Coca Cola Performance Appraisal System Management Essay

Coca Cola Performance Appraisal System Management Essay The Coca-Cola Company is the worlds largest manufacturer, distributor, and marketer of non-alcoholic beverage concentrates and syrups. Based in Atlanta, Georgia, KO sells concentrated forms of its beverages to bottlers, which produce, package, and sell the finished products to retailers. The Coca-Cola Company operates in over 200 countries and sells over 400 different products, including the world-famous Coca-Cola and Sprite lines of soft drinks. KO faces several challenges today. An increased consumer preference for healthier drinks has resulted in slowing growth rates for sales of carbonated soft drinks (abbreviated as CSD), which constitutes 74% of KOs sales. KOs profits are also vulnerable to the rising costs for the raw materials used to make drinks such as the corn syrup used as a sweetener, the aluminum used in cans, and the plastic used in bottles. Additionally, as food retailers continue consolidating, theyre gaining more power to negotiate for lower prices, decreasing KOs price flexibility. Despite these challenges, Coca-Cola has remained highly profitable. Though the non-CSD market is growing quickly, the traditional CSD market is still much larger in terms of both revenues and volume. The size and variety of KOs offerings in the CSD category, coupled with the unparalleled brand equity of the Coca-Cola trademark, has allowed KO to maintain its share of the large, high-margin CSD market. At the same time, KO has responded to consumers changing tastes and begun launching new, non-CSD alternatives. The Coca-Cola Company engages in the manufacture, distribution, and marketing of nonalcoholic beverage concentrates and syrups worldwide. It principally offers sparkling and still beverages. The companys sparkling beverages include nonalcoholic ready-to-drink beverages with carbonation, such as energy drinks, and carbonated waters and flavored waters. Its still beverages consist of nonalcoholic beverages without carbonation, including non-carbonated waters, flavored waters and enhanced waters, juices and juice drinks, teas, coffees, and sports drinks. The Coca-Cola Company also offers fountain syrups, syrups, and concentrates, such as flavoring ingredients and sweeteners. The company markets its nonalcoholic beverages under the Coca-Cola, Diet Coke, Fanta, and Sprite brand names. The Coca-Cola Company also owns mineral water brands Kinley. The Coca-Cola Company, nourishing the global community with the worlds largest selling soft drink since 1886, returned to India in 1993 after a ga p of 16 years giving a new thumbs-up to the Indian Soft Drink Market. In the same year, the Company took over ownership of the nations top soft-drink brands and bottling network. No wonder, their brands have assumed an iconic status in the minds of the consumers. Coca-Cola serves in India some of the most recalled brands across the world including names such as Coca-Cola, Diet Coke, Sprite, Fanta, Thumps Up, Limca, Maaza and Kinley (packaged drinking water). INTRODUCTION Human resource management (HRM) is the strategic and coherent approach to the management of an organizations most valued assets the people working there who individually and collectively contribute to the achievement of the objectives of the business. It is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training. Objectives for performance appraisal policy can best be understood in terms of potential benefits Increase motivation to perform effectively. Increase staff self-esteem. Gain new insight into staff and supervisors. Better clarify and define job functions and responsibilities. Develop valuable communication among appraisal participants. Encourage increased self-understanding among staff as well as insight into the kind of development activities that are of value. Distribute rewards on a fair and credible basis. Clarify organizational goals so they can be more readily accepted. Improve institutional/departmental manpower planning, test validation, and development of training programs. Performance appraisal may be defined as a structured formal interaction between a subordinate and supervisor, that usually takes the form of a periodic interview (annual or semi-annual), in which the work performance of the subordinate is examined and discussed, with a view to identifying weaknesses and strengths as well as opportunities for improvement and skills development. In many organizations but not all appraisal results are used, either directly or indirectly, to help determine reward outcomes. That is, the appraisal results are used to identify the better performing employees who should get the majority of available merit pay increases, bonuses, and promotions. By the same token, appraisal results are used to identify the poorer performers who may require some form of counseling, or in extreme cases, demotion, dismissal or decreases in pay. (Organizations need to be aware of laws in their country that might restrict their capacity to dismiss employees or decrease pay). The Performance Appraisal System (PAS) is designed to improve overall organizational performance by encouraging a higher level of involvement and motivation and increased staff participation in the planning, delivery and evaluation of work. The system establishes a process for achieving responsibility and accountability in the execution of programmes approved by the General Assembly. It is based on linking individual work plans with those of departments and offices and entails setting goals, planning work in advance and providing ongoing feedback. An important function of the PAS is to promote communication between staff members and supervisors on the goals to be achieved and the basis on which individual performance will be assessed, encouraging teamwork in the process. OBJECTIVES To get familiar with cooperate world environment and culture. To learn how appraisals of a employee in the company is decide by managers. To learn the parameters seniors look while doing the appraisals. To see what are the factors, which decide how much appraisals, a particular should get. Who are the Peoples involved in appraisals system and who takes which decision? To understand the appraisals system and methodology for appraisals in Coca-Cola India. To get familiar with the work and duties of a Human Resource (HR) Manager. INDUSTRY PROFILE REVIEW OF LITERATURE ON THE INDUSTRY An industry analysis through Porters Five Forces reveals that market forces are favorable for profitability. Defining the industry Both concentrate producers (CP) and bottlers are profitable. These two parts of the industry are extremely interdependent, sharing costs in procurement, production, marketing and distribution. Many of their functions overlap; for instance, CPs do some bottling, and bottlers conduct many promotional activities. The industry is already vertically integrated to some extent. They also deal with similar suppliers and buyers. Entry into the industry would involve developing operations in either or both disciplines. Beverage substitutes would threaten both CPs and their associated bottlers. Because of operational overlap and similarities in their market environment, we can include both CPs and bottlers in our definition of the soft drink industry. In 1993, CPs earned 29% pretax profits on their sales, while bottlers earned 9% profits on their sales, for a total industry profitability of 14% (Exhibit 1). This industry as a whole generates positive economic profits. Rivalry Revenues are extremely concentrated in this industry, with Coke and Pepsi, together with their associated bottlers, commanding 73% of the case market in 1994. Adding in the next tier of soft drink companies, the top six controlled 89% of the market. In fact, one could characterize the soft drink market as an oligopoly, or even a duopoly between Coke and Pepsi, resulting in positive economic profits. To be sure, there was tough competition between Coke and Pepsi for market share, and this occasionally hampered profitability. For example, price wars resulted in weak brand loyalty and eroded margins for both companies in the 1980s. The Pepsi Challenge, meanwhile, affected market share without hampering per case profitability, as Pepsi was able to compete on attributes other than price. Substitutes: Through the early 1960s, soft drinks were synonymous with â€Å"colas† in the mind of consumers. Over time, however, other beverages, from bottled water to teas, became more popular, especially in the 1980s and 1990s. Coke and Pepsi responded by expanding their offerings, through alliances (e.g. Coke and Nestea), acquisitions (e.g. Coke and Minute Maid), and internal product innovation (e.g. Pepsi creating Orange Slice), capturing the value of increasingly popular substitutes internally. Proliferation in the number of brands did threaten the profitability of bottlers through 1986, as they more frequent line set-ups, increased capital investment, and development of special management skills for more complex manufacturing operations and distribution. Bottlers were able to overcome these operational challenges through consolidation to achieve economies of scale. Overall, because of the CPs efforts in diversification, however, substitutes became less of a threat. Power of Suppliers The inputs for Coke and Pepsis products were primarily sugar and packaging. Sugar could be purchased from many sources on the open market, and if sugar became too expensive, the firms could easily switch to corn syrup, as they did in the early 1980s. So suppliers of nutritive sweeteners did not have much bargaining power against Coke, Pepsi, or their bottlers. NutraSweet, meanwhile, had recently come off patent in 1992, and the soft drink industry gained another supplier, Holland Sweetener, which reduced Searles bargaining power and lowering the price of aspartame. With an abundant supply of inexpensive aluminum in the early 1990s and several can companies competing for contracts with bottlers, can suppliers had very little supplier power. Furthermore, Coke and Pepsi effectively further reduced the supplier of can makers by negotiating on behalf of their bottlers, thereby reducing the number of major contracts available to two. With more than two companies vying for these contracts, Coke and Pepsi were able to negotiate extremely favorable agreements. In the plastic bottle business, again there were more suppliers than major contracts, so direct negotiation by the CPs was again effective at reducing supplier power. Power of buyers The soft drink industry sold to consumers through five principal channels: food stores, convenience and gas, fountain, vending, and mass merchandisers Supermarkets, the principal customer for soft drink makers, were a highly fragmented industry. The stores counted on soft drinks to generate consumer traffic, so they needed Coke and Pepsi products. But due to their tremendous degree of fragmentation (the biggest chain made up 6% of food retail sales, and the largest chains controlled up to 25% of a region), these stores did not have much bargaining power. Their only power was control over premium shelf space, which could be allocated to Coke or Pepsi products. This power did give them some control over soft drink profitability. Furthermore, consumers expected to pay less through this channel, so prices were lower, resulting in somewhat lower profitability. National mass merchandising chains such as Wal-Mart, on the other hand, had much more bargaining power. While these stores did car ry both Coke and Pepsi products, they could negotiate more effectively due to their scale and the magnitude of their contracts. For this reason, the mass merchandiser channel was relatively less profitable for soft drink makers. The least profitable channel for soft drinks, however, was fountain sales. Profitability at these locations was so abysmal for Coke and Pepsi that they considered this channel â€Å"paid sampling.† This was because buyers at major fast food chains only needed to stock the products of one manufacturer, so they could negotiate for optimal pricing. Coke and Pepsi found these channels important, however, as an avenue to build brand recognition and loyalty, so they invested in the fountain equipment and cups that were used to serve their products at these outlets. As a result, while Coke and Pepsi gained only 5% margins, fast food chains made 75% gross margin on fountain drinks. Vending, meanwhile, was the most profitable channel for the soft drink industry. Essentially there were no buyers to bargain with at these locations, where Coke and Pepsi bottlers could sell directly to consumers through machines owned by bottlers. Property owners were paid a sales commission on Coke and Pepsi products sold through machines on their property, so their incentives were properly aligned with those of the soft drink makers, and prices remained high. The customer in this case was the consumer, who was generally limited on thirst quenching alternatives. The final channel to consider is convenience stores and gas stations. If Mobil or Seven-Eleven were to negotiate on behalf of its stations, it would be able to exert significant buyer power in transactions with Coke and Pepsi. Apparently, though, this was not the nature of the relationship between soft drink producers and this channel, where bottlers profits were relatively high, at $0.40 per case, in 1993. With this high profitability, it seems likely that Coke and Pepsi bottlers negotiated directly with convenience store and gas station owners. So the only buyers with dominant power were fast food outlets. Although these outlets captured most of the soft drink profitability in their channel, they accounted for less than 20% of total soft drink sales. Through other markets, however, the industry enjoyed substantial profitability because of limited buyer power. Barriers to Entry It would be nearly impossible for either a new CP or a new bottler to enter the industry. New CPs would need to overcome the tremendous marketing muscle and market presence of Coke, Pepsi, and a few others, who had established brand names that were as much as a century old. Through their DSD practices, these companies had intimate relationships with their retail channels and would be able to defend their positions effectively through discounting or other tactics. So, although the CP industry is not very capital intensive, other barriers would prevent entry. Entering bottling, meanwhile, would require substantial capital investment, which would deter entry. Further complicating entry into this market, existing bottlers had exclusive territories in which to distribute their products. Regulatory approval of intrabrand exclusive territories, via the Soft Drink Interbrand Competition Act of 1980, ratified this strategy, making it impossible for new bottlers to get started in any region wh ere an existing bottler operated, which included every significant market in the US. In conclusion, an industry analysis by Porters Five Forces reveals that the soft drink industry in 1994 was favorable for positive economic profitability, as evidenced in companies financial outcomes. MAJOR COMPANIES In India there are only two major companies Hindustan Coca Cola Beverages Private Ltd. Pepsi Co. Hindustan Coca Cola Beverages Private Ltd. The Coca-Cola Company engages in the manufacture, distribution, and marketing of nonalcoholic beverage concentrates and syrups worldwide. It principally offers sparkling and still beverages. The companys sparkling beverages include nonalcoholic ready-to-drink beverages with carbonation, such as energy drinks, and carbonated waters and flavored waters. Its still beverages consist of nonalcoholic beverages without carbonation, including non-carbonated waters, flavored waters and enhanced waters, juices and juice drinks, teas, coffees, and sports drinks. The Coca-Cola Company also offers fountain syrups, syrups, and concentrates, such as flavoring ingredients and sweeteners. The company markets its nonalcoholic beverages under the Coca-Cola, Diet Coke, Fanta, and Sprite brand names. The Coca-Cola Company also owns mineral water brands Kinley. The Coca-Cola Company, nourishing the global community with the worlds largest selling soft drink since 1886, returned to India in 1993 after a ga p of 16 years giving a new thumbs-up to the Indian Soft Drink Market. In the same year, the Company took over ownership of the nations top soft-drink brands and bottling network. No wonder, their brands have assumed an iconic status in the minds of the consumers. Coca-Cola serves in India some of the most recalled brands across the world including names such as Coca-Cola, Diet Coke, Sprite, Fanta, Thumps Up, Limca, Maaza and Kinley (packaged drinking water). PEPSI Co. PepsiCo is a world leader in convenience foods and beverages, with 2007 revenues of more than $39 billion and more than 185,000 employees across the world. Its world renowned brands are available in nearly 200 countries and territories. PepsiCo entered India in 1989 and has grown to become the countrys largest selling food and beverage companies. One of the largest multinational investors in the country, PepsiCo has established a business which aims to serve the long term dynamic needs of consumers in India. PepsiCo India and its partners have invested more than U.S.$700 million since the company was established in the country in 1989. In India, PepsiCo provides direct employment to 4,000 people and indirect employment to 60,000 people including suppliers and distributors. PepsiCo Indias expansive portfolio includes iconic refreshment beverages Pepsi, 7 UP, Mirinda and Mountain Dew, in addition to low calorie options- Diet Pepsi and 7Up Light; hydrating and nutritional beverages such as Aquafina drinking water, isotonic sports drinks Gatorade, and 100% natural fruit juices and juice based drinks Tropicana, Tropicana Twister and Slice. Our local brands Lehar Evervess Soda, Dukes Lemonade and Mangola complete our diverse spectrum of brands. PepsiCos snack food company, Frito-Lay, is the leader in the branded potato chip market and was amongst the first companies to eliminate the use of trans fats and MSG in its products. It manufactures Lays Potato Chips; Cheetos extruded snacks, Uncle Chipps and traditional namkeen snacks under the Kurkure and Lehar brands. The companys high fibre breakfast cereal, Quaker Oats, along with Lehar Lites, low fat and roasted snack options enhance the choices available to the growing health and wellness needs of our consu mers. Frito Lays core products, Lays, Kurkure, Uncle Chipps and Cheetos are cooked in Rice Bran Oil to significantly reduce saturated fats and all of its products contain voluntary nutritional labeling on their packets. The group has built an expansive beverage, snack food and exports business and to support the operations are the groups 43 bottling plants in India, of which 15 are company owned and 28 are franchisee owned. In addition to this, PepsiCos Frito Lay snack division has 3 state of the art plants. PepsiCos business is based on its sustainability vision of making tomorrow better than today. Our commitment to living by this vision every day is visible in our contribution to our country, consumers, farmers and our people. SWOT ANALYSIS Coca Cola Co. Pepsi Co. Strengths Established Market Share Well Established Network Parle brands acting as Substitutes Regional Presence of some Brands Strengths Market presence felt by customers. Increasing influence and identification. Strong promotional Campaign In touch with customer Weakness Alienation of Bottlers Not in touch with Customers Weakness Smaller Market Share Other brands are not very popular (except Pepsi and Mirinda) Opportunities Regaining Previous Market Share by promoting parle brands Opportunities Can gain a large Share in Existing Market while Coca Cola consolidates its position. Threats Pepsi co, the biggest competitor Pepsi cos ability to judge the market mood accurately. Threats Coca Colas change in strategy which will be taking away the advantage. Coca cola ability to bring about price war. SWOT ANALYSIS FOR THE INDUSTRY SWOT stands for Strengths Weakness Opportunities Threats SWOT analysis is a technique much used in many general management as well as marketing scenarios. SWOT consists of examining the current activities of the organization- its Strengths and Weakness- and then using this and external research data to set out the Opportunities and Threats that exist. Strengths: Strong and well differentiated brands with leading share positions. Brand portfolio includes both global Unilever brands and local brands of specific relevance to India. Consumer understanding and systems for building consumer insight. Strong RD capability well linked with business. Integrated supply chain and well spread manufacturing units. Distribution structure with wide reach, high quality coverage and ability to leverage scale. Access to Unilever global technology capability and sharing of best practices from other Unilever companies. High quality manpower resources. Weaknesses: Limited success in changing drinking habits of people. Complex supply chain configuration, unwieldy number of SKUs with dispersed manufacturing locations. Price positioning in some categories allows for low price competition. Threats: Low priced competition now present in all categories. Changes in fiscal benefits. Unfavorable raw material prices in sugar, aluminum, commodity etc. Opportunities: Market and brand growth through increased penetration especially in rural areas. Brand growth through increased consumption depth and frequency of usage across all categories. Upgrading consumers through innovation to new levels of quality. Leveraging the latest IT technology. COCA-COLA PROFILE REVIEW OF LITERATURE The Coca-Cola Company (NYSE: KO) is the worlds largest manufacturer, distributor, and marketer of non-alcoholic beverage concentrates and syrups. Based in Atlanta, Georgia, KO sells concentrated forms of its beverages to bottlers, which produce, package, and sell the finished products to retailers. The Coca-Cola Company operates in over 200 countries and sells over 400 different products, including the world-famous Coca-Cola and Sprite lines of soft drinks. KO faces several challenges today. An increased consumer preference for healthier drinks has resulted in slowing growth rates for sales of carbonated soft drinks (abbreviated as CSD), which constitutes 74% of KOs sales. KOs profits are also vulnerable to the rising costs for the raw materials used to make drinks such as the corn syrup used as a sweetener, the aluminum used in cans, and the plastic used in bottles. Additionally, as food retailers continue consolidating, theyre gaining more power to negotiate for lower prices, decreasing KOs price flexibility. Despite these challenges, Coca-Cola has remained highly profitable. Though the non-CSD market is growing quickly, the traditional CSD market is still much larger in terms of both revenues and volume. The size and variety of KOs offerings in the CSD category, coupled with the unparalleled brand equity of the Coca-Cola trademark, has allowed KO to maintain its share of the large, high-margin CSD market. At the same time, KO has responded to consumers changing tastes and begun launching new, non-CSD alternatives. History and Corporate Overview The Coca-Cola Company traces its origin to 1884, when an entrepreneur named John Stith Pemberton concocted a cocaine-infused wine for sale in the U.S. A non-alcoholic version, called Coca-Cola, was introduced in the following year in response to new laws prohibiting alcoholic beverages, and the company was officially incorporated in 1888 in Atlanta, Georgia. The entire Coca-Cola system is divided into two parts: the Coca-Cola Company and its bottlers. KO manufactures concentrates and syrups for its beverages, which it then sells to bottlers for packaging and distribution. KO owns all the rights for its brands, which include some of the worlds most popular non-alcoholic beverages, though it does grant bottlers some rights as part of its bottling agreements. In addition to manufacturing the concentrates, KO is also primarily responsible for marketing its brands, which includes running advertising and promotional campaigns. Bottling companies are generally independent of the Coca-Cola Company, though some are either partially or completely owned by KO. KO is now one of the largest corporations in the world, with a global workforce of over 90,000 and revenues of $28.8 billion in revenues in 2007. Over the years, the brand equity of the Coca-Cola trademark, as well as that of other KO-produced brands, has established KO as a prominent figure in the non-alcoholic beverage industry and allowed the company to keep both revenues and profits high. Sales and income data, in millions 2004 2005 2006 2007 2008 Net sales $20,857 $21,742 $23,104 $24,088 $28,857 Net income (profits) $4,347 $4,847 $4,872 $5,080 $5,981 Units sold, in billions 19.4 19.8 20.6 21.4 22.7 Bottlers Coca-Cola holds controlling and noncontrolling interest in 64% of its worldwide bottlers Coca-Cola holds controlling and non controlling interest in 64% of its worldwide bottlers. Bottling and canning companies are typically separate from the Coca-Cola Companys main concentrate manufacturing business. However, KO does maintain ownership interests in many of its bottlers, ensuring that the relationship between the two parts of the Coca-Cola system remains close. Some of the Coca-Cola Companys principal bottlers are: Coca-Cola Enterprises (CCE) (NYSE: CCE), which is the largest member of the Coca-Cola bottling network by volume. CCE accounts for 80% of all domestic Coca-Cola sales and 18% of all sales worldwide. KO retains a 35% share of CCE stock, as well as two of its thirteen board seats. Coca Cola Femsa S.A.B. de C.V. (KOF) (NYSE: KOF), the second-largest bottler in the Coke system, produced 2 billion unit cases of beverages in 2007. KO owns 32% of Coca Cola Femsa S.A.B. de C.V. (KOF), which has a strong presence in Central and South America. COCA COLA HELLENIC BOTTLING CO (CCH) S.A. (NYSE: CCH) is KOs fourth-largest bottling company, selling 1.81 billion cases in 2007. CCH has a large market presence in Europe, Asia, and Africa with its operations spread among 26 different countries. KO currently owns 23% of CCHs stock. Products The Coca-Cola Company produces over 400 brands of non-alcoholic beverages, including carbonated and non-carbonated beverages, such as ready-to-drink juices, coffee drinks, tea and bottled water. Of these over 400 brands, there are more than 2,600 different varieties. Most of KOs beverage portfolio is composed of CSD, though the company has been expanding into the non_CSD category in response to a shift in consumer demand and a greater emphasis on healthy options. Carbonated Soft Drinks Carbonated soft drinks are the single largest component in the Coca-Cola Companys collection of beverages, accounting for around 74% of total volume sold in 2006. Within the CSD category, KO offers other sugared drinks and diet drinks. Of all CSD sales, beverages bearing the Coca-Cola or Coke trademark make up 55% of total volumes. Some of the Coca-Cola Companys major CSD offerings include: Coca-Cola Diet Coca-Cola Sprite Fanta Barqs Root Beer Coke Zero Introduced in 2005, Coke Zero is the most significant of KOs new innovations. This beverage is marketed as a calorie-free version of Coca-Cola Classic, omitting the diet label in an attempt to appeal to new demographics. This brand alone accounted for nearly on third of all 2006 growth for beverages bearing the Coca-Cola trademark. Most of KOs carbonated soft drinks come in several varieties with different flavors, caloric values, etc. KO also offers energy drinks such as TaB and Full Throttle, which are carbonated but are aimed at different demographics, putting them in a special category of their own. Non-carbonated Soft Drinks The remaining 26% of KOs total volume is composed of non-carbonated soft drinks, which include a variety of beverages such a fruit juices, waters, sports drinks, and teas. This non-CSD segment has been showing higher growth rates than the CSD category, resulting from higher demand for healthy alternatives to traditional CSD. Among KOs significant non-CSD beverages are: Dasani bottled water Glaceau Vitamin Water POWERade sports drinks Minute Maid and Minute Maid To Go juices Nestea Fuze Healthy Infuzions Odwalla Juice drinks Within the non-CSD category, bottled waters like Dasani and Spring! by Dannon are showing the highest rates

Employee Training and Career Development Essay

There are many elements within an organization that can ensure its success, two of which are the training and the development of its employees. Training and developing employees effectively would provide all employees at all levels the tools and information they will need to perform their jobs successfully within the company. Implementing effective employee development methods can be a benefit and can ensure that changes in the daily routine are accomplished. Programs can be made available to meet the needs of the company with the involvement of the human resources department. These programs are very important for the development and training of the career minded employee. Role of Training in an Organization’s Development DeCenzo and Robbins (2007) indicate that employee training is the â€Å"present-oriented training that focuses on an individual’s current jobs.†Ã‚  This indicates that developing employee’s knowledge and skill set is a key factor in assisting employees in performing their job functions more effectively. While organizational development is contingent on how employees will perform in their daily job functions, employee training offers the opportunity to further develop the employee’s attitude, skill set, knowledge, and reactions to possible stressors. When workers become open to new training techniques and become more experienced in performing new job requirements the company benefits along with the employee. Employee training aids in more viable production, and even though employee training can cost an organization financially the long-term effects of properly training its employee is more valuable to the organization than the overall cost it incurs. The company can further the development of its employees by providing additional training which puts value in the employees personal stock, increases the talent pool and increases the duties the employee can perform. Employee Development Methods and Benefits According to DeCenzo and Robbins (2007) career-oriented training assists companies by focusing on an employee’s personal growth. These types of methods consist of assistant-to positions, job rotation, committee assignment, and off- the-job development. The assistant-to positions method assists an employee who is seeking a management position. The method involves providing the employee with the opportunity of working side-by-side with experienced managers. Working as an assistant to a manager provides much needed experience in various activities and the opportunity to perform duties at a higher caliber. Employee development by implementing the job rotation method assists in cross-training employees in various positions within the company. This method offers employees an opportunity to sharpen skills in various positions. Job rotation consists of two forms of rotations; one form is referred to as the vertical rotation which consists of promoting an employee to a new position. The second form is called the horizontal rotation which provides employee’s an opportunity to perform duties in various positions  within the company’s daily operations. Job rotations can be extremely beneficial because they can increase an employee’s skill set within the company, allowing them to have hands on knowledge of the daily operations of many job positions (DeCenzo & Robbins, 2007). Committee assignments are another method of employee development. Committee assignments benefit both the company and employees as it permits an employee to develop his or her skill set by watching other employee, it aids in the investigation of organizational issues, and assists in the organizational decision making process (DeCenzo & Robbins, 2007). The committee assignment can also help in develop employee’s skills. Assigning employees to permanent committee assignments can assist the company in the decision-making processes as well as researching long-term goals. The off-the-job method of employee development consists of simulation exercises, seminars, lecture courses, and outdoor training that the employee would be involved in. Simulations are beneficial because they provide each employee the opportunity to be involved in a realistic work experience by completing certain work-related exercises. These exercises consist of role playing, case studies and games based on decision making (DeCenzo & Robbins, 2007). Simulations are beneficial because they can prepare employees with possible ways to handle stressful situations in the workplace with co-workers and in customer service situations. Seminars, lecture courses, and outdoor training are other kinds of employee development. Seminars and lectures benefit a company by helping employees develop and acknowledge the analytical and conceptual abilities they have concerning the employee’s profession. There are various methods of putting on lectures and seminars. These methods are via distance learning and a less cost-efficient method of using the Internet. Outdoor training is beneficial to an organization as it teaches employees team building skills. An employee performing several physical challenges in the wilderness is what the outdoor training entails. Performing these physical challenges helps organizations understand how they will respond under pressure, and how they work as a team. These challenges empower employees to work together as a team and it  encourages employees to build relationships by accomplishing these stressful challenges within a group setting. RELATIONSHIP BETWEEN EMPLOYEE AND ORGANIZATIONAL DEVELOPMENT To allow companies to focus on making improvements, management must focus on the importance of developing a relationship between the employee and organizational development. According to DeCenzo & Robbins, â€Å"Organizational development consists of addressing changes within the organization.† (2007). Organizational and employee development is important when implementing new processes and procedures within a company. To perform new processes, management will need to train department employees on new production methods and the procedures and skill sets to perform these new processes. To accomplish these processes the company and employees will have to adjust to operational changes. Human resources management will first need to identify these changes and create training programs to improve the employee’s skills on the new processes. Human Resources Management’s Role in Career Development Human resources management’s role in career development has increased of late. To assist employees in achieving their career goals, human resources management strives to provide employees with the tools needed to accomplish these goals. The current career development programs of the Human resources management department help HRM give employees the self-confidence to further their education. This is done by communicating the plans and goals, tuition reimbursement, growth opportunities, and scheduling educational classes. Developing employee’s careers is extremely beneficial to the company. Developing an employee’s career helps to retain and promote highly talented employees within the company along with assisting women and other minorities by giving them the opportunities to grow within the organization. It will also help to create cultural diversity in the workplace while improving the quality and performance of the employees work skills. (DeCenzo & Robbins, 2007). Creating and implementing a career development plan will help human resources management deliver the organizations main goals in attracting,  retaining, and promoting employees within the company. PERSONAL CAREER DEVELOPMENT REFLECTION My personal career development involves successfully completing my education by earning my degree in Business Management focusing on Human Resources Management. I have a great career currently with a company that supports my desire to earn a degree and has encouraged my efforts and has promoted me as I have progressed in my knowledge and abilities. I see my career in five years with this same organization, which offers me the ability to continue with my education and also continually offers career oriented training through my employer. My employer has promoted me as I have advanced in my educational efforts, and encourages all of its employees to further their education. They provide great benefits and a 401(k) along with profit sharing, so this is a company that I plan to utilize my degree with. My company’s career developments opportunities will be sufficient because I currently monitor the Human Resource needs in our office and as our office grows, my duties will continue to grow, and as my knowledge expands, I will be more valuable to my company. My company believes in investing in its employees, offering seminars, online training programs, and promoting from within. My company is constantly offering trainings to keep all employees up to date on our job functions, and invests in updating software and computers to ensure we have the tools to do our jobs. The company that I work for has proven that it is committed to developing and promoting talented and career minded employees. I believe that when a company offers employees the opportunity to advance and that company invests in its employees, the employees have a duty to give their all to the company. CONCLUSION The human resources management’s role to career development and employee involves many steps. These steps consist of many beneficial methods of training employees while helping develop their career. The growing relationship between employees and organizational development involves educating employees on changes in the organizational process. Human  resources management’s role in career development is providing employees with the tools to successfully reach their goals and career achievements and to develop additional skill sets and gain more knowledge to become a well-rounded and more seasoned employee who can function in any job within the company. Resources DeCenzo, D.A., & Robbins, S.P. (2007). Fundamentals of Human Resource Management (9th ed.) . Retrieved from https://portal.phoenix.edu/classroom/coursematerials/hrm_300/20110322/

Multiple Bond Definition in Chemistry

In chemistry, a multiple bond is a chemical bond where two or more electron pairs are shared between two atoms. Double and triple bonds are multiple bonds. In a double bond, four bonding electrons participate in the bond rather than two electrons in a single bond. Double bonds are found in azo compounds (NN), sulfoxides (SO), and imines (CN). The equal sign is typically used to denote a double bond. A triple bond involves six bonding electrons. The triple bond is drawn using three parallel lines (≠¡). The most common triple bond occurs in alkynes. Molecular nitrogen (N2) is an excellent example of a compound with a triple bond (N≠¡N).Triple bonds are stronger than double or single bonds. Source March, Jerry (1985). Advanced Organic Chemistry: Reactions, Mechanisms, and Structure (3rd ed.). New York: Wiley. ISBN 0-471-85472-7.

WASHINGTON Surname Origin and Last Name Meaning

The Washington surname is believed to have originated with the English place name Washington, the name of a parish in Durham, five miles from Gateshead, and also of a parish in Sussex, ten miles from Shoreham. The original bearer of this surname could, therefore, have hailed from either of these places. The Washington place name itself is derived from the Old English personal name wassa, which means hunting, combined with the locative suffix -thn, meaning settlement, homestead. Another possible origin for the place name comes from weis, meaning wash, or the shallow part of a river, plus ing, or a meadow or low ground, and ton, for dun, a hill or town.  Thus the place name Washington could have been used to describe a town located on a wash or creek. Alternate Surname Spellings:  WASHINTON, WASSINGTON, WASSINGETON Surname Origin: English Where the Washington Surname Is Found According to  WorldNames public profiler, the Washington surname is most popular in the United States, especially in the District of Columbia, followed by Louisiana, Mississippi, South Carolina, and Alabama. Outside of the U.S., the largest numbers of individuals as a percentage of the total population are found in Australia, New Zealand and the United Kingdom (most particularly in England). Famous People with the Washington Surname Booker T. Washington - educator and civil rights activistDenzel Washington - American film actorKenny Washington -  one of two black athletes to reintegrate the NFL in 1946 Genealogy Resources for the Surname WASHINGTON Meanings of Common English Surnames: Uncover the meaning of your English last name with this free guide to English surname meanings and origins for the most common English surnames.Washington: the Blackest Name in America: Huffington Post article discussion statistics from the 2000 U.S. census which points to 90% percent of individuals with the Washington surname identifying as African-American, a much higher percentage than with other common last names.Washington Surname DNA Project: The Washington Surname DNA Project originally began as a means for two different Washington family lines to try and determine if they were related through Y-DNA testing. Since that time, additional Washington families have joined the project.  WASHINGTON Family Genealogy Forum: This free message board is focused on descendants of Washington ancestors around the world.FamilySearch - WASHINGTON Genealogy: Search or browse for free access to 1.6 million digitized records and lineage-linked family trees f or the Washington surname on FamilySearch.org, the website of the Church of Jesus Christ of Latter-day Saints.WASHINGTON Surname Mailing List: Free mailing list for researchers of the Washington surname and its variations includes subscription details and searchable archives of past messages.DistantCousin.com - WASHINGTON Genealogy Family History: Free databases and genealogy links for the last name Washington.The Washington Genealogy and Family Tree Page: Browse genealogy records and links to genealogical and historical records for individuals with the Washington surname from the website of Genealogy Today.Looking for the meaning of a given name? Check out First Name MeaningsCant find your last name listed? Suggest a surname to be added to the Glossary of Surname Meanings Origins. References Cottle, Basil. Penguin Dictionary of Surnames. Baltimore, MD: Penguin Books, 1967.Dorward, David. Scottish Surnames. Collins Celtic (Pocket edition), 1998.Fucilla, Joseph. Our Italian Surnames. Genealogical Publishing Company, 2003.Hanks, Patrick and Flavia Hodges. A Dictionary of Surnames. Oxford University Press, 1989.Hanks, Patrick. Dictionary of American Family Names. Oxford University Press, 2003.Reaney, P.H. A Dictionary of English Surnames. Oxford University Press, 1997.Smith, Elsdon C. American Surnames. Genealogical Publishing Company, 1997.