There are two major types of models used by managers to make decisions rational model and non-rational models. In the rational model, managers engage in rational decision making processes. Any rational decision making process consists of eight basic steps. Those steps are: defining problems, identifying decision criteria, allocating weights to each criterion, developing or generating alternatives, evaluating alternatives, selecting the optimal decision or alternatives, implementing the alternatives and finally evaluating the decision effectiveness. These decision making steps which is mentioned in the text book are really practical. According to Ohio State University management professor, Paul C. We will write a custom essay sample on Rational Decision Making Process or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Nutt, we only get about 50% of our decisions in the workplace right! Half the time they are wrong, so there is clearly plenty of scope to improve on our decision making processes. Based on his research into over 300 decisions, made in a range of organizations, he discovered that   â€Å"some tactics with a good track record are commonly know but uncommonly practiced† Why? Well one reason that emerged from his research is that: â€Å"too often, managers make bad tactical selections†¦ because they believe that following recommended decision making practices would take too much time and demand excessive cash outlays. † Nutt argues that using good decision making practices actually costs very  little. In my opinion, the rational decision making model is a priceless tool to help managers to improve the way they make decisions. 1. 1 Steps to problem solving process I have an example of how a manager of call center operations faced a common problem in every call centers in the world with regards to hiring. What worries the manager as well as the Human Resource (HR) hiring team is the cost per hire for every call center representative (CCR) has increased significantly over the years. This report will show how the manager and HR formed up a team known as team Kronos applied the eight steps of problem solving process to find solution on the ever increasing cost per hire of a CCR. Figure 1 below are the steps applied to solve the problems: Figure 1: Steps in rational decision making process 2. 0 Defining Problems Problems that are visible tend to have a higher probability of being selected than ones that are important. 1. Easily to catch a decision maker’s attention 2. Decision maker want to appear competent and â€Å"on top of problems†. This desire motives one to focus on problems that are visible to others. If a decision maker faces a conflict between selecting a problem that is important to the organization and one that is important to decision maker, self-interest tends to win out. This tendency also is related to the issue of visibility. It’s usually in a decision maker’s best interest to attack high profiles problems. It conveys to performance is later reviewed, the evaluator is more likely to give a high rating to someone who has been aggressively attacking visible problems tan to someone whose actions been less obvious. . 1 Problem Statement In this first step the manager defined what is their real problem is. To identify the real problem the manager conducted a brainstorming session with human resource recruitment team to identify the root causes of high cost per hire. After analysis and discussion it is discovered that the root cause is due to inefficient hiring process and current criteria no t meeting the industry standard. Furthermore, contact center is the least favourable career path option for fresh graduates with high turnover rate. Therefore, the problem statement was such: Based on January 2010 to December 2011 Human Resource analysis, it is observed that cost per hire for a Call Center Representative (CCR) is at RM900 with turnover rate of 80% per year. This is an opportunity to reduce the cost as well as the turnover rate, hence, increase the overall cost efficiency. 3. 0 Identifying Decision Criteria Once a decision maker has defined the problem, he or she needs to identify the decision criteria that will be  important in solving the problem. In this step, the decision maker is determining what’s relevant in making the decision. This step brings  the decision maker’s interests, values, and personal preferences into  the process. Identifying criteria is important because what one person thinks is relevant, another may not. Also keep in mind that any factors  not identified in this step  are considered as irrelevant to the decision maker. In our case study, the manager has now identified the following criteria to combat the high cost per hire and turnover rate for new hire. * oral and written communications skills * sales and customer service abilities * Multitasking skills * Keyboarding and computer skills * Telephony skills The team realized that they needed a solution that would identify potential top performers earlier in process, boost hiring success rate and provide proactive jump on CCR recruiting needs. 4. 0 Allocating Weights to Each Criterion The next step in the decision making process is prioritization. Prioritization is achieved by assigning quantitative weights to each criteria element. The weightage defines the relative significance of each element Going back to team Kronos problems, the manager identified the weighting of each criterion for a new CCR. This is where the team start to get clarity on what really matters. Figure 2 below show the weights to each criterion Criteria| Rating| oral and written communications skills| 5| sales and customer service abilities| 3| Multitasking skills| 3| Keyboarding and computer skills| 4| Telephony skills| 4| Figure 2: Weights to each criterion *Note   Rating 1 to 5, 5 is the highest 5. 0 Developing or Generating Alternatives The decision maker generates possible alternatives that could succeed in resolving the problem. No attempt is made in this step to appraise these alternatives, only to list them. Below are the lost of possible alternatives provided by Kronos team. Prescreen candidate through online assessment, this will help the recruiter to determine the candidate suitability for an interview * recruiters to evaluate a candidate with a role-playing simulation during interview * increase usage of IVR (Interactive Voice Response) * outsource the hiring process to reputable recruitment agencies i. e Kelly Services, Ask Recruitment Agencies, Michael Page e tc. * outsource the call center to outsourcing partner in the Philippines 6. 0 Evaluating Alternatives Evaluating potential design solutions is the process which leads to the selection of the best of alternatives.