Salman Ahmed bb123035

Task 1: Agriculture Agriculture is a broad term that covers all aspects of animal and plant farming like livestock grazing and processing and/or orchard and vineyard tending and/or timberland cultivation and processing. In its simplest sense, it is the production of feed, fiber, food and other goods via natural cultivation. Making money from any form of agricultural endeavor is called agricultural business, and successful businesses (whether you like it or not,) tend to involve a lot of paperwork, regulations and technicalities. There are also a lot of local laws, environmental laws and taxes to be acquainted with. Deciding to be in an agricultural business is a huge step, and this article might just an overview of what may lie ahead for you. This article will also assume that you have chosen already a suitable product to raise and that you know already how to successfully cultivate them for mass production. This article will also assume that you have enough land space to do so and that local government laws permits you to raise your products there. Your next step will be to officially register your business. Registering your business with the local government is essential. The local government (or county) will grant you the land permit for your agricultural business. You will also need to register what type of operation you are running, register the name of your farm and more importantly, the name of your agricultural business. Since you are running a business, you are also required to register with the Chamber of Commerce. Business establishments are required to have official permits, and these may come in all forms and from different types of agencies. You may need a permit to operate in your locality. You may need certification if you are to use pesticides. If you are processing food products, you must register your farm with the FDA (Food and Drug administration) and the Department of Agriculture and Markets. If you have greenhouse operations, you may be required to register it at the New York State Department of Agriculture and Markets. If your place of business is near any cooperative or farmers associations, you may want to ask them for help with your farms permits. You may also need to acquaint yourself with environmental laws especially concerning pesticide use or timber production. There are global laws and local government laws for these. Also, try not to disregard your neighbors when you go into mass production. Any fully operational agricultural business will tend to have by products like dust, lights, noise, odor, traffic, and waste management issues which will result to one thing: irate neighbors. If your business area is in one huge tract of land with other similar businesses in operation, this will not be a problem. However, if you are living near or around a residential area despite any permit to operate you may want to think of finding a more suitable location. Anything you do will upset the

environment in which people live in: water supply may become contaminated, people may develop allergic reactions to pesticides, and noise pollution may disrupt other businesses around you. There are also taxes to consider: farm building exemptions, tax exemptions, property taxes, sales tax, probable registration with the local state Taxation and Finance Department and tax credits. See also if can have your farm and business insured; this will help you in case of man-made disasters and/or natural calamities. In order to make your business run as smoothly as possible, you will of course, hire labor. Aside from farm hands, you might also need to avail the services of an accountant, an insurer, and a lawyer.

Engineering A resource is any physical or virtual entity of limited availability; a stock or supply of money, materials, staff and other assets that can be drawn on by a person or organisation in order to function effectively. There are six broad types of resources:

Financial: this includes money, shares and other assets Physical: refers to tangible property such as equipment and office space Human resources: includes the knowledge, training, experience, as well as the time of the business owner and employees Technological: are embodied in a process, system or physical transformation, eg. unique software products and tailored information system architecture Reputation: encompasses the perceptions that people in the business' environment have of the business Organisational: include the business' structure, routines and systems

Call center: Telephones People to answer those telephones Scripts to follow when those people answer the call A place(house,flat or apartment) Computers Contacts with businesses

Finance

Task 2: How do businesses manage human and physical and technological resources to improve their performance? Answer: This activity is carried out through a process of cross-function or cross-departmental working. Staff from different sections of a business come together to identify and address issues related to the company's logistics, employee relations, stakeholder engagement and organisational development. Staff are recruited to meet demands of the organisation and often a team leader is selected to coordinate objectives, e.g. to set and meet achievable goals. Team performance is monitored in bite sizes to keep abreast of developments. Team members will liaise with other departments to avoid the silo effect form of productivity, i.e. to keep in the loop of events in the business environment. Some organisations make a series of strategic senior hires to effect particular objectives, e.g. a company may employ a senior manager to handle IT strategy formulation and implementation. This action is intended to encourage competition and increase productivity. All the data created or generated will be stored up as intellectual property and perhaps legal steps will be taken to protect material, e.g. designs and text. The information will have come from a range of individuals who have come together as a group to provide accumulated experience and skills. For instance members of a Boad may have worked within the organisation over a series of years in different roles. Other areas of physical resource include maintenance of a company's building and facilities, e.g. an organisation may need to employ a policy and/or compliance officer to write and maintain a register of clear concise and easy to use documents as required by service operations of the business and government standards. Q: What is the impact of resources wastage? Answer: Wastage of resources has a direct and serious effect on business. The resources are limited nowadays, every business is resource limited In order to carry out effective business activities resource management is very important Resource wastage can even result in bank corrupcy or even closing your business

Q: An assessment of the costs of high profile technological failures? High profile technology means a huge investment in it Technological failures will result in the resources wastage and will effect badly to the business. It can even result in closing of your business

Task 3: How to maximize the effectiveness of human resources? Agriculture business: Good and friendly relations with workers Knowledge workshops for the workers to give them more know how about the business and their work Encouragement of participation in decision making.

Engineering business: Good and friendly relations with workers Knowledge workshops for the workers to give them more know how about the business and their work Encouragement of participation in decision making.

Call Center Corporation: Good and friendly relations with workers Knowledge workshops for the workers to give them more know how about the business and their work Encouragement of participation in decision making.

Why is human resource planning needed in the workplace? These reasons have made Human Resource Planning to become a major objective in organizations. The process of Human Resource Planning include analysis of level of skill in the organization (skill inventory) analysis of current and expected vacancies due to retirement, discharges, transfers, prootions; sick leaves, leaves of absence or other reasons and analysis of current and expected expansions as pointed out by

This also indicates that plan has to be made internally by the Human Resources for training and development of present employee, for advertising job opening recruiting and hiring new people. A good Human Resource Planning must respond appropriately to the rapid changing in the society and must go beyond forecasting to all aspect of Personnel Management. Human resource or manpower planning is of great important in the general development and growth of organizations. Thus personnel and Human resources experts, managers and practitioners have now made it known to management that adequate attention be given to it with a view to ensuring better use of other resources especially capital. Organisations have also realized that with increasing competition and complexity in business, more time should be devoted to effective human resources planning to achieve desired goals. Furthermore organisations have known that not only is the overall cost of human resources high , that human element is complex, unpredictable and sometimes difficult to develop or change unlike capital that is relatively easier to acquire, manager or control.

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Task 4: TASK 4: MANAGING PHYSICAL RESOURCES Workers who compose his crew(s), their personalities, and their capabilities. Knowing the skill levels of the various craft workers, and knowing which workers are most proficient and most productive at which tasks, factor into the supervisors decisions regarding work assignments. In addition, matters of workers personalities and disposition, and who gets along well with whom, as well as which crew members make up the best teams, in accord the information provided in Chapter 5, are also important elements of the supervisors consideration. Manpower management also means that the supervisor is responsible for upholding all company policies among all of the members of the workforce. Matters such as punctuality, and behavioral considerations, as well as discipline and reprimand as may be necessary, are matters among many others that the supervisor is responsible for. The supervisor must be well acquainted with the provisions of his companys policies and procedures, and must be willing to consistently apply those policies among all of the workers in the craft labor force.

The supervisor is also charged with keeping job site records relative to the members of the workforce. Throughout this book the importance of proper documentation has been repeatedly emphasizedit is a fundamental and absolutely vital supervisory responsibility. Time cards will be completed daily by the supervisor for each craft worker who performs work on the project on that day. In addition to recording the actual number of hours worked by each craft worker, the supervisor will enter the appropriate labor cost codes for each element of each workers labor on that day. Further consideration of this topic is provided in Chapter 13. Additionally, the supervisor will maintain a job log, where he will make entries on a consistent daily basis, which relate to all of the workers on the project. The name of everyone who was present on the job site on each day is recorded in the job log. These entries are accompanied by notes regarding matters such as training conducted, injuries that a worker may have suffered, the occurrence of near misses, warnings, disciplinary actions taken, and a myriad of others. Any and all occurrences on the job site that affect any member of the craft labor workforce are recorded by the supervisor on a daily basis in the job log. While the supervisors responsibilities relative to the job log are discussed more fully in Chapter 18, as well as in other portions of this book, the summary guidance that is provided here is: any matter which the supervisor thinks may be important relative to anyone who worked on the job site on a particular day should be recorded in the job log. Some supervisors have been heard to say, How do I know whether a certain matter is important enough that I should write it down? The best guidance is: if the supervisor asks that question with regard to any matter, then likely the matter is of sufficient importance to merit being recorded, accurately and completely, in the job log. The job log is considered to be the primary record of everything that takes place on a construction project. MANAGING MANPOWER The talented and skilled people who build construction projects are the most valuable, and the most variable, and the most complex resource that the supervisor manages. These people compose the labor force on a construction project, and the wages they earn constitute the labor costs for the project. As has been noted previously, labor costs are a significant fraction of the total cost of performing every construction project. On building construction projects, labor costs typically are 50 percent or more of the total cost of the project. TECHNICAL SKILLS The effectiveness with which a supervisor manages the craft labor workers who perform the skilled work to construct the projects will have an enormous impact upon the success of those projects and, therefore, will in large measure define the effectiveness and the success of the

supervisor. Managing people in the workforce entails the application of conceptual or human relations skills. These skills are decidedly different from the skills that most supervisors learned when they worked as craftsmen. Supervisors do well to understand that the longer they remain in a supervisory capacity, and the further they advance in management, the less they will rely upon their technical or craft skills and the more important their human relations and conceptual skills will become.

MANAGING MATERIALS It is a fundamental and unchanging principle for the supervisor: having the proper materialsthe right materials, in the right condition, in the right quantity, in the right place, at the right time in order for the craft workers to be able to conduct their assigned work, is a basic responsibility of the supervisor. While others in management may provide assistance and input to the process, the supervisor should never lose sight of the fact that this is fundamentally his responsibility.

It is the expectation of the craft workers that when they are assigned a task by the supervisor, the correct materials will be on hand for the completion of that activity. If not, time is wasted, and, in addition, the workers become frustrated and demotivated. Their morale declines, and productivity suffers, and the supervisors stature diminishes.

In addition to all of these unpleasant and costly results, if the proper materials are not available for the performance of an assigned task, it follows by definition that craft workers will need to be reassigned to other work. This occurrence is itself costly, and additional time and energy are wasted and productivity suffers further. Employee Performance UNDERSTAND Your ability to perform effectively in your job requires that you have and understand a complete and up-to-date job description for your position, and that you understand the job performance requirements and standards that you are expected to meet. Your supervisor should review your job description and performance requirements with you. Performance Review Process Performance reviews typically take place annually, but can be scheduled more frequently. Performance review processes vary depending on whether your appointment is as classified or

professional staff. For classified staff covered by a labor contract, the contract establishes the performance review process requirements. The following table provides links to information about the performance review process and a summary of some information about the process. You and your supervisor use the annual performance evaluation to: Summarize an overall assessment of how work has gone over the previous 12 months; Identify goals that have been met and those where additional effort may be required; Determine whether your job description and competencies accurately reflect the reality of the position, and make updates as necessary; Identify performance, achievement and/or development goals for the upcoming year; and Gather input before the review is finalized.

Performance That Does Not Meet Requirements

Sometimes an employees performance will not be consistent with the requirements of the position. If this happens, and normal coaching, counseling and/or training do not bring performance to an acceptable level, a supervisor may use the corrective action process to help constructively bring an employees performance to an acceptable level. The Universitys corrective action process implements progressively more formal counseling, feedback, and goal setting. ACT Make sure you understand: The job duties you are expected to perform; Your supervisors expectations for your job performance; and The performance review process that will be used for your position.

Talk to your supervisor if you are unsure of the work that you are expected to perform or the standards you are expected to meet in order to gain a better understanding of his or her expectations. If there are things you think you need help with to be successful, discuss them with your supervisor. These could be instructions, training, support/cooperation from coworkers, etc. Throughout the year, you and your supervisor should discuss your work and address any issues that may be affecting your job performance. If you are experiencing challenges in your work that you cannot resolve on your own, seek your supervisors feedback and assistance. Depending on your career goals, discuss opportunities to enhance or expand skills. Prepare for your performance review by:

Documenting your accomplishments and how you did in relation to any goals that were established for your position; Noting any classes you have taken, or personal study in which you engaged, to build your skills; Reviewing how you did in relation to deadlines that may have been established for your work.

Use the conversation with your supervisor to set goals that are as specific, measurable, and realistic as possible. Also consider how you might want to progress in your job and the skills you would like to develop. Your performance review is a good time to discuss skills development and possible job progression opportunities. The review should be completed, reviewed, and signed by the employee and supervisor. If you have a question or concern about your performance evaluation, ask your supervisor during the evaluation process. EXPLORE UW Human Resources offers information to help you improve your job performance. Use Professional & Organizational Development programs and services to enhance your skills through quarterly courses, certificates, career counseling, and more. Explore UW Care Link, the UW employee assistance program, if you have personal or family concerns that may be affecting your job performance.

Effective use of human and physical resources: This activity is carried out through a process of cross-function or cross-departmental working. Staff from different sections of a business come together to identify and address issues related to the company's logistics, employee relations, stakeholder engagement and organizational development. Staff are recruited to meet demands of the organization and often a team leader is selected to coordinate objectives, e.g. to set and meet achievable goals. Team performance is monitored in bite sizes to keep abreast of developments. Team members will liaise with other departments to avoid the silo effect form of productivity, i.e. to keep in the loop of events in the business environment. Some organizations make a series of strategic senior hires to effect particular objectives, e.g. a company may employ a senior manager to handle IT strategy formulation and implementation. This action is intended to encourage competition and increase productivity.

All the data created or generated will be stored up as intellectual property and perhaps legal steps will be taken to protect material, e.g. designs and text. The information will have come from a range of individuals who have come together as a group to provide accumulated experience and skills. For instance members of a Board may have worked within the organization over a series of years in different roles. Other areas of physical resource include maintenance of a company's building and facilities, e.g. an organization may need to employ a policy and/or compliance officer to write and maintain a register of clear concise and easy to use documents as required by service operations of the business and government standards. Recommendations to improve performance & efficiency In a previous post we covered What do performance appraisals accomplish?. That post discussed the perceptions that managers and subordinates have on the performance appraisal regarding what functions are fulfilled. It highlighted the contrast between intention and actual usage. Below are more in-depth recommendations to improve the effectiveness of performance appraisals. Recommendations: Make sure mgrs and subordinates understand the appraisal system: The appraisal system should be explicitly described specific to the purpose of the appraisal. Organizations that clearly state the purpose for the appraisal reduce the confusion and ambiguity of the process. The goal should be that everyone knows why you are conducting appraisals. Think of it as purpose and procedure training. Assess the effectiveness of your current system: What are the intended functions of the current system? Recall that in What do performance appraisals accomplish?, managers and subordinates agreed that the system uphold some functions while falling short in other functions. Additionally, managers and subordinates have different needs. Identify them, and construct a questionnaire to assess the degree to which org members perceive the process to be effective. Only then is the organization in position to develop a strategy to address shortcomings. Appraisal skills training for your managers are a must: It can reasonably be concluded that the ability of the supervisor to skillfully appraise his/her subordinate is critical to an effective appraisal. Training must focus on helping managers develop specific appraisal skills and confidence in their ability to effectively evaluate others. Skills should include (each of these could be a book on their own):

Goal setting Communicating performance standards Observing subordinate performance Coaching and providing feedback Completing the rating form Conducting the appraisal review

Increase managers willingness to conduct effective appraisals Primary causes of appraisal ineffectiveness fall squarely on the managers shoulder. Its the harsh truth, but organizations should take more steps to facilitate. Offer refresher trainings, or training on the skills mentioned in the previous bullet. In short, arm or prepare managers to best carry out effective appraisals. Start with effective performance planning Planning is required to set the stage for effective appraisals. The majority of subordinates cited unclear performance standards as a cause of ineffective appraisals. Meaningful and accurate evaluation and feedback requires clear goals be established beforehand. Therefore a large part of the process should be devoted to determining what actions need to be taken in the future. It is harder to correct the results of poor planning than it is to plan correctly at the beginning. Make informal appraisals ongoing activity Annual appraisals are only as effective as what happens during the rest of the work year. Managers can increase the effectiveness by scheduling periodic, informal appraisals with subordinates on a regular basis. Mini-appraisals encourage honest communication, give the manager an opportunity to monitor employee progress, provide employee with an ongoing source of feedback, and address minor problems before they build or snowball. This can be difficult to maintain throughout the year as workloads pile up. However, when systems and structures are put in place, they can help ensure commitment to ongoing activity. Heres how Point to Performance can help. Provide resources necessary to link pay to performance Linking rewards to performance appraisal results has been found to be one of the most unclear and controversial issues. However, this value proposition or selling point is frequently made for the appraisal. Few managers and subordinates believe the system effectively linked pay to performance. When the following happens, the system will be viewed as a sham.

Changes in pay drive ratings instead ratings driving pay

Does not allow for differentiation among various levels of contribution to the organization

When this happens, appraisal process loses its ability to have a positive effect on employee motivation instead creates a lack of trust in the appraisal process, which can undermine the potential for the system to effectively fulfill other functions. In short, define performance and contribution and reward them. Use Anniversary dates to stagger appraisals Conducting appraisals can be burdensome. Not only do managers have project or client work to do but also the administrative and internal work. To provide managers time to conduct more effective appraisals, encourage the staggering of appraisals throughout the year. This reduces the difficulty of managers having to conduct numerous appraisals in condensed period, which is a serious threat to the effectiveness of the process. What have we learned from this performance appraisal review? Using a feedback structure, heres what we can take away: STOP: assuming they are motivational or lead to performance or better relationship between the manager and subordinate, dwelling on negatives. START: involving employees more into the process, evaluating the actual process/system, giving feedback more often. CONTINUE: clarifying performance and goals, getting input from employees about their job, discussing employee development.