American Revolutionary War Research Paper Example | Topics and Well Written Essays - 1250 words

American Revolutionary War - Research Paper Example The American colonists had a different way of undertaking their activities even though they emigrated from Great Britain. In the American region, individuals carried on their activities even without seeking permission from Great Britain, which was considered to control the region as a colony. The British argued that colonies were formed, in order to, be utilized for the success of the colonialists, therefore, had to contain a crown, as well as a parliament. Consequently, the British administration showed no support for the issues of having a crown as well as the legislature. Colonists experienced many unlawful and unconstitutional acts from King George who was at that time the leader within the entire Great Britain (DOI 1). In response, the colonists were angered by the actions undertaken by the king leading to the emergence of the Revolutionary War. The war commenced as a result of the urge to embrace freedom for the populaces around America. The populace rejected the control of the region by Great Britain leading to the war. At that time, Britain had little supplies for war since it has previously engaged in warfare with the French and other nations. England has resolved to create terror for the populaces after the rejection of control although they persisted throughout the war. The populaces wanted the eradication of rules concerning various issues such as intolerable acts as well as eradication of unfair duties (DOI 1). In addition, they demanded a representation inside the governing body in order to make Great Britain conscious of their needs. Upon the refusal of these demands by Great Britain, the populaces in America affirmed their sovereignty. Therefore, they had the drive to attained sovereignty thus the ability to conduct their activities without scrutiny from Great Britain. In Boston, the urge to be sovereign had already arisen ascribed to the massacre that had transpired in 1770. In the massacre, numerous Ameri cans without arms were shot at and instantly murdered by the army that was from the British origin. The anger in the populace from the Boston acted as the driving force for seeking independence for the people within that region of America. Similarly, other people had their individuals drives towards the strive for independence or sovereignty with other having multiple drives such as the acts that were considered exploitive and the numerous duties imposed on the populace. Additionally, the undertakings that the British government had carried out in American soils had been the foremost contributors towards the war. Prologue of the Intolerable acts that emerged from holding the Tea Party by the Boston populace in 1774 served as a way of castigating the populace for involving in such activities. Therefore, the instance of the prologue of the intolerable acts served as the principal rationale for involving in the rebellion that occurred within America and in opposition to Great Britain. The acts that had been undertaken by Great Britain represented rules that were carried out by Lord North. They infringed the liberties of the American populace and restricted their lives within their country. Some acts insisted on the transfer of trails to Britain, as well as, other regions in case the feeling was that justice would not prevail within the places that the trails were initially conducted. Other acts were the Quartering acts that allowed the army, to dwell in houses, as well as, other

How import and export restraints governing foreign trade can affect a Essay

How import and export restraints governing foreign trade can affect a country positively and negatively - Essay Example This research will begin with the issue of export restraints. The exports of a country represent the goods and services that are produced locally to then be sold and shipped to customer in other countries. In 2006 the world top exporter was Germany with $1,133,000,000,000 in outgoing trade. In order to achieve high export total countries need to have open and flexible economic system with excellent manufacturing and production capabilities. In new knowledge economy the ability to transfer information at rapid speeds has allowed the proliferation of service exports. The governmental policies of a country can provide exports restrains that may negatively or positively affect an economic system. For example in a country with restrictive environmental laws many industries such as the chemical industry may not be able to establish operation, thus the country will be a poor exporter of these types of goods. A closed economic system can be a major restraint for exporting activities. In Chin a before the reforms of 1979 which began a path towards economic recovery China’s export were low and could not compete in the international marketplace. The country changed its economic policies that created a semi-open system. The changes which culminated with creation of open economy after China gain entrance into the World Trade Organization in December of 2001 have allowed China to have three consecutive decades of 10% annual economic growth. A country culture and beliefs system can become a restraint for export activity.

Personnel Department Effectiveness and Functions

Personnel Department Effectiveness and Functions 2.1 INTRODUCTION The effectiveness of any organization in general, is a direct function of the quality of the individuals who make up that organization. The knowledge, skills, abilities, and commitment of the members of the organization together constitute the most critical factor in the development and implementation of work plans and the delivery of products and services. Without the full commitment of its employees, an organization cannot accomplish its objectives. Consequently, the attraction, organization, development and motivation of employees which is the personnel function of management are a central responsibility at all levels of management that is from the chief executive to the first line supervisor. 2.2 WHAT IS PERSONNEL MANAGEMENT? There are many definitions of personnel management, but all basically say that it is: attracting and developing competent employees and creating the organizational conditions which result in their full utilization and encourages them to put forth their best efforts.1 In any organization, there has to be someone concerned with the welfare and performance of persons who are a part of the operation. When an individual or a team of individuals takes on this task of seeing to programs and setting policies that impact everyone associated with the company, they are engaged in the process of personnel management, sometimes referred to as human resources management, According to Franklin A., personnel management is based on careful handling of relationships among individuals at work and is the art of forecasting, acquiring, developing and maintaining competent workforce so that the organization derives maximum benefit in terms of performance and efficiency.2 Personnel Management is that part of management which is concerned with, people at work and their relationship within the organization. It can also be defined as that aspect of an organization, which is concerned with obtaining the best possible staff for the origination, looking after them so well that they will like to remain in the organization and give off their best in their jobs. It has to do with how best to use the skills and intelligence of people towards the achievement of organizational objectives.3 From the definitions quoted by various management experts in the past or present, the inference that we derive is that personnel management aims at attaining maximum efficiency and to yield maximum benefits to the organization. Two major points about personnel management are implied in this definition. First, effective personnel management must be future oriented. Support for organizational objectives now and for the foreseeable future must be provided through a steady supply of competent and capable employees. Second, effective personnel management is action oriented. The emphasis must be placed on solution of employment issues and problems to support organizational objectives and facilitate employee development and satisfaction To sum up, Personnel management aims at achieving these major steps: Analyzing the plan for future action and expansion. Estimating the quantitative and qualitative aspects of labour. Assessing the requirement of existing manpower or human resource. Formulating the plan for effective utilization of manpower, reducing under utilization or mis-utilization of manpower which is one of the most important resources. Finalizes the planning for recruitment, selection, promotion, transfer, training and development. Organizational effectivenes Basically Personnel management has certain goals and objectives to fulfill which includes; Creating a congenial and healthy environment for employees or workers to function effectively. To bring about organizational and human resource development through training, development programmes or even managerial succession planning. Selection and placement of right number of people and ensuring proper allocation of duties and responsibilities upon them. Creating better inter-personal relations, developing a sense of responsibility and responsiveness amongst workers and employees. Boosting the morale and sense of initiative amongst employees. Adopting best techniques or conceivable methods to bring best possible development of workers on work. 2.2.1 Functions of the Personnel Department A well-organized personnel department of an organization performs the following functions. Typically personnel work is concerned with: i. Manpower Planning: This is the first function of the personnel department. It has to do with the process by which a firm ensures that the required staff in terms of qualification and number is available at the right time. It involves determining personnel needs in relations to the objectives of the organization. It therefore deals with the qualification or education, skills and the appropriate number of personnel a firm should engage. It is therefore the process of assessing, predicting, or forecasting an organizations manpower needs in a relation to its plans. ii. Employment/Recruitment: After the manpower needs of the organization have been determined, the next stage is the make an attempt to employ the right caliber of personnel into the organization. This involves identifying sources of labour supply, carrying out recruitment, selection and placement into the organization. iii. Education/Training and Development: The personnel department is responsible for the training, education and the development of employees. It is the training needs have been determined, it is the responsibility of the department to design an appropriate programme by determining the method to be used, the course content, the duration and the institution or person to conduct the training. Training enables employees to adjust to new trends, improve their performance on the job and prepare them for promotion. iv. Wage and salary administration: Wage and salary Administration is one of the important functions of the personnel department. It is responsible for designing equitable and attractive wage and salary schemes for employees in an organization. It also determines how overtime payments. Bonuses and other fringe benefits are to be paid. It is also responsible for surveying the labour market and making the necessary changes and adjustments to the wage and salary structures to reflect the wages and salaries policies of the government of the day. v. Health, Safety and Welfare of Employment:- Another important function of the Personnel department is to ensure that there are measures to take care of the health, safety and welfare of its employees. It ensures these by providing first-aid facilities, good ventilation, lighting, drainage and proper working conditions. It also provides protective gadgets for employees to reduce the occurrence of accidents and injuries. Canteen, sports, transport, pension schemes, group insurance schemes and other recreational programmmes are provided for the welfare of its employees. vi. Industrial Relations: The personnel department plays an important role in maintaining a cordial and harmonium working relationship between workers and management. The term industrial relations are used to describe the relationship that exists between employers, employees (trade unions) and the government. Performance appraisal: organizing the appraisal process to identify development needs of employees. Personnel administration: record-keeping and monitoring of legislative requirements related to equal opportunities and possibly pensions and tax. Communication: providing an internal information service, perhaps in the form of staff newspapers or magazines, handouts, booklets, videos. 2.3 EMPLOYMENT PROCESS The employment process which is also referred to as the recruitment process involves a number of activities which are undertaken to engage the right caliber of personnel for an organization. It is therefore concerned with the employment and maintenance of qualified and efficient labour force. Employment therefore involves recruitment, selection and placement. The recruitment and selection process involves recruitment, interrelated activities which include the following. 2.3.1 RECRUITMENT It is the process of acquiring applicants who are available and qualified to fill positions in the organization.1 Recruitment refers to the first step in staffing, which is finding people.2 Sources of recruitment refer to the various avenues from which the personnel manager may recruit or employ labour. Recruits are obtained from a variety of sources. There source are divided into two main categories, namely internal and external sources. Pieter Grobler (page 167) Sources of Recruitment Internal Source Sources of potential candidates are many and varied, but a good starting point is to consider any internal candidates who might be suitable for the post. The exercise whereby the required manpower is obtained within the organization is the internal source. This may take the form of promoting a qualified worker to a higher position as they occur. Advantages of Internal Source There is less risk of error in selection and placement It boosts the morale of employees and encourages them it work hard It is quicker, cheaper and less risky than an outside appointment The recruit fits in with the culture of the organization; he knows â€Å"how we do things here† The individual also knows the people, systems and the business and thus the induction period will be quicker Disadvantages of Internal Source No new ideas, creativity or challenge to the culture and systems It tends to ignore qualified candidates who are not within the system A post will still need filling-the persons old post. That is he will create another vacancy The person may not be the best, qualified or most able candidate External Source Depending on management policy and the type of job involved. Management has a number of options available for obtaining people from outside the organization. These include: Educational Institutions: Organization and companies sometimes recruit fresh graduates from schools, colleges, polytechnics and the universities. Private Employment Agencies: Employers who cannot go through the process of recruitment engage consulting firms to do the recruitment for them. Labour Department: this is a public agency found in almost all regional scapitals where employees in search of employment and employers searching for employees go to register. An arrangement is then made to link the employer with the prospective employee. Advertisements: This is the most common and popular source of external recruitment where companies announce their employment opportunities through the newspapers, magazines, journals, radio and television. Unsolicited Applicant: People who are seeking for jobs sometimes apply to organizations without being aware of vacancies in those organizations. If there are vacancies, the applicant may be asked to go through the screening process. Where vacancies are not immediately available, his name will be placed on the waiting list. Employment Referrals:- Companies sometime announce job vacancies to their staff and ask them to recommend friends, relatives and neighbours who might be in need of employment and possess the required qualification and skill. Advantages of External Source It leads to the employment of people with new knowledge and ideas It leads to the employment of qualified and suitable people to fill vacant posts It promotes good will Its scope of selection is widened Disadvantages of External Sources It is costly and time consuming It may lead to low morale especially where there are qualified people within the organization The risk of making wrong selection is very high 2.3.2 JOB ANALYSIS It is the determination of the essential characteristics of a job. It is therefore a process of determining the nature of the job and the skills, knowledge, experiences and abilities of the person who is supposed to perform the job. It therefore contains information such as task performed, machines and equipment to be used, materials, products or services involved, training skills, knowledge and personal traits required of the worker. Job analysis therefore describes both the worker and the job so that there are no questions about who is doing what within the firm. Franklin A. (page 156) When undertaken carefully, job analysis could be used to; It provides the information necessary for recruitment, selection and placement of employees. It can be used to get an idea of the acceptable level of performance for each job (performance appraisal) It is used to device and implement training and development programmes It provides an opportunity to uncover and identify hazardous conditions Jobs may be analyzed in order to ensure that employees are fairly compensated The components of job analysis include. A. Job Description It specifies the duties and requirements of the job. This is a broad statement describing the purpose, scope, duties and responsibilities of a particular job. It states the title and location of the hob, grade/salary level of the job, limits of authority, number of subordinates, physical working conditions, machines, tools and equipment used, product or service produced etc. it typically portrays job content. In short, it summarizes all the basic tasks that are required to be performed on a job. A job description is what the worker does. Franklin A. (page 167) Importance of Job Description Each employee gets to know what is expected of him. It helps to avoid overlapping. It helps determine the rate of pay which is fair for the job. It helps in appraising and training employees It makes it possible for new employees to be given orientation with regards to their duties and responsibilities. It provides information from which particular hob vacancies can be advertised It guides the personnel manager in the development of job specification SELECTION This is the process by which an organization chooses from a list/pool of applicants the person who best meets the job and organizational requirements. The main objective of the selection process is to sort out those judged qualified for the job. (a) Selection Procedure i. Application Forms Applicants who reply to job advertisements are usually asked to fill in a job application form, or to send a letter giving details about themselves and their previous job experience (Curriculum Vitae or (C.V). An application form is used to find out relevant information about the applicant. It tells the organization whether or not an applicant is worthy of an interview or a test of some kind. Information usually required of candidates include; Personal data, educational background, work experience, date of birth, interests and hobbies. An applicant who is deemed suitable on this evidence becomes a candidate for interview. ii. Application Screening (Short-listing) The screening stage involves the sorting out or elimination of those applicants judged unqualified for the job. The personnel manager receives the filled application forms, and then screens them to determine those who are qualified to be invited for interview. This becomes necessary since all types of applications are received when jobs are advertised. This stage is also referred to as short-listing. It is done by marching all the applications against the employers requirements. iii. Selection Tests Selection tests are used to supplement other techniques. The tests are usually handled by fully qualified industrial psychologists. It is a practical examination to determine whether an applicant is suitable for the job. The assumption behind the administration of the tests is that a candidate who scores well in the test will more likely succeed in the job. Types of test The types of tests commonly used include:- i. Intelligence Tests: Their aim is to measure the applicants general intellectual ability. That is they are designed to measure his thinking abilities. They may test the applicants memory, ability to think quickly and logically, and skill at solving problems. ii. Aptitude Tests: These are designed to predict an individuals potential for performing a job or learning new skills. They are widely used to obtain information about such skills as mechanical ability, clerical and numerical ability. It measures a persons ability to do something given a good training. iii. Psychological tests: Psychological tests may measure a variety of characteristics such as an applicants skill in dealing with other people, ambition and motivation or emotional stability. They usually consist of questionnaires asking respondents to state their interest in or preference for jobs, leisure activities etc. Proficiency Tests: Proficiency tests are the most closely related test to an assessors objectives, because they measure ability to do the work involved iv. Medical Tests: Medical tests are carried out to determine the physical fitness of the applicant and whether he has any hidden diseases. Candidates who might have contagious diseases will be rejected. INTERVIEW Interview is a conversation or verbal interaction between two or more people for a particular purpose. Interviewing is a crucial part of the selection process because it gives the organization an opportunity to assess the applicant directly, and it gives the applicant an opportunity to learn more about the organization and whether he or she wants the job Objectives of Interview It gives the employer an opportunity to obtain information about each applicant and to assess his suitability for the job. It enables the employer to cross-check the applicants original documents or educational certificates. It enables the employer to have a critical view of the physical appearance of the applicant It also gives him an opportunity to determine the applicants level of intelligence. It provides the applicant an opportunity to know more about the organization, the job and the employees of the organization. References (Background Investigations) References provide further confidential information about the prospective employee. Prospective candidates are normally asked to submit references who can be contacted when the need arises. Such references include: schools, colleges, universities, former employers (if any) and relatives. The use of reference compels employees to be honest in supplying information about themselves to an organization. References are brief statements about a candidate made by a third party usually the candidates superior. These statements are used to confirm information supplied by applicants on application forms. Placement This is the stage where the new employee is placed on the job. He is assigned to an officer and a superior if he is a clerical worker. It is the responsibility of the superior to give the new employee in-service training where necessary and to provide a schedule of duties. Induction This may be conducted by the personnel manager and it is the process of orientating the selected applicant into his or her new working environment. It takes the form of introducing new employees to existing staff, visits to the plants and other departments, informing him/her about his duties and responsibilities, as well as the policies and objective of the organization. Induction simply means the introduction of a new employee into his or her job or organization Job Changes The post recruitment functions of the personnel manager includes transfers, promotions, demotions and termination. i. Transfers:- This occurs when employees have been assigned to another branch, department or to another job involving similar responsibilities, skills and remuneration. The transfer could be from one department to another or one station to another. It may be used to correct an error made during the recruitment process. Reasons for transfers The close down of a branch or department may call for a transfer Self request by an employee because of his inability to relate well with co-workers of lack of interest in his job or for purposes of frequent medical check-ups due to sickness. Transfer may be used as a punishment device A person may also be transferred to take up a new appointment A fall in the level of production may also necessitate the re-allocation of employees. ii. Promotion Promotion may be defined as the transfer of an employee from one job to another which involves a greater responsibility and usually a higher reward (pay). In other words, it involves a change in status and usually means appointment to a higher grade with greater and more challenging responsibilities. It is an important aspect of management because it is through promotion that a worker obtains satisfaction and shows his desire to advance and develop. Promotion Policy Many large organizations have a policy of filling senior job positions from within the organization. Others also believe in recruitment from outside the organization. Every organization should however come out with a clear policy on promotion so that employees know in advance the criteria to be used in promotion. Normally promotion is based on the following: Seniority (length of service) Practical ability (skill) General attitude and loyalty Education and qualification Personality or character Advantages of Promotion Promotion improves morale and motivation of employees in the organization. Promotion helps reduce labour-turn over in an organization It is seen as a reward for dedicated service, hard work, loyalty and obedience to rules and regulations of the organization. Fair promotions create a feeling of content among employees and retain their interest in the company. It helps employees to put in extra effort to help attain organizational objectives It improves the earning power and status of the employees Problems of promotion more qualified employees may be ignored or overlooked an employee adjudged competent when promoted may perform below expectation qualified personnel when overlooked in time of promotion may feel dejected and unrecognized. This may affect his morale and for that matter his overall performance. A worker who has a special interest in his/her job e.g. cashier in a financial institution may refuse to accept promotion. iii. Demotion It is the reduction in rank of an employee or the transfer of an employee to jobs with lower ranks backed by a reduction in salary. It therefore refers to a decrease in status as well as remuneration. Reasons For Demotion: Failure on the part of employees to live up to expectation (poor performance) Serious crime against the organization example; pilfering, fraud, leaking, organizational secrets to the advantage of competitors etc. It can also be based on indiscipline or disloyal to rules of the organization Serious or unfavourable business conditions may necessitate lay-offs and termination; some employees may accept demotion as an alternative. Problems of Demotion it leads to reduction employee status and remuneration it also creates morale problems for affected employees. Some affected employees may resign, leading to labour turn over and its associated problems, iv. LABOUR TURN OVER Labour turn over refers to the rate at which employees are leaving the business organization at a particular time and their replacement. It therefore describes the movement of workers into and out of employment of an organization in a in a given period of time It is calculated by: L x 100 A Where: L = Those leaving during the year A = Average number employed during the year or Average number on the companys payroll within that period. A high (index) labour turnover means more people leave the employment because of low morale. It could also mean a high proportion of the employment of women or scholars who have returned to college to pursue academic careers, death, pension etc. Causes of Labour Turn Over There are various causes of labour turn-over. Among them include the following: Discontentment (dissatisfaction) among employees as a result of poor working conditions, Lack of promotional avenues Poor leadership style Very long hours of work with little time for rest Unfairness and improper administration of disciplinary measures Poor wages and salaries Lack of opportunities for self advancement Boredom, wrong job assignment or lack of job satisfaction Lack of opportunity to express opinions to management and to participate in decision making. Problems of Labour Turn Over It brings about extra-expenditure, that is hiring and training of new employees Production rate is decreased and this tend to affect the volume of ales and profit margins It leads to overtime payment for extra man-hours spent on the job The money spent on training developing employees who have left goes down the drain There could be low morale for the remaining employees due to loss of old work mates and friends It takes a lot of time for workers to properly settle or fit into the system Solution To the causes of labour turnover A study or research should be conducted to identify which factors have been the cause of dissatisfaction and that have been responsible for the labour turnover. The following suggested solutions could be applied by individual companies. i. Companies should provide attractive wages and salaries to ensure that employees are above to meet their basic necessities. ii. There should also be improvement in the working conditions of workers. Protective clothes, canteen, transport, housing and medical facilities should be provided to cater for the welfare of workers. iii. There should also be opportunities for growth and development for employees, e.g study leave, provision of library facilities, promotion etc. iv. Joint consultation must be instituted to enable representatives of workers and employers meet to identify common problems and find solutions to them. 2.4 Termination of Employment Every employer has the option to terminate the employment of his employees but only on the grounds that certain conditions are meet e.g. giving of appropriate notice and payment of entitlements. Employees also have an option to resign from their present job and look for another provided they also satisfy certain conditions e.g. appropriate notice and proper handing over. There are ways by which a contract of employment may be terminated and they include: redundancy, dismissals, retirement and resignation. 2.4.1 Redundancy This is a situation where employees are asked to leave their employment because of lack of work. that is, the organization does not need their service any longer. Therefore when there is reduction in production and the workers are greater than what the organization needs, some are asked to leave employment. 2.4.2 Dismissal Dismissal is an act of sending an employee away form his employment because be is not qualified, undisciplined or is dishonest in his work. It is the permanent withdrawal of an employee from the services of a company. 2.4.3 Retirement It is the act of retiring or having stopped working after attaining a certain age. The age may either be contained in the companys policy or decision taken by the individual himself. 2.4.4 Resignation Resignation usually comes from employees. Resignation is the indication by the employee that he has ceased to be in the employment of the employer. 2.4.5 Lay Off This is a temporary withdrawal of employees from work due to shortage of raw materials, low demand for the companies products or services, or financial problems. These employees may be called back when the need arises. When conditions improve and some of the aid-off workers are invited to come back to work, it is known as recall. 2.5 EDUCATION, TRAINING AND DEVELOPMENT 2.5.1 Education This is usually intended to mean basic instructions in knowledge and skills designed to enable people make the most life in general. It is thus a process of training and instructing people in schools, colleges, Polytechnics, universities etc. which is designed to give knowledge and development of skills. At the end of the course, a certificate is given to those who pass their final examination. Education is therefore more personal and broadly based. 2.5.2 Development This suggests a broader view of knowledge and skills acquisition rather than training. It is less job-oriented and career-oriented. It sees employees as adaptable resources and thus concerned with preparing individuals with skills and experience to fill challenging higher level positions in the organization. 2.5.3 Training Training is job oriented rather than personal. Training involves a series of actions aimed at preparing an individual with skills to do a particular job. It may be defined as â€Å"the systematic development of the attitudes, knowledge and skill patterns required by an individual in order to perform adequately a given task or job† Methods of Training The main methods of training include: i. Apprenticeship Training This is a method of training where the apprentice under studies his master for a number of years, learning all the basic skills involved in the profession. This type of training is given to young people who have either completed school or who have not been to school. This type of training is common and popular in professions like tailoring, dressmaking, carpentry, driving and masonry. The apprentice pays a certain amount to his master and he is not paid during the period of his/her training but given allowance as and when necessary by his/her master. ii. Supervisory Training This type of training is give to employees who have been appointed supervisors or foremen. Supervisory training involves the teaching of supervisors or foremen the skill of getting work done through others. It is therefore meant to improve on their leadership skills and qualities. It takes place in an institute in the form of seminars or workshops with discussions on leadership, morale, development, directing, and health and safety measures. iii. Executive Training Personnel in middle management and top management positions are covered under this type Personnel Department Effectiveness and Functions Personnel Department Effectiveness and Functions 2.1 INTRODUCTION The effectiveness of any organization in general, is a direct function of the quality of the individuals who make up that organization. The knowledge, skills, abilities, and commitment of the members of the organization together constitute the most critical factor in the development and implementation of work plans and the delivery of products and services. Without the full commitment of its employees, an organization cannot accomplish its objectives. Consequently, the attraction, organization, development and motivation of employees which is the personnel function of management are a central responsibility at all levels of management that is from the chief executive to the first line supervisor. 2.2 WHAT IS PERSONNEL MANAGEMENT? There are many definitions of personnel management, but all basically say that it is: attracting and developing competent employees and creating the organizational conditions which result in their full utilization and encourages them to put forth their best efforts.1 In any organization, there has to be someone concerned with the welfare and performance of persons who are a part of the operation. When an individual or a team of individuals takes on this task of seeing to programs and setting policies that impact everyone associated with the company, they are engaged in the process of personnel management, sometimes referred to as human resources management, According to Franklin A., personnel management is based on careful handling of relationships among individuals at work and is the art of forecasting, acquiring, developing and maintaining competent workforce so that the organization derives maximum benefit in terms of performance and efficiency.2 Personnel Management is that part of management which is concerned with, people at work and their relationship within the organization. It can also be defined as that aspect of an organization, which is concerned with obtaining the best possible staff for the origination, looking after them so well that they will like to remain in the organization and give off their best in their jobs. It has to do with how best to use the skills and intelligence of people towards the achievement of organizational objectives.3 From the definitions quoted by various management experts in the past or present, the inference that we derive is that personnel management aims at attaining maximum efficiency and to yield maximum benefits to the organization. Two major points about personnel management are implied in this definition. First, effective personnel management must be future oriented. Support for organizational objectives now and for the foreseeable future must be provided through a steady supply of competent and capable employees. Second, effective personnel management is action oriented. The emphasis must be placed on solution of employment issues and problems to support organizational objectives and facilitate employee development and satisfaction To sum up, Personnel management aims at achieving these major steps: Analyzing the plan for future action and expansion. Estimating the quantitative and qualitative aspects of labour. Assessing the requirement of existing manpower or human resource. Formulating the plan for effective utilization of manpower, reducing under utilization or mis-utilization of manpower which is one of the most important resources. Finalizes the planning for recruitment, selection, promotion, transfer, training and development. Organizational effectivenes Basically Personnel management has certain goals and objectives to fulfill which includes; Creating a congenial and healthy environment for employees or workers to function effectively. To bring about organizational and human resource development through training, development programmes or even managerial succession planning. Selection and placement of right number of people and ensuring proper allocation of duties and responsibilities upon them. Creating better inter-personal relations, developing a sense of responsibility and responsiveness amongst workers and employees. Boosting the morale and sense of initiative amongst employees. Adopting best techniques or conceivable methods to bring best possible development of workers on work. 2.2.1 Functions of the Personnel Department A well-organized personnel department of an organization performs the following functions. Typically personnel work is concerned with: i. Manpower Planning: This is the first function of the personnel department. It has to do with the process by which a firm ensures that the required staff in terms of qualification and number is available at the right time. It involves determining personnel needs in relations to the objectives of the organization. It therefore deals with the qualification or education, skills and the appropriate number of personnel a firm should engage. It is therefore the process of assessing, predicting, or forecasting an organizations manpower needs in a relation to its plans. ii. Employment/Recruitment: After the manpower needs of the organization have been determined, the next stage is the make an attempt to employ the right caliber of personnel into the organization. This involves identifying sources of labour supply, carrying out recruitment, selection and placement into the organization. iii. Education/Training and Development: The personnel department is responsible for the training, education and the development of employees. It is the training needs have been determined, it is the responsibility of the department to design an appropriate programme by determining the method to be used, the course content, the duration and the institution or person to conduct the training. Training enables employees to adjust to new trends, improve their performance on the job and prepare them for promotion. iv. Wage and salary administration: Wage and salary Administration is one of the important functions of the personnel department. It is responsible for designing equitable and attractive wage and salary schemes for employees in an organization. It also determines how overtime payments. Bonuses and other fringe benefits are to be paid. It is also responsible for surveying the labour market and making the necessary changes and adjustments to the wage and salary structures to reflect the wages and salaries policies of the government of the day. v. Health, Safety and Welfare of Employment:- Another important function of the Personnel department is to ensure that there are measures to take care of the health, safety and welfare of its employees. It ensures these by providing first-aid facilities, good ventilation, lighting, drainage and proper working conditions. It also provides protective gadgets for employees to reduce the occurrence of accidents and injuries. Canteen, sports, transport, pension schemes, group insurance schemes and other recreational programmmes are provided for the welfare of its employees. vi. Industrial Relations: The personnel department plays an important role in maintaining a cordial and harmonium working relationship between workers and management. The term industrial relations are used to describe the relationship that exists between employers, employees (trade unions) and the government. Performance appraisal: organizing the appraisal process to identify development needs of employees. Personnel administration: record-keeping and monitoring of legislative requirements related to equal opportunities and possibly pensions and tax. Communication: providing an internal information service, perhaps in the form of staff newspapers or magazines, handouts, booklets, videos. 2.3 EMPLOYMENT PROCESS The employment process which is also referred to as the recruitment process involves a number of activities which are undertaken to engage the right caliber of personnel for an organization. It is therefore concerned with the employment and maintenance of qualified and efficient labour force. Employment therefore involves recruitment, selection and placement. The recruitment and selection process involves recruitment, interrelated activities which include the following. 2.3.1 RECRUITMENT It is the process of acquiring applicants who are available and qualified to fill positions in the organization.1 Recruitment refers to the first step in staffing, which is finding people.2 Sources of recruitment refer to the various avenues from which the personnel manager may recruit or employ labour. Recruits are obtained from a variety of sources. There source are divided into two main categories, namely internal and external sources. Pieter Grobler (page 167) Sources of Recruitment Internal Source Sources of potential candidates are many and varied, but a good starting point is to consider any internal candidates who might be suitable for the post. The exercise whereby the required manpower is obtained within the organization is the internal source. This may take the form of promoting a qualified worker to a higher position as they occur. Advantages of Internal Source There is less risk of error in selection and placement It boosts the morale of employees and encourages them it work hard It is quicker, cheaper and less risky than an outside appointment The recruit fits in with the culture of the organization; he knows â€Å"how we do things here† The individual also knows the people, systems and the business and thus the induction period will be quicker Disadvantages of Internal Source No new ideas, creativity or challenge to the culture and systems It tends to ignore qualified candidates who are not within the system A post will still need filling-the persons old post. That is he will create another vacancy The person may not be the best, qualified or most able candidate External Source Depending on management policy and the type of job involved. Management has a number of options available for obtaining people from outside the organization. These include: Educational Institutions: Organization and companies sometimes recruit fresh graduates from schools, colleges, polytechnics and the universities. Private Employment Agencies: Employers who cannot go through the process of recruitment engage consulting firms to do the recruitment for them. Labour Department: this is a public agency found in almost all regional scapitals where employees in search of employment and employers searching for employees go to register. An arrangement is then made to link the employer with the prospective employee. Advertisements: This is the most common and popular source of external recruitment where companies announce their employment opportunities through the newspapers, magazines, journals, radio and television. Unsolicited Applicant: People who are seeking for jobs sometimes apply to organizations without being aware of vacancies in those organizations. If there are vacancies, the applicant may be asked to go through the screening process. Where vacancies are not immediately available, his name will be placed on the waiting list. Employment Referrals:- Companies sometime announce job vacancies to their staff and ask them to recommend friends, relatives and neighbours who might be in need of employment and possess the required qualification and skill. Advantages of External Source It leads to the employment of people with new knowledge and ideas It leads to the employment of qualified and suitable people to fill vacant posts It promotes good will Its scope of selection is widened Disadvantages of External Sources It is costly and time consuming It may lead to low morale especially where there are qualified people within the organization The risk of making wrong selection is very high 2.3.2 JOB ANALYSIS It is the determination of the essential characteristics of a job. It is therefore a process of determining the nature of the job and the skills, knowledge, experiences and abilities of the person who is supposed to perform the job. It therefore contains information such as task performed, machines and equipment to be used, materials, products or services involved, training skills, knowledge and personal traits required of the worker. Job analysis therefore describes both the worker and the job so that there are no questions about who is doing what within the firm. Franklin A. (page 156) When undertaken carefully, job analysis could be used to; It provides the information necessary for recruitment, selection and placement of employees. It can be used to get an idea of the acceptable level of performance for each job (performance appraisal) It is used to device and implement training and development programmes It provides an opportunity to uncover and identify hazardous conditions Jobs may be analyzed in order to ensure that employees are fairly compensated The components of job analysis include. A. Job Description It specifies the duties and requirements of the job. This is a broad statement describing the purpose, scope, duties and responsibilities of a particular job. It states the title and location of the hob, grade/salary level of the job, limits of authority, number of subordinates, physical working conditions, machines, tools and equipment used, product or service produced etc. it typically portrays job content. In short, it summarizes all the basic tasks that are required to be performed on a job. A job description is what the worker does. Franklin A. (page 167) Importance of Job Description Each employee gets to know what is expected of him. It helps to avoid overlapping. It helps determine the rate of pay which is fair for the job. It helps in appraising and training employees It makes it possible for new employees to be given orientation with regards to their duties and responsibilities. It provides information from which particular hob vacancies can be advertised It guides the personnel manager in the development of job specification SELECTION This is the process by which an organization chooses from a list/pool of applicants the person who best meets the job and organizational requirements. The main objective of the selection process is to sort out those judged qualified for the job. (a) Selection Procedure i. Application Forms Applicants who reply to job advertisements are usually asked to fill in a job application form, or to send a letter giving details about themselves and their previous job experience (Curriculum Vitae or (C.V). An application form is used to find out relevant information about the applicant. It tells the organization whether or not an applicant is worthy of an interview or a test of some kind. Information usually required of candidates include; Personal data, educational background, work experience, date of birth, interests and hobbies. An applicant who is deemed suitable on this evidence becomes a candidate for interview. ii. Application Screening (Short-listing) The screening stage involves the sorting out or elimination of those applicants judged unqualified for the job. The personnel manager receives the filled application forms, and then screens them to determine those who are qualified to be invited for interview. This becomes necessary since all types of applications are received when jobs are advertised. This stage is also referred to as short-listing. It is done by marching all the applications against the employers requirements. iii. Selection Tests Selection tests are used to supplement other techniques. The tests are usually handled by fully qualified industrial psychologists. It is a practical examination to determine whether an applicant is suitable for the job. The assumption behind the administration of the tests is that a candidate who scores well in the test will more likely succeed in the job. Types of test The types of tests commonly used include:- i. Intelligence Tests: Their aim is to measure the applicants general intellectual ability. That is they are designed to measure his thinking abilities. They may test the applicants memory, ability to think quickly and logically, and skill at solving problems. ii. Aptitude Tests: These are designed to predict an individuals potential for performing a job or learning new skills. They are widely used to obtain information about such skills as mechanical ability, clerical and numerical ability. It measures a persons ability to do something given a good training. iii. Psychological tests: Psychological tests may measure a variety of characteristics such as an applicants skill in dealing with other people, ambition and motivation or emotional stability. They usually consist of questionnaires asking respondents to state their interest in or preference for jobs, leisure activities etc. Proficiency Tests: Proficiency tests are the most closely related test to an assessors objectives, because they measure ability to do the work involved iv. Medical Tests: Medical tests are carried out to determine the physical fitness of the applicant and whether he has any hidden diseases. Candidates who might have contagious diseases will be rejected. INTERVIEW Interview is a conversation or verbal interaction between two or more people for a particular purpose. Interviewing is a crucial part of the selection process because it gives the organization an opportunity to assess the applicant directly, and it gives the applicant an opportunity to learn more about the organization and whether he or she wants the job Objectives of Interview It gives the employer an opportunity to obtain information about each applicant and to assess his suitability for the job. It enables the employer to cross-check the applicants original documents or educational certificates. It enables the employer to have a critical view of the physical appearance of the applicant It also gives him an opportunity to determine the applicants level of intelligence. It provides the applicant an opportunity to know more about the organization, the job and the employees of the organization. References (Background Investigations) References provide further confidential information about the prospective employee. Prospective candidates are normally asked to submit references who can be contacted when the need arises. Such references include: schools, colleges, universities, former employers (if any) and relatives. The use of reference compels employees to be honest in supplying information about themselves to an organization. References are brief statements about a candidate made by a third party usually the candidates superior. These statements are used to confirm information supplied by applicants on application forms. Placement This is the stage where the new employee is placed on the job. He is assigned to an officer and a superior if he is a clerical worker. It is the responsibility of the superior to give the new employee in-service training where necessary and to provide a schedule of duties. Induction This may be conducted by the personnel manager and it is the process of orientating the selected applicant into his or her new working environment. It takes the form of introducing new employees to existing staff, visits to the plants and other departments, informing him/her about his duties and responsibilities, as well as the policies and objective of the organization. Induction simply means the introduction of a new employee into his or her job or organization Job Changes The post recruitment functions of the personnel manager includes transfers, promotions, demotions and termination. i. Transfers:- This occurs when employees have been assigned to another branch, department or to another job involving similar responsibilities, skills and remuneration. The transfer could be from one department to another or one station to another. It may be used to correct an error made during the recruitment process. Reasons for transfers The close down of a branch or department may call for a transfer Self request by an employee because of his inability to relate well with co-workers of lack of interest in his job or for purposes of frequent medical check-ups due to sickness. Transfer may be used as a punishment device A person may also be transferred to take up a new appointment A fall in the level of production may also necessitate the re-allocation of employees. ii. Promotion Promotion may be defined as the transfer of an employee from one job to another which involves a greater responsibility and usually a higher reward (pay). In other words, it involves a change in status and usually means appointment to a higher grade with greater and more challenging responsibilities. It is an important aspect of management because it is through promotion that a worker obtains satisfaction and shows his desire to advance and develop. Promotion Policy Many large organizations have a policy of filling senior job positions from within the organization. Others also believe in recruitment from outside the organization. Every organization should however come out with a clear policy on promotion so that employees know in advance the criteria to be used in promotion. Normally promotion is based on the following: Seniority (length of service) Practical ability (skill) General attitude and loyalty Education and qualification Personality or character Advantages of Promotion Promotion improves morale and motivation of employees in the organization. Promotion helps reduce labour-turn over in an organization It is seen as a reward for dedicated service, hard work, loyalty and obedience to rules and regulations of the organization. Fair promotions create a feeling of content among employees and retain their interest in the company. It helps employees to put in extra effort to help attain organizational objectives It improves the earning power and status of the employees Problems of promotion more qualified employees may be ignored or overlooked an employee adjudged competent when promoted may perform below expectation qualified personnel when overlooked in time of promotion may feel dejected and unrecognized. This may affect his morale and for that matter his overall performance. A worker who has a special interest in his/her job e.g. cashier in a financial institution may refuse to accept promotion. iii. Demotion It is the reduction in rank of an employee or the transfer of an employee to jobs with lower ranks backed by a reduction in salary. It therefore refers to a decrease in status as well as remuneration. Reasons For Demotion: Failure on the part of employees to live up to expectation (poor performance) Serious crime against the organization example; pilfering, fraud, leaking, organizational secrets to the advantage of competitors etc. It can also be based on indiscipline or disloyal to rules of the organization Serious or unfavourable business conditions may necessitate lay-offs and termination; some employees may accept demotion as an alternative. Problems of Demotion it leads to reduction employee status and remuneration it also creates morale problems for affected employees. Some affected employees may resign, leading to labour turn over and its associated problems, iv. LABOUR TURN OVER Labour turn over refers to the rate at which employees are leaving the business organization at a particular time and their replacement. It therefore describes the movement of workers into and out of employment of an organization in a in a given period of time It is calculated by: L x 100 A Where: L = Those leaving during the year A = Average number employed during the year or Average number on the companys payroll within that period. A high (index) labour turnover means more people leave the employment because of low morale. It could also mean a high proportion of the employment of women or scholars who have returned to college to pursue academic careers, death, pension etc. Causes of Labour Turn Over There are various causes of labour turn-over. Among them include the following: Discontentment (dissatisfaction) among employees as a result of poor working conditions, Lack of promotional avenues Poor leadership style Very long hours of work with little time for rest Unfairness and improper administration of disciplinary measures Poor wages and salaries Lack of opportunities for self advancement Boredom, wrong job assignment or lack of job satisfaction Lack of opportunity to express opinions to management and to participate in decision making. Problems of Labour Turn Over It brings about extra-expenditure, that is hiring and training of new employees Production rate is decreased and this tend to affect the volume of ales and profit margins It leads to overtime payment for extra man-hours spent on the job The money spent on training developing employees who have left goes down the drain There could be low morale for the remaining employees due to loss of old work mates and friends It takes a lot of time for workers to properly settle or fit into the system Solution To the causes of labour turnover A study or research should be conducted to identify which factors have been the cause of dissatisfaction and that have been responsible for the labour turnover. The following suggested solutions could be applied by individual companies. i. Companies should provide attractive wages and salaries to ensure that employees are above to meet their basic necessities. ii. There should also be improvement in the working conditions of workers. Protective clothes, canteen, transport, housing and medical facilities should be provided to cater for the welfare of workers. iii. There should also be opportunities for growth and development for employees, e.g study leave, provision of library facilities, promotion etc. iv. Joint consultation must be instituted to enable representatives of workers and employers meet to identify common problems and find solutions to them. 2.4 Termination of Employment Every employer has the option to terminate the employment of his employees but only on the grounds that certain conditions are meet e.g. giving of appropriate notice and payment of entitlements. Employees also have an option to resign from their present job and look for another provided they also satisfy certain conditions e.g. appropriate notice and proper handing over. There are ways by which a contract of employment may be terminated and they include: redundancy, dismissals, retirement and resignation. 2.4.1 Redundancy This is a situation where employees are asked to leave their employment because of lack of work. that is, the organization does not need their service any longer. Therefore when there is reduction in production and the workers are greater than what the organization needs, some are asked to leave employment. 2.4.2 Dismissal Dismissal is an act of sending an employee away form his employment because be is not qualified, undisciplined or is dishonest in his work. It is the permanent withdrawal of an employee from the services of a company. 2.4.3 Retirement It is the act of retiring or having stopped working after attaining a certain age. The age may either be contained in the companys policy or decision taken by the individual himself. 2.4.4 Resignation Resignation usually comes from employees. Resignation is the indication by the employee that he has ceased to be in the employment of the employer. 2.4.5 Lay Off This is a temporary withdrawal of employees from work due to shortage of raw materials, low demand for the companies products or services, or financial problems. These employees may be called back when the need arises. When conditions improve and some of the aid-off workers are invited to come back to work, it is known as recall. 2.5 EDUCATION, TRAINING AND DEVELOPMENT 2.5.1 Education This is usually intended to mean basic instructions in knowledge and skills designed to enable people make the most life in general. It is thus a process of training and instructing people in schools, colleges, Polytechnics, universities etc. which is designed to give knowledge and development of skills. At the end of the course, a certificate is given to those who pass their final examination. Education is therefore more personal and broadly based. 2.5.2 Development This suggests a broader view of knowledge and skills acquisition rather than training. It is less job-oriented and career-oriented. It sees employees as adaptable resources and thus concerned with preparing individuals with skills and experience to fill challenging higher level positions in the organization. 2.5.3 Training Training is job oriented rather than personal. Training involves a series of actions aimed at preparing an individual with skills to do a particular job. It may be defined as â€Å"the systematic development of the attitudes, knowledge and skill patterns required by an individual in order to perform adequately a given task or job† Methods of Training The main methods of training include: i. Apprenticeship Training This is a method of training where the apprentice under studies his master for a number of years, learning all the basic skills involved in the profession. This type of training is given to young people who have either completed school or who have not been to school. This type of training is common and popular in professions like tailoring, dressmaking, carpentry, driving and masonry. The apprentice pays a certain amount to his master and he is not paid during the period of his/her training but given allowance as and when necessary by his/her master. ii. Supervisory Training This type of training is give to employees who have been appointed supervisors or foremen. Supervisory training involves the teaching of supervisors or foremen the skill of getting work done through others. It is therefore meant to improve on their leadership skills and qualities. It takes place in an institute in the form of seminars or workshops with discussions on leadership, morale, development, directing, and health and safety measures. iii. Executive Training Personnel in middle management and top management positions are covered under this type

India during rule from the British Essay

The East India Company established many things for India including telegraph, railroad, and irrigation systems. It also set up a large army called the Sepoys to defend its interests and India’s borders. The Sepoys were commanded by the British officers and were supported by the units of the British army. Although the Indians benefited from the British rule many resented British rule. The East India Company made sure that British colonist received most of the advantages from the new technology and industrialization. Indian factory workers and servants received very low wages. Farmers got very little for there harvest. Indians could not hold high level positions. Schools also taught English and Western ideas and paid little attention to the long history and advanced culture of India. Most of the appeal of Imperialism (when one government takes control over a foreign land and governs it as its own), most specifically British Imperialism was economic advancement; â€Å"to create large, self-sustaining trading blocks.† Britain exploited India, the crown jewel of their imperialist empire, for the export of many raw materials. In addition, they placed trade laws upon India that restricted its trade with countries other than Britain. India was eventually under the complete control, even the rule of Britain; you could even say that India was occupied by Britain, as there were both political figures, and military troops from Britain in India. Though they exploited India in a way that could have destroyed India’s economy, their presence helped boost India toward modernity with the construction of railroads and other new (at the time) technology. As the cotton trade declined, Britain, through the English East India Trading Company, forced many things upon India that brought them (Britain) economic benefit. They forced India to ship raw materials (such as spices and textiles) to Britain, rather than using them for their own production. The East India Company came to rise as the predominant trading company in all of India; Britain all but formally established a government in India (they even had their own army in association with the English East India Trading Company, in order to reinforce the laws set by the colonists). With the collapse of local governments, and the destruction of Indian factories and production companies, Britain’s gain of power in India became an easy task.  They in addition forced them to buy products imported from Britain that were made with the exported raw materials, rather than simply allowing them to produce the items themselves. At the same time, the English East India Trading Company participated in the illegal export of opium to China, resulting in the first â€Å"Opium War†, in which the Chinese were defeated, and the British trading rights were expanded. Before the establishment of English trading colonies in India, the prices they had to pay for Indian exports were extremely high, higher than they were willing to pay; through their control of the land, they were able to export these materials themselves. India was/is called â€Å"the brightest jewel in the imperial crown â€Å", and with control over India, the Indian Ocean, and parts of the African Coast, Britain maintained an incredibly large imperialist trading empire. The English justified their imperialist actions largely through Darwinism. Darwin stated in his works his idea of â€Å"Survival of the Fittest†. The English simply took this to mean that, as a result, they were so easily able to take control over India, that they were the stronger people, and therefore meant to be dominant. The second phase of British imperialism (which begins in 1858), is during a time of â€Å"Colonial Imperialism†. Colonial imperialism is when one government not only rules over a foreign land, but establishes an all out colonial government there, and runs the countries affairs. Members of the East India Company attempted to learn the languages of the Indians, but also tried to impose British culture upon the Indians. They encouraged the Indians to act like conformists and dress and act like them. In 1877, Queen Victoria was named the â€Å"Empress of India†. During this time, India was exploited for the exportation of even more raw materials such as spices, indigo dye, and textiles. Trade laws were reinforced, and the East India Company’s army enforced these laws. The Indians may have seen these acts as racist, as the British were obviously subordinating them. Once Britain had complete control of India, the construction of roads, railroads, and telephone/telegraph lines began. In 1869, the Suez Canal, an artificial water passage in Egypt which links the Mediterranean sea, the Gulf of Suez, and the Red Sea all together, making trade in that area much easier) was opened, and increased India’s potential for trade dramatically. The British discouraged Indian  industry (obviously not wanting any competition over India’s raw materials, or exports), but encouraged production of crops that they could export for profit, rather than food crops for survival. In 1846, over five hundred-thousand Indians died from famine (in 1876-1879 ten million more Indians / Chinese people died from famine). The poverty level in India increased dramatically, as all of the profit went straight to British colonists. Britain’s Imperialism in India did have some positive effects on India itself. The English, during the time of their Empire, constructed large railroad systems in India, which connected factories inland with the coastal shipping ports; this railroad system was one of the most developed in the entire world. This rail system helped in the development of the trade industry in Indian, and also helped to prevent famines (food was transportable). The English also established a system of roads, as well as bridges, dams, and even irrigation ditches. They established centers for education, and the literacy rate in India increased significantly, as did health with the establishment of hospitals. With the newly trained professionals and businesspersons in India, a new upper class evolved. These positive effects did not come without a price. The British claimed all power over India, political and economic. The British’s export of crops left little for Indians to make money off of, and self-sufficiency suffered (especially since they were producing cash crops to sell to the colonists for minimum price, and didn’t even have time or land to produce their own food crops on). The Indians did not simply sit back and allow the British to walk all over them; as a result of growing resentment to the implied racism, and general control implemented by the British, the Indians revolted. In 1857, the Sepoys, a group of Indians hired by the English East India Company, revolted against the British. Through revolt, and others, followed by numerous Nationalist movements, Indians eventually gained independence for themselves in 1947. As it is shown, through the English East India Company, the British exploited India through direct and colonial imperialism, in order to bring Britain greater economic benefit. Britain came into India and just took control,  with no concern for the well-being of the Indians. They brought about the disintegration of Indian industry, and took advantage of India’s raw materials, and fertile land. Britain’s imperialist empire in the Indian subcontinent brought them countless economic benefits, as was the goal when they set out to establish such an empire; but more of the impact of this imperialism takes place in India. So much changes as a result of Britain’s empire. They left India with one of the worlds most advanced railroad systems (at that time), newly established schools and colleges, new hospitals and medical facilities, and new production factories, as well as a new feeling of class-consciousness. India was almost forced into a state of modernity through the presence of British imperialists. All of the positive effects Britain’s imperialism had on India were not intentional. Everything the British did in order to help India, was actually done in order to help themselves. The railroads, the telegraphs, the roads, the schools, all were done in order to further advance their own trading empire.

The American Abolitionists Book Review Essay - 1214 Words

Written by Harrold Stanley, American Abolitionists is a book that scrutinizes the movement of abolishing slavery in the United States. It examines the movement from its origin in the 18century in the course of the Civil War and the elimination of slavery in 1856. American Abolitionists book focuses on the American Abolitionists who struggled to end slavery and advocated for equal rights for all African Americans in the United States. Harrold mainly focuses his book on the abolitionist movement and the effect of slaves on its expansion. The book uncovers how abolitionist fought for the end of slavery and how they contributed to the coming of the Civil War. Abolitionist movements led to the emancipation of slaves and put an end to racial†¦show more content†¦Besides, he makes it clear that the Civil War was a turning point for black freedom and was facilitated by abolitionist movements. Harrold uses clear evidence to support his claims through using evidence gathered from relevant sources such as excerpts from abolitionist writings, and chapters on the origins of women’s rights and a chapter on abolitionist. He unravels the history of American antislavery movements through dedicated activists such as Frederick Douglass and his call for to enlist in the Union Army and John Woolman’s and his warnings to slaveholders. Being a professor of History, Stanley Harrold was able to do further research on his topics and give a provocative account on American abolitionist and how they helped end slavery. Stanley Harrold in his book makes his arguments very clear that blacks were important figures in defining resistance to slavery and developing the abolitionist movement which included both men and women. The abolitionist movements were pioneered by blacks both slaves and free and they struggled against slavery because they were the most affected by the slavery ins titution. Stanley wrote this book to make it known that American abolitionist movements were the most important reform movements in the United States history. Moreover, he wanted to make it clear that it was through these movements and abolitionism that the slavery doctrine came to an end and all the slaves were set free. The slave population in the UnitedShow MoreRelatedThe Abolitionist Movement and The Civil Rights Movement Essay615 Words   |  3 PagesThroughout the history of the United States there have been many reform movements that have molded the culture we live in today. The rights that we as Americans enjoy today can be credited to the people who fought for more rights and a better way of life. Two reform movements that have changed America for the better are the Abolitionist Movement and the Civil Rights Movement. Around the 1820’s the feeling of legal slavery was changing in the United States. 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Leading to the rebellion aboard La Amistad, the main character, Cinque’ and a number of his fellow Africans had been illegal stolen and were being broughtRead MoreNo Good Slavery Harriet Stowe’s Novel, Uncle Toms Cabin 1946 Words   |  8 Pagesdifficulties. Harriet Beecher Stowe was an American abolitionist who wrote the famous fictional novel, â€Å"Uncle To m’s Cabin.† Her views as an abolitionist, and the state of the South during her time were substantial factors in her creation of art. Uncle Tom’s Cabin was influenced by the current state of the South along with the abolitionist movement, and it exposed the horrors of slavery to the North, instilling sympathy and inspiration in whoever read the book. The creative process is affected by many

Why Is Wind Speed Slower Over Land than Over Ocean

The winds, whether generated by a coastal storm or an afternoon summer sea breeze, blow faster over the ocean than over the land because there is not as much friction over the water. The land has mountains, coastal barriers, trees, human-made structures, and sediments that cause a resistance to the wind flow. The oceans do not have these impediments, which impart friction, therefore; the wind can blow at a greater velocity. Wind is the movement of air. The instrument used to measure wind speed is called an anemometer. Most anemometers consist of cups attached to a support that allows them to spin in the wind. The anemometer rotates at the same speed as the wind. It gives a direct measure of the speed of the wind. Wind speed is measured by using the Beaufort Scale. How to Teach Students About Wind Directions The following online game will help students learn how wind directions are designated, with links to static diagrams that can be printed and displayed on an overhead projector.   Materials include anemometers, a large coastal relief map, an electric fan, clay, carpet sections, boxes, and large rocks (optional). Place a large coastal map on the floor or distribute individual maps to students working in groups. Ideally, try and use a relief map with high elevations. Most students will enjoy making their own relief maps by modeling clay into the shapes of mountains, and other coastal geological features, pieces of shag carpet can be used for grassland, small model houses or just boxes representing buildings or other coastal structures can also be placed on the map’s land area. Whether constructed by the students or purchased from a supplier, make sure that the ocean area is flat and the land area is sufficient evaluation to obscure the ammeter that will be placed on the landmass from direct contact with the generated wind that will blow in from the ocean. An electric fan is placed on the area of the map designated as the â€Å"Ocean.† Next place one anemometer on the place designated as the ocean and another anemometer on the land area behind the various obstructions. When the fan is turned, on the anemometer cups will spin  based on the air speed generated by the fan. It will become immediately obvious to the class that there is a visible difference in wind speed based on the location of the measuring instrument. If you use a commercial anemometer with wind speed readings display capabilities, have the students recorded the wind speed for both instruments. Ask individual students to explain why there is a difference. They should state that evaluation above sea level and the topography of the land’s surface offers resistance to the wind’s speed and rate of movement. Emphasize that winds blow faster over the ocean because, there are no natural barriers to cause friction whereas, the winds over land blow slower because the natural land objects cause friction. Coastal Barrier Exercise Coastal barriers islands are unique landforms that provide protection for diverse aquatic habitats and serve as coastal mainlands first line of defense against the impacts of severe storms and erosion. Have the students examine a photo-image of coastal barriers and make clay models of the landform. Repeat the same procedure using the fan and the anemometers. This visual activity will reinforce how these unique natural barriers help slow down the wind speeds of coastal storms and thereby help moderate some of the damage caused that these storms can inflict. Conclusion and Assessment Once all the students have completed the activity discuss with the class their results and the rationale for their answers. Enrichment and Reinforcement Activity As an extension assignment and for reinforcement purposes students can construct homemade anemometers.   The following web resource shows the onshore wind flow pattern from the Pacific Ocean in real time, over the central California coast.   Students will conduct a simulation exercise that will help them understand that winds blow faster over the ocean than over coastal land because natural land objects (mountains, coastal barriers, trees, etc.) cause friction.

All Quiet On The Western Front - 1371 Words

All quiet on the Western Front is a book written by Erich Maria Remarque about the frontlines of Germany during WWI, while Omissi’s Indian Voices of the Great War: Soldiers’ Letters is a series of letters written by soldiers and their loved ones describing what they went through on the front lines for the allies as well as at home. Both of these sources describe what it was like to live and fight during the war both from the side of the allies and the Germans. While these sources share a common topic, the frontline and life during WWI, the soldiers took very different stances on the war, their superiors and what they were really fighting for. All Quiet on the Western Front begins with a company of German soldiers who have been deployed†¦show more content†¦The difference is, how long each of these sides kept their respective thoughts on the war and what their superiors did to try and raise the moral of their troops. Paul and his friends had what they thought to be an unnecessarily cruel corporal in charge of them, Corporal Himmeltoss. He had them do many things such as march for hours, sing and then punish them for not singing well enough and wash the barracks. In one instance Corporal Himmeltoss forced two bed wetters, one of which was Paul’s friend Tjarden, to alternate sleeping on the bottom bunk beneath each other so that they would essentially urinate on each other. Because of this, many of the soldiers in his company despised him. Paul, Tjarden and some other soldiers actually end up devising a plan to jump him on his morning walk and beat him up for revenge. On the side of the Indians however, many of the officers were much more kind and their superiors also reacted once morale started to fall. Earlier in the war, near the end of 1915, two groups of Indian infantrymen were withdrawn from France due to the thought that their morale would not survive the harsh winter of France. Many sepoys wrote about how they were ready they were to get back home and often times told their family and friends not to enlist. Others on the other hand tried to ease their family’s worries and tell them that all was well. The story was very different for the sepoy cavalrymen. They often welcomed the sight of battle and were excitedShow MoreRelatedAll Quiet of the Western Front756 Words   |  3 PagesPlot Summary: All Quiet on the Western Front Written by Erich Maria Remarque, All Quiet on the Western Front is the tale of a young man by the name of Paul. Paul who is nineteen years old gathers several of his friends from school and together they voluntarily join the army fighting for the Axis alliance. Before they are sent off into actual battle, they are faced with the brutal training camp. Along with this they face the cruelty of the life of a soldier. This made them question the reason forRead MoreAll Quiet on the Western Front700 Words   |  3 PagesThe greatest war novel of all time, All Quiet on the Western Front, by Erich Maria Remarque, is a novel that depicted the hardships of a group of teenagers who enlisted in the German Army during World War 1. Enlisting right out of high school forced the teens to experience things they had never thought of. From the life of a soilder on the front line to troubles with home life, war had managed to once again destroy a group of teenagers. Throughout the novel, we saw the men of the Second CompanyRead MoreAll Quiet On The Western Front1797 Words   |  8 PagesTitle: All Quiet on the Western Front Creator: Erich Maria Remarque Date of Publication: 1929 Class: War Novel Anecdotal Information about Author: -Erich Maria Remarque was conceived on 22 June 1898 into a working people family in the German city of Osnabrà ¼ck to Peter Franz Remark (b. 14 June 1867, Kaiserswerth) and Anna Maria (nà ©e Stallknecht; conceived 21 November 1871, Katernberg). -During World War I, Remarque was recruited into the armed force at 18 years old. On 12 June 1917, heRead MoreAll Quiet on the Western Front943 Words   |  4 Pages The book All Quiet on the Western Front, by Erich Maria Remarque, is about a group of 19 year old young men who are changed by the ways of war. There is paul: the main character; Tjaden: a tall, skinny locksmith, also the biggest eater; Albert Kropp: a lance-corporal and the clearest thinker; Muller: studious, intelligent, and likes school; Leer: has a preference for the girls from the prostitution houses and has a beard; Haie Westhus: a peat-digger, and big in size; Deterring: a peasant, he alwaysRead MoreAll Quiet On The Western Front2393 Words   |  10 PagesAll Quiet on the Western Front: Book Review Erich Maria Remarque, author of All Quiet on the Western Front, actually fought in WWI (Remarque 297). Because of this, he was able to write this book with accurate depictions of the war. He writes how being in combat can really take a toll on a person and affect them in a negative way. He also writes of the pain and suffering that the soldiers must cope with that comes along with living in constant fear and danger. When looking at the title of theRead MoreAll Quiet On The Western Front2085 Words   |  9 PagesThis essay will consider the different effects created by Erich Maria Remarque in his novel All Quiet on the Western Front. As a writer, Remarque unknowingly left his novel open to readers with completely different perspectives, and to various forms of criticism. This undoubtedly meant that every single reader had been affected by the novel in many different ways which unfortunately for Remarque may have been an effect that he never intended. This essay is divided into 5 main sections. Firstly itRead MoreAll Quiet On The Western Front1089 Words   |  5 Pages In Erich Maria Remarque’s novel, All Quiet on the Western Front, human nature is the only abstract periphery between belligerent barbarism and justifiable violence. Through the insipid bombardments that rained shells over the Germans’ heads and noxious implementation of mustard gas, Remarque dexterously misleads the reader into believing that he fights in an apathetic war where all remnants of human nature and identity have been destroyed with the introduction of trench warfare. Through Paul Baumer’sRead MoreAll Quiet On The Western Front1509 Words   |  7 Pagesâ€Å"He fell in October 1918, on a day that was so quiet and still on the whole front, that the army report confined itself to a single sentence: All quiet on the Western Front† (Remarque 296). Paul Baumer, the narrator of All Quiet on the Western Front, enlisted into the German army at a young age of nineteen with a group of friends from school. Kantorek, Paul’s teacher, â€Å"gave us long lectures until the whole of our class went, under his shepherding, to the District Commandant and volunteered† (RemarqueRead MoreAll Quiet On The Western Front1129 Words   |  5 PagesIn Erich Maria Remarque’s All Quiet on the Western Front, soldiers at the front have a better idea than civilians of the true n ature of war because they have experienced the war while civilians have only read about it or listened to government propaganda. Remarque is trying to tell us that only those who experience the war can understand how awful war truly is. In All Quiet on the Western Front, the main character Paul goes back to his home, the people he meets still think that the Germans are winningRead MoreAll Quiet On The Western Front1790 Words   |  8 Pagessmell of cigar smoke, gunpowder, and dirt that filled the air. There was no nationalism; all Paul wanted was survival. World War I was supposed to be about nationalism and the propaganda forced upon the soldiers to feel superiority over other countries, but Paul helps to prove otherwise, as his story tells what is was like to be at the front, and how tough it was to be a soldier. â€Å"All Quiet on the Western Front† portrays war as it was actually experienced, replacing the romantic picture of glory and