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Service quality: Balancing customer perceptions and expectations
Gap 2 may occur due the following reasons: (1) Insufficient planning procedures, (2) lack of management commitment, (3) unclear or ambiguous service design, (4) unsystematic new service development process. … The possible major reasons for this gap …
Read more on Daily Mirror

Redefining the BIA
So, re-entry, recovery, restoration and resumption of operations are often skimmed over or ignored in the traditional BIA process. Below are key areas for an 'active analysis' framework: Human capital: consisting … Geary is well-versed in contingency …
Read more on Continuity Central (press release)

CITY OF MUSCATINE CITY COUNCIL BUDGET REVIEW SESSION Lower Level …
Also present were City Administrator Gregg Mandsager, Finance Director Nancy Lueck, Public Works Director Randy Hill, Human Resources Manager Stephanie Romagnoli, Community Development Director Steve Boka, Planning & Community Development …
Read more on Muscatine Journal

Human Resource Mnaagement Case Study

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The field of Human Resource Management has embarked upon a process of significant change.  This article presents an effort that changed the HR educational model from a functional silos focused model to an integrated outcome-based model.  The logic for the change, what changes were made, and comments about the outcomes are presented.  The competitive landscape is changing, and new models of competitiveness are needed to deal with the challenges ahead.  These responses reveal a new competitive reality demanding organizational capabilities that will enable firms to better serve their customers and to differentiate themselves from their competitors.  The Society for Human Resource Management (SHRM) presents a knowledge model as a recommendation for every HR professional.  The SHRM model recommends that every HR professional should have: (a) knowledge of his/her business; (b) an understanding of HR technology; (c) ethical behavior and the demonstration of personal credibility; and (d) knowledge of traditional HR needs and delivery.  The linkage between these components and the strategic contribution of HR also needs to be understood.

Ideally, this article will start discussion and perhaps fan the flames of change.  The curriculum changes presented were developed with input from a variety of stakeholders.  The list of stakeholders includes HR professionals, current students, and students who graduated and started working in HR or management positions within the last several years.  In addition, the authors relied upon: (1) one author’s work experience as an Organizational Development specialist with a global retailer;  (2) routine contacts with HR and management professionals in the business communities; (3) service with the local Society for Human Resource Management (SHRM) Board of Directors; and (4) service with a global provider of Human Resource Information Systems, (HRIS), and Supply Chain information systems – both of which are subsets of Enterprise Resource Planning, (ERP), software systems which are used to run entire organizations.

When we began this process, our curriculum was composed of the traditional list of courses with each one focusing on a subset of the traditional HR toolbox: (a) Introduction to Human Resources; (b) Compensation & Benefits; (c) Staffing, Recruiting, & Selection; (d) Training & Development; and (e) a Special Topics course.  Students took four of the courses of which one was a required prerequisite.  Although our curriculum did not, some curricula also include an HR Information Systems component to demonstrate how data can be used to make hiring decisions, to track training courses taken, and to help manage placement of people based on their skills.  As with any new curriculum it is vital that assessment be completed to determine if the modifications have been successful.  Much to the delight of the people that hire our students, the new curriculum seems be helping us to develop new HR employees with desired competencies.  The most often mentioned positive feedback shows that our students understand the big picture and how to strategically partner with top management to develop, implement, and interpret HR metrics. 

This article has been compiled by Classof1; they offer MBA Case Study Help

For assistance with your academic assignments, you can visit classof1.com

Integrated Water Resource Management

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The world is facing a water crisis that seriously affects production and living conditions, jeopardizing poverty reduction and sustainable development, particularly in poor countries of the world. In an increasing number of countries, water scarcity and deteriorating water quality have or will soon become critical factors limiting national economic development, expansion of food production and provision of basic health and hygiene services to the population. In these countries, limited water resources are managed poorly which results in inefficient use and deepens the water crisis there. The poor and marginalized groups in the society are often the most vulnerable to the water crisis. At the same time these groups have very limited means to improve their own situation through better management of the resources. Thus poor management of the water resources in some area has really affected social-economic activities there. However, these are issues associated with poor water management:

awareness and priority in political level is limited
Local government lacks the capacity to manage water resources.
In appropriate pricing structure.
Investment in water sector is low
Lack of data.
Institutional framework is rooted in centralized culture

This issue poses such challenges as
Meeting the basic water supply needs of the society.
Risk management, Conserving and protecting the eco-system.
Securing adequate food supply.

This has lead several countries into implementing integrated water resources management process as envisaged by international community during the world summit on sustainable development in Johannesburg 2002.

Uganda and Burkina Faso with international assistance have started implementing IWRM process resulting in new national policies. An article 26 WSSD state that countries should Develop IWRM and water efficiency plans by 2005, with support to developing countries .That is the focus in WSSD is on IWRM. The water efficiency plan is considered as important component of IWRM and hence as an integral part of the IWRM plan. Hence the important of IWRM in water resource development can not be over emphasized.

Water as a resource and its development and management is specific to geographical, historical, cultural and economic context of any country. Hence, IWRM processes will differ from country to country. For the developed countries of the world the national IWRM planning processes may well focus strongly on how to attain sustainability and restoration of the environment while developing and underdeveloped countries aim may be to achieve poverty alleviation.(MDGS)

IWRM uses three main tools to achieve it aim which are ; enabling environment, institutional roles and management instruments

I. THE ENABLING ENVIRONMENT

A. Policies ; setting goals for water use, protection and conservation. This part of the framework deals with water policies and their development.

B. Legislative framework ;the rules to follow to achieve policies and goals.

C. Financing and incentive structures ; allocating financial resources to meet water needs.

II. INSTITUTIONAL ROLES

A. Creating an organizational framework ; Starting from the concept of reform of institutions for better water governance.

B. Institutional capacity building ; developing human resources.

III. MANAGEMENT INSTRUMENTS

A. Water resources assessment ; understanding resources and needs.

B. Demand management ; using water more efficiently. Demand management involves the balancing of supply and demand focusing on the better use of existing water withdrawals.

C. Social change instruments ; encouraging a water-oriented civil society.

D. Conflict resolution ; managing disputes, ensuring sharing of water.

E. Regulatory instruments ; allocation and water use limits.

F. Economic instruments ; using value and prices for efficiency and equity.

G. Information management and exchange ; improving knowledge for better water management.

IWRM has its planning strategy for achieving its aims through the above mentioned tools which follows;

Initiation from government or team initiation through government. However any one can initiate the idea, the main concept is that it has government support.
This initiator must have an aim or vision
Situation analysis thus gathering of baseline information
Through situation analysis strategy will be developed
Necessary stakeholders will be involved
Implementation
Evaluation to assess the results of strategy implemented. This gives room for limitation mitigation during the next planning stage. IWRM is a cyclic process.

Okwudili J. Onuchukwu
B.Engr Civil Engineering
Passion : Environmental and Engineering issues
email : johncoolk3@yahoo.com

Enterprise Resource Planning System Implementation Considerations

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Article by Hugh McInnes

Enterprise Resource Planning System Implementation Considerations – Business – Strategic Planning

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Enterprise resource planning: you can dress up the concept any way you want: implement a lot of flashy flow-charts and throw around a lot of impressive titles, but at the end of the day effective enterprise resource planning (ERP) depends on people.I. Your best resourceFood for thought: if the life-cycle for running a business centers only around your computer i.e. you store the fixed information the company needs to run its business, bills of material, part number data (lead times, order quantities, safety stock etc.) and add some processes such as sales order processing, inventory control, works orders, purchase orders and a bill of material explosion

Implementing Successful Enterprise Resource Planning Systems

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Article by Daniel Collins

When it first became economic to use computers for business, companies began searching for appropriate applications. While repetitive calculations, like the ones used for payroll, were no problem to the computer, when attempting to calculate the amount of materials a company would have to buy, problems arose. Material Requirements Planning (MRP) systems, as they were known before ERP systems, had two main faults. Firstly, nobody could work out how to keep the planning systems stable, with every MRP run producing widely different results, due to the fluctuations in demand and supply. Additionally, the MRP systems were driving inventory up, rather than reducing it, due to every fluctuation upwards increasing supply orders which could not be easily reduced.ERP was sold as the solution to these problems. Essentially, ERP systems are the same as MRP systems but with some extra features, which vary from system to system. Typically, human resource management and salaries and document control will be included. The mechanics for implementing a successful ERP are not difficult yet many businesses stumble during the set up of such systems due to not establishing a common agenda throughout the business and ensuring everyone involved has their own needs and objectives met. Once this is established the tools and techniques needed to accomplish this is relatively easy.Key to the successful implementation of the system is a sales and operations plan. This is the process by which financial business plans are converted into operational plans for running the business. If the sales and operations plan is to be a common plan, it must have a common language. The common language is nearly always the things a company produces and the customer buys. After all, having a sales department talking about the value of orders received is useless when the factory want to know what to produce and when. The sales and operations plan is the starting point for master production scheduling, a way to get everyone working in synchronisation before improving control of the business using ERP as the tool.Once set up, the main role of the Master Production Schedule is demand management. This is a commercial process and so must be taught to commercial people. Demand management utilised properly gives a higher level of customer service and more stable manufacturing with lower inventory, meeting everyone’s business objectives. An enterprise resource planning system is the only tool you need to achieve a change in business performance but it is not a solution in its own right. Factors such as sales and marketing departments providing a regularly updated forecast of the product they need to meet the market needs and when they need it and when Operations recognise it’s in everyone’s best interests to follow the plan are key to the success of your business and ERP system.

Daniel Collins writes on a number of topics on behalf of a digital marketing agency and a variety of clients. As such, this article is to be considered a professional piece with business interests in mind.










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