Management Custom Essay samples, Free samples: college essays, admission, argumentive essays


	▪ American History ▪ Art ▪ Biographies ▪ Business ▪ Case Studies ▪ Communication & Media ▪ Computer Technologies ▪ Controversial Topics ▪ Culture ▪ Economics ▪ Education ▪ Environmental Issues ▪ Finance		▪ Geography ▪ Health ▪ History ▪ Internet ▪ Management Human Resource Management Japanese Management Managing Service Industries Models of Human Resource Management Project Management Role and Practice of HRM Total Quality Management William Edwards Deming ▪ Media ▪ Philosophy ▪ Politics ▪ Religion ▪ Roman History ▪ Science and Technology ▪ Sociology ▪ World Literature


	The History of HIV/AIDS

	Imagine a disease that was usually fatal and could spread each and every time two people have sex. Now imagine that that disease progressed so slowly that it took an average of ten years from the time of infection until the infected person's death, sometimes as much as twenty years. Let's also imagine that the disease was caused by a virus so small, a mere 130 millionth of a millimeter in diameter, that if it was magnified several times, it still could not be seen with the naked eye. And what if the disease affected mostly people in the prime of their lives, rather than at the end of their years? And what if the disease produced hideous symptoms like purplish blotches on the skin, extreme fatigue, and severe weight loss? And imagine that disease was new and spreading around the world at an alarming rate, infecting tens of millions of people.


	▪	Alternative Schooling
	▪	Freedom of Speech: Hustler Magazine v. Falwell
	▪	Homosexuality: Biology and/or Culture?
	▪	Fossil Fuels: Coal, Gas, and Petroleum
	▪	Generating and Transmitting Electricity
	▪	Rise of the Steel Industry
	▪	The Development of the Automobile
	▪	Extinction of Species
	▪	Legalization of Drugs
	▪	Corporate Social Responsibility
	▪	The U.S.A. Patriot Act
	▪	Death Penalty Contradictions
	▪	The Right to Die
	▪	Affirmative Action: Pursuing Fairness
	▪	The Abortion Reform Movement
	▪	Puritanism in America
	▪	Early Christian Art
	▪	Theodore Roosevelt
	▪	Labor Rights
	▪	Medieval Chivalry
	▪	Understanding Marijuana
	▪	Medicine in the Classical World
	▪	Health Care Policy in the US
	▪	Psychedelic Drugs Abuse
	▪	Ethics of Doctor-Patient Relationships
	▪	Religion of Rome and Early Italy
	▪	Standardized Testing
	▪	Economics of Alfred Marshall
	▪	Confucian Moral Self Cultivation
	▪	Genocide in Rwanda
	▪	Andy Warhol
	▪	Accounting Ethics
	▪	Benito Mussolini
	▪	Anthony Comstock
	▪	Henry Ford
	▪	Bram Stoker
	▪	The Television Industries: Broadcast, Cable, and Satellite
	▪	Online Gambling
	▪	New Spain
	▪	Homeopathy
	▪	International Financial Flows
	▪	Experiencing Culture Shock
	▪	Computer-Mediated Communication
	▪	Political Advertising
	▪	International Human Rights
	▪	The Iran-Contra Affairs

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Management Custom Essays samples

▪	Human Resource Management


	Human Resource Management

	Human Resource Management or Personnel management is the activity of managing personnel, usually employees. In any organization, managing personnel is the process of making sure the employees (not the customers) are as productive as they can be. This can include hiring, firing, or transferring people to/from jobs they can do most productively. This subject is a major at many universities, or a minor in the business school. It is also known as personnel administration, which is functionally an equivalent term.

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▪	Japanese Management


	Japanese Management

	Placement and advancement of Japanese workers is heavily based on educational background. Students who do not gain admission to the most highly rated colleges only rarely have the chance to work for a large company. Instead, they have to seek positions in small and medium-sized firms that can not offer comparable benefits and prestige. The quality of one's education and, more important, the college attended, play decisive roles in a person's career. Few Japanese attend graduate school, and graduate training in business per se is rare. There are only a few business school programs in Japan. Companies provide their own training and show a strong preference for young men who can be trained in the company way. Interest in a person whose attitudes and work habits are shaped outside the company is low. When young men are preparing to graduate from college, they begin the search for a suitable employer. This process is very difficult: there are only a few positions in the best government ministries, and quite often entry into a good firm is determined by competitive examination. The situation is becoming somewhat less competitive, however, with a gradual decrease in the number of candidates. New workers enter their companies as a group on April 1 each year. Another unique aspect of Japanese management is the system of promotion and reward. An important criterion is seniority. Seniority is determined by the year an employee's class enters the company. Career progression is highly predictable, regulated, and automatic. Compensation for young workers is quite low, but they accept low pay with the understanding that their pay will increase in regular increments and be quite high by retirement. Compensation consists of a wide range of tangible and intangible benefits, including housing assistance, inexpensive vacations, good recreational facilities, and the crucial availability of low-cost loans for such expenses as housing and a new automobile. Regular pay is often augmented by generous semiannual bonuses. Members of the same graduating class usually start with similar salaries, and raises and promotions each year are generally uniform. The purpose is to maintain harmony and avoid stress and jealousy within the group.

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▪	Managing Service Industries


	Managing Service Industries

	Service is a troublesome concept. It is used in many peculiar or confusing ways in day-to-day speech. We speak of various branches of the military as service, describe the opening volley of a tennis exchange as service, call a ritual of religious observance service and refer to the wires that connect our home to electricity as service. The term comes to us from the latin servus, meaning slave, which seems minimally connected as a meaningful root term to these usages.

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▪	Models of Human Resource Management


	Models of Human Resource Management

	Human resource management has frequently been described as a concept with two distinct forms: soft and hard. These are diametrically opposed along a number of dimensions, and they have been used by many commentators as devices to categorize approaches to managing people according to developmental-humanist or utilitarian-instrumentalist principles ( Legge 1995 b ). The terms have gained some currency although, from a theoretical point of view, the underlying conflicts and tensions contained within the models have not been sufficiently explored and, from a practical perspective, available empirical evidence would suggest that neither model accurately represents what is happening within organizations ( Storey 1992; Wood 1995). This leads us to question the value of these dimensions for defining normative forms of human resource management. In this chapter, we first analyse the conflicts and tensions both between and within the soft and hard models, and then report on the findings of an in-depth empirical study which will enable us to review and challenge the theoretical foundations upon which the soft and hard models are based.

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▪	Project Management


	Project Management

	Executives considering the implementation of project management in their organization must understand what they are getting into. They must understand what project management is, and under what conditions it can be the answer to some of their problems. They must understand that it will not always work, and that to assure its success it must be planned and implemented with great care. Project management evolved as an answer to some of the management problems resulting from today's complex systems, and the increasingly complex efforts required to solve those systems' problems. Project management is periodically rediscovered whenever a member of top management, contemplating a big job in deep trouble, says, "What I need is someone who can take charge of this whole infernal mess and keep me informed as to what's going on." Project management is thus the investiture in a single person of the responsibility for success or failure of a project.

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▪	Role and Practice of HRM


	Role and Practice of HRM

	It seems timely to move the debate on by examining what is happening in practice across different sectors in terms of people management and the roles that the HR function may play in order to support these practices. The first important insight from our research was the diversity both in terms of HR in practice and the role of the HR function in supporting that practice. Furthermore there were anomalies in HR practice that existing models could not sufficiently explain. The second important insight was that an understanding of the influence of both the internal and external context and the stages of organizational transition is vital for understanding that diversity. This chapter concentrates on examining inner contextual factors. It does not devalue the relevance and importance of external influences, but for the purposes of presenting detailed empirical data we have chosen to emphasize internal issues. The conclusions that we draw are first, that the path of development for both the function and practice of HR may not be linear in nature, as implied by much of the literature, but cyclical instead, and second, that if one chooses to define 'best practice' in terms of meeting the contextual needs of the organization rather than matching universalistic or 'HR professional' notions of what the function should do, then best practice may require the function to operate at a level other than strategic. Thirdly, we conclude that there need not be a match in practice between three related aspects of managing people within organizations: the role of the HR function, the management practice of the HR function, and the people management practice of the organization. The recognition of this complexity is important. The indiscriminate application of universalistic models, accompanied by insufficient appreciation of differing contexts, can result in the implementation of inappropriate HR strategies and processes and incongruent role posturing by the HR function. The result is that an HR function may fail to deliver a service that meets the needs of its employing organization.

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▪	Total Quality Management


	Total Quality Management

	In 1984, the United States Department of the Navy Personnel Research and Development Center began researching the use of Statistical process control (SPC) and quality management methods for potential benefit in making performance improvements. This work included a detailed examination of the quality management approaches advocated by Philip B. Crosby, W. Edwards Deming, and Joseph Juran. The result was an approach that combined SPC principles with the philosophy of W. Edwards Deming. This approach was first tested at the North Island Naval Aviation Depot. The name �Total Quality Management� (TQM) was first used by the Department of the Navy in 1985 when they were starting to introduce the methods that had been successful in the North Island test to other Navy installations. TQM is considered a management strategy to embed awareness of quality in all organizational processes. TQM is not limited in its application and has been widely used in manufacturing, education, government, service industries, as well as NASA space and science programs.

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▪	William Edwards Deming


	William Edwards Deming

	Many would say that the man whose work accounts for success of Japanese industry in general is an American management theorist and statistician by the name of W. Edwards Deming. During the 1930s, Deming, a physicist at the time, was working at the U.S. Department of Agriculture. While there, he was associated with a statistician named Walter A. Shewhart, whose achievement was developing techniques that helped to reduce waste and promote improvement of industrial and manufacturing processes. He taught both management and workers to keep statistics on the processes and results of their work. This data then could be used to determine whether the processes could be adjusted to ensure greater efficiency. This work became the basis for Deming's theories.

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