For the first time in history, new military technology outstretched the battlefield tactics used by leaders on both sides of the battlefield during World War I. This new technology increased the cost of the war and encouraged leaders on both sides to be indecisive and create a stalemate; some could even say this was the root cause of the development of the trench warfare that World War I is so famous for. However, the foundation for this new military technology of World War I occurred many years before the fatal bullet even left the chamber, killing the Archduke Franz Ferdinand in Sarajevo on June 28, 1914. New political alliances, the second industrial revolution and the progressive era all contributed to the wide spread of these new military revolutions in technology throughout the world. This new technology would increase the effectiveness of killing to a new level, never before seen by common soldier or the experience officer, in a war to end all wars.
One could argue that the relationships Germany maintained and didn??™t maintain in the decades before World War I created the need for new military revolutions and most of Europe was preparing for war anyways, thus a root cause for new military technology development. Let me explain, Germany realized they had problems with their western neighbor France and the French knew they had a bitter relationship with their eastern counterpart in Germany. The Franco-Prussian war of 1870-1871 didn??™t help matters when the French not only lost the war but lost portions of their country in Alsace and Lorraine, this did not sit well with the French and the French would not forget. Germany??™s Chancellor Bismarck quickly formed an alliance between Germany, Russia and Austria-Hungary and when the French moved into Tunisia, Bismarck added Italy to the alliance in 1882. However, trust within this new alliance began to fade as Russia and Austria-Hungary started developing conflicts over the situation in the Balkans in 1887, but Bismarck repaired the damage to his alliances allowing both powers to stay neutral if the other was at war. Then in 1890 Bismarck was replaced by the new German Emperor Wilhelm and the alliance with Russia was dissolved. France saw its chance and built an alliance with Russia and also sought after the British to remind them of how poor their relationship was with Germany, thus the Triple Entente alliance was born as well as the strained international relations already being played out in the eastern half of the world. Now it was only a matter of time before a great war between the Triple Entente and the Triple Alliance would occur. Thus, the costly military buildup had begun??¦.
One could argue the second industrial revolution, which created the development of the tank, the machine gun, the increased effectiveness of the submarine, larger caliber artillery and the infamous ???mustard??? gas all made World War 1 more expensive and encouraged leaders on both sides to make decisions that would provide little gain on the battlefield and encourage leaders to be hesitant. From the readings, everyone seems to be in an agreement that the war was a stalemate and both sides and needed to use new weapons at their disposal to tilt the war in their favor. The development and effectiveness of the machine gun some would say was the direct reason for the trench warfare of World War I, as the trenches provided shelter. The tank was another high cost development used to break the stalemate, only to have minimal impact on the battlefield because of the mechanical failures, lack of maneuverability in the mud and the thin skinned shell. Also, remember this was a very new development with no battlefield tests; leaders really didn??™t know how to use it and were hesitant to because of its limited impact.
The Progressive Era was known for its political activism and its social reform and might be a long herringbone away to why World War 1 was so costly and had an indecisive character. However, let??™s take a look and see if we can bridge the connection a little bit better. One could have a strong argument that the Progressive Era was known for its development in the sciences, technologies and in education, correct These developments might have aided in blocking each side from gaining a foothold while trying to break the stalemate of World War 1. For example, as mentioned above, mustard gas provided a harsh deadly alternative for leaders to use in the stalemate of the early part of the war on dealing with the trench warfare. So scientists develop a better gas mask to counter the edge or advantage the mustard gas might have provide to one side or the other, thus providing a continued stalemate. Another example of how science and technologies kept the cost high and the leaders on the ground unable to be more decisive was the development and use of artillery. As mention earlier, the machine gun sent both armies to the trenches and these trenches became more and more fortified as the war continued. Current artillery of the time was used so much to no avail that it exceeded the supply of ammunition available and a new type, more expensive, larger caliber artillery was needed with more explosive shells to break the gridlock.
In conclusion, the cost of World War I can not be measured in just monetary terms; the cost has to be measured in the enormous causalities the new military technology produced, and the lack of the ability of leaders on both sides to take advantage of knowing how to use it effectively. The new political alliances, the second industrial revolution and the progressive era all lead up to what would be forever known as the ???Great War??? or ???the war to end all wars??? Unfortunately, this Great War would be the foundation for a second world war with even more technology and developments all with the ability to kill your fellow man on the battlefield.


The New Deal
Cole Miller
U.S. History – The Modern Period
April 27, 2011
Dr. James SeelyeThe New Deal
The New Deal was a succession of economic programs put into action by the United States between 1933 through 1936. They were passed by the United States Congress during the first term of Franklin Delano Roosevelt??™s presidency, which was from 1933 to 1937. The programs were enacted as responses to the Great Depression, and focused on what many historians refer to as the “3 R??™s” (relief, recovery, and reform). In layman??™s terms this means, relief for the unemployed and poor, recovering the economy back to the normal levels before the depression, and reform of the financial system to prevent a depression from happening again. The New Deal produced a major political realignment during the modern period, making the Democratic Party the majority (as well as the party which held the White House for seven out of nine Presidential terms from 1933 to 1969), with its foundation of liberal ideas, empowered labor unions, and ethnic minorities. The Republicans were split, they either opposed the entire New Deal as being an enemy of business and growth, or accepting some of it and working toward making it more efficient. The new alignments were aptly named the New Deal Coalition (which dominated most of the American elections into the 1960??™s), while the opposition was the Conservative Coalition (whom took control of Congress from 1938 to 1964).
The early years of the New Deal are distinguished in history by a “First??? New Deal in 1933 and then a “Second??? New Deal 1934??“36. The “First??? New Deal dealt mainly with groups; everything from banking, the railroads to industry and farming, all of which were demanding help for economic recovery. A “Second??? New Deal” introduced 1934-36 included the Wagner Act (it was also known as and became the National Labor Relations Act) to promote labor unions, the Works Progress Administration (WPA) relief program, the Social Security Act, and new programs to aid tenant farmers and migrant workers. The final major items of New Deal legislation were the creation of the United States Housing Authority and Farm Security Administration, both in 1937, then the Fair Labor Standards Act of 1938, which set maximum hours and minimum wages for most categories of workers and the Agricultural Adjustment Act of 1938.
When Franklin D. Roosevelt was president, he appointed Henry Wallace as his Secretary of Agriculture. In 1933 Wallace drafted the Agricultural Adjustment Act (AAA). Its purpose was to help farmers by reducing production of staple crops, thus raising farm prices and encouraging more diversified farming. The AAA restricted agricultural production by paying farmers subsidies not to plant part of their land and to kill off excess livestock. The Act created a new agency, the Agricultural Adjustment Administration, to oversee the distribution of the subsidies. The money to pay the farmers for cutting back production of about 30% was raised by a tax on companies that bought the farm products and processed them into food and clothing. It is still considered the first modern United States farm bill. (The National Farm Bill Law Center, 2011)
In opposition to the Agricultural Adjustment Act in 1936 the Supreme Court declared the AAA unconstitutional. The majority of the judges (6-3) ruled that it was illegal to levy taxes on one group (those who processed) in order to pay it to another (the farmers who grew or raised the product). In 1938, another Agricultural Adjustment Act was passed without the processing tax. It was financed out of general taxation and therefore became acceptable legislation to the Supreme Court.
The scenario that brought about the proposal of the Agricultural Adjustment Act was years in the making but was primarily due to the First World War that severely disrupted agriculture in Europe. This worked to the advantage of farmers in America who were able to use new machines (such as the combine harvester) to dramatically increase production. During the war American farmers were able to export the food that was surplus to Europe for a large profit. Then during the 1920??™s European agriculture recovered and American farmers found it difficult to find export markets for surplus goods. Unfortunately farmers continued to produce more food than could be consumed and consequently the prices began to fall. The decline in agricultural profits meant that many farmers had difficulty paying the mortgages on their farms. By the 1930s many American farmers were having serious financial difficulties. This in turn brought about the proposal of the Agricultural Adjustment Act that even though it was opposed was the ???saving grace??? of many farmers in America. (Pepperdine University, 2011)
The Agricultural Adjustment Act greatly improved the economic conditions of many farmers during the Great Depression. In Ohio, ???income from farming increased from just over 157 million dollars in 1932 to almost 356 million dollars in 1937.??? (Ohio History Central, 2011) All in all it was determined that The Agricultural Adjustment Act did help farmers by increasing the value of their crops and livestock.
As well as the Agricultural Adjustment Act bringing about the ???first farm bill??? that has subsequentially been built upon and changed throughout history another piece of legislation still in existence today was passed during the new deal era that being the National Labor Relations Act.
In the late nineteenth and early twentieth centuries, factory workers faced poor working conditions, low wages, and almost no benefits. This was true for the workers employed by most companies not factories alone but all workers in general.
In 1933, Senator Robert F. Wagner, chairman of the National Recovery Administration, introduced a bill to Congress to help protect trade unionists from their employers. With the support of Frances Perkins, the United States Secretary of Labor, Wagners proposals became the National Labor Relations Act. It established the National Labor Relations Board empowered to administer the ???regulation of labor relations in industries engaged in or affecting interstate commerce.??? (National Labor Relations Board, 2011)
Congress enacted the National Labor Relations Act (“NLRA”) in 1935 ???to protect the rights of employees and employers, to encourage collective bargaining, and to curtail certain private sector labor and management practices, which can harm the general welfare of workers, businesses and the U.S. economy.??? (National Labor Relations Board, 2011) The National Labor Relations Act also established the rights of workers not only to join trade unions and to bargain collectively with their employers but to use representatives of their own choosing. Workers were now protected from their employers and as a result union membership grew.
The National Labor Relations Act came to existence on July 15, 1935; the United States Congress passed the Wagner-Connery Act. ? The Wagner-Connery Act again was part of President Franklin D. Roosevelts New Deal. This legislation legalized unions and created the National Labor Relations Board (NLRB). ? The NLRB was to supervise laborers negotiations with their employers, to guarantee collective bargaining, and to prevent employers from engaging in unfair labor practices. ? The NLRB replaced the National Labor Board, which the United States Supreme Court effectively disbanded when it ruled that the National Industrial Recovery Act was unconstitutional in 1935.
The National Industrial Recovery Act, the Wagner-Connery Act, and the National Labor Relations Board caused tremendous change within the United States, including in Ohio. ? Workers across Ohio and the United States descended upon the American Federation of Labors (AFL) offices, seeking to join this union.?  Unfortunately for the workers, most of them were unskilled, and the AFL only accepted skilled workers. ? As a result of the AFLs refusal to accept unskilled workers, these workers formed their own unions to seek better working conditions and wages.?  The NLRB actively protected workers from what it deemed were the unfair actions of employers.?  This included in Ohio, where the NLRB intervened in employer-employee relations in 1941, forcing several companies collectively known as “Little Steel” to allow their workers to unionize.
The Little Steel Strike of 1937 put steel workers, represented by the Congress of Industrial Organizations, against smaller steel companies, such as the Republic Steel Company (now part of International Steel Group), the Youngstown Sheet and Tube Company (now operated as V & M Star Ohio), collectively they became known as ???Little Steel”.
In 1937, workers at the Republic Steel Company, the Youngstown Sheet and Tube Company, and several other steel companies went on strike over low wages and poor working conditions. The workers used both sit-down strikes and picket lines to attain their goals of better wages and improved working conditions. In a sit-down strike, workers would quit working but still stayed at their places within a factory. This meant that the factory owners could not send in ???scab??? workers to continue the job. (Ohio History Central, 2011)
Ohio residents sympathetic to the cause used airplanes to drop food to the workers inside of the factorys, there was also an attempt to mail food to the workers. To prevent the strike from even happening the ???Little Steel??? companies had hired their own police forces to intimidate workers, when this did not work the companies persuaded local residents to put pressure on the strikers and their families. Do to this many committees were formed in protest of the workers actions, the Mahoning Valley, Ohio Citizens Committee and Order League of Canton, Ohio, to name a few. Ohio Govenor, Martin L. Davey, eventually sent troops in to break up the strike. (Ohio History Central, 2011)
In present time there is still opposition and criticism of Roosevelt??™s New Deal. For example, historian Howard Zinn in his book A Peoples History of the United States criticizes Franklin Roosevelt and the New Deal for ???not going far enough to redistribute wealth in the United States during the Great Depression.??? Zinn argues that ???the New Deal was primarily concerned with saving American capitalism, and that it should have been more radical in nationalizing American industry and promoting economic socialism.??? (Zinn, 2003) You then have even more currently; Burton Folsom who says in his book New Deal or Raw Deal one of his best insights is that the New Deal programs ???were financed in large part by the poor.??? (Folsom, 2008) Folsom gives the example. “In the first four years of Roosevelts presidency, revenue from excise taxes exceeded that of income and corporate taxes combined.” (Folsom, 2008) ???With Roosevelts direction, excise taxes were imposed on many popular items of consumption and these weighed heavily on the impoverished.??? (Folsom, 2008)
In conclusion, the New Deal affected not only society of the era but some of the legislation continues into today??™s modern society. It is still studied and criticized and also praised. My thoughts on it are that Roosevelt had good intentions and was trying to pull America out of a downward spiral and some of his ideas were innovative and worked and are still being used, so I would have to praise him for his insight into what needed to be accomplished for America??™s problems. References
Folsom, B. W. (2008). New Deal or Raw Deal Chicago, IL: Threshold Editions.
National Labor Relations Board. (2011). National Labor Relations Act. Retrieved from http://www.nlrb.gov/national-labor-relations-act
Ohio History Central. (2011). Agricultural Adjustment Act. Retrieved from http://www.ohiohistorycentral.org/entry.phprec=1510
Ohio History Central. (2011). Little Steel Strike of 1937. Retrieved from http://www.ohiohistorycentral.org/entry.phprec=513
Ohio History Central. (2011). National Labor Relations Board. Retrieved from http://www.ohiohistorycentral.org/entry.phprec=934
Pepperdine University. (2011). THE AGRICULTURAL ADJUSTMENT ACT. Retrieved from http://publicpolicy.pepperdine.edu/faculty-research/new-deal/legislation/aaa051233.htm
The National Farm Bill Law Center. (2011). FARM BILL LEGISLATION. Retrieved from http://www.nationalaglawcenter.org/farmbills/#38
Zinn, H. (2003). A People??™s History of the United States. New York, NY: Harper.

Hit Me Up

Just Listen So That There Be No Misunderstanding
Fabian Kendle
Communications 200
Enrique Vasquez
June 27, 2012Interpersonal conflicts happen within each of us. It all depends on how we handle our interpersonal conflict. Some people want to rant and rave over spilled milk and some know how to walk away. Interpersonal conflicts begin within you. I watched the movie Hitch and as you can see there was some misunderstanding and miscommunication. It is always asked who is going to be the bigger person during the conflicts that take place. Both individuals cannot argue back and forth with one another and expect a solution to the problem at hand. Hitch and Sara could have avoided many of their arguments if they would have listened to each other without trying to get into a shouting match. Does that sound familiar We all at one point or another get into a shouting match for no reason at all. At times I find myself arguing with my girlfriend and at the end of the argument she explains what she was trying to say to me and then I have to apologize for not hearing her out in the beginning. If we would only listen more then there would be no miscommunication. In the movie Sara realized the Hitch was lying to her. He was not working the job he told her he was and that really bothered Sara. She did not say anything at first. I guess she was trying to get him to come clean with her, but he never did. There are some situations in our lives where we find ourselves in trouble and really do not know how to get out. They always told us to tell the truth, but that only worsens it at the moment. As the movie goes on they each give each other the cold shoulder. No one is allowed to explain the situation and the situation only gets worse. Sara is so frustrated at Hitch that she will not allow him to explain what is going on. Maybe she felt betrayed. Either way that was not the correct way to handle the situation. If she had sat down and listened to what he had to say, maybe they would not be in this predicament right now. I know I said that misunderstanding and miscommunication was the problem, but there is a bigger problem that is brewing. Sara is losing trust in Hitch. Trust takes so long to earn then you lose it within seconds. Their egos got in the way of doing what was right. I can say from previous experiences that cool heads prevail. You cannot do anything right when you are mad, but run a jail house. Someone has got to be the bigger person and listen. Listening is the best part of communicating. If you are not a good listener, then chances are you will not be an effective communicator.References
Mordaunt, W., Tadross, M. (Executive Producers), &Tennant, A. (Director). (2005). Hitch [Film]. Los Angeles: Sony Pictures.


Compensation Plan Proposal for InterClean??™s Sales Staff Nimmi Tewani
May 30th, 2010
Pat Murray

Compensation Plan Proposal for InterClean??™s Sales Staff Employers who want to succeed in this increasingly competitive environment must have a well-designed compensation plan that motivates employees, controls compensation costs, and ensures equity. To ensure both internal and external equity, employers must establish an effective compensation administration program. To do this, employers must conduct:
* Job analysis (thoroughly analyze and define each job)
* Job evaluation?  (determine what jobs are worth on an absolute basis and relative to other jobs in the organization)
* Job pricing (establish rate ranges; that is, minimum, midpoint, and maximum dollar values for each job)
An effective employee incentive program is mandatory for any business in these days of high attrition rates and a serious dearth of talent. Companies spend sizable sums on their retention strategies, which may focus on a combination of ways to inculcate loyalty among employees – compensation, training and career growth being a few.
A growing number of employers are incorporating performance-based compensation plans to boost productivity and maximize their return on investment (ROI) in compensation. These types of plans are designed to reward employees who produce. For past few years, because of hiring freezes and a larger supply of sales force, many organizations did not have to raise salaries much to recruit and retain top talent. Now that the economy and job market are gaining steam, firms are once again assessing their compensation and benefits packages more frequently to avoid losing current and prospective employees to competition.
Most employees leave their company for reasons other than pay, such as a lack of career development or unhappiness with management. I am proposing a compensation philosophy that will develop an attraction and retention of our Outside Sales Representatives; a development philosophy that discusses pay policy within a broader array of tools. Pay is one investment in the companys people, but it is one investment of many.
Benefits in the forms of value, other than payment, would be provided to the employees in return for their contribution to the organization, that is, for doing their job. Employee benefits here refer to retirement plans, health life insurance, dental insurance, life insurance, disability insurance, vacation pay, holiday pay, maternity leave, etc. While the company will pay for most types of benefits (holiday pay, vacation pay, etc.), some benefits, such as medical insurance, will be paid, at least in part, by employees because of the high costs of medical insurance. Hence, the plan is contributory in nature.
Some fringe benefits proposed are:
* Appreciation from the management
* Promotion
* Nice office
* Company matching funds for college tuition
* Subsidies for child care or eldercare
* Group discount on auto and home insurance
* Financial planning advice
* Legal services
* Tuition reimbursement
* Career planning and professional development opportunities
Compensation at InterClean will become part of the employment value proposition. A compensation plan that fails to motivate employees can stagnate a company as fast as any other factor. The proposed compensation plan includes profit sharing (10% of the pre-tax profits will be distributed to employees), employee stock ownership plans, and performance bonuses. The plan aspires to retain and motivate sales staff to achieve business goals by allocating salary and incentive to retain top performers and ensure their compensation is competitive to reduce flight risk. Unemployment and workers compensation is really a workers right, rather than a benefit.
Performance Bonus
A well thought out performance-based bonus plan will be tied directly to the results InterClean sees as valuable. Bonus is “money in excess of what is normally received. It is given in consideration of superior achievement.” However, it is important to note that a bonus is not an entitlement. It must be earned. Those who have bonus plans in place should not take for granted that they will automatically earn the full amount of that bonus. InterClean will reward salespeople for their product-mix decisions not just to increase profit, but also to ensure that new products are effectively launched and that all products get appropriate focus.
Companies that find effective ways to reward salespeople who impact the bottom line should get what they pay for. There is money on the table for companies that find ways large and small to reward salespeople for incrementally increasing profit (Elliot, 2009).
Performance reviews will reflect two ratings: a growth-in-skills rating that is tied to base pay and a results-rating that is tied to incentives. Base pay increases are long-term rewards and will be tied to long-term accomplishments, such as improving skills, competencies, and responsibilities. A bonus payment will reward short-term accomplishments, such as having a good year, exceeding targets etc. Incentive pay will compensate employees for performance above expectations, whereas the base pay will compensate for base performance expectations. The standards of performance would be based on quantifiable assignments, tasks, and objectives.
Advantages of Salary/Commission/Incentive Plan
* Allows management to attract high-performers willing to share the risks of the business and forces non-performers to leave
* Attracts and retain people who have skills beyond that of pure selling
* Create enthusiasm, hopefully resulting in extra effort
* Give winners a psychological boost
* Inexpensive relative to the return
* Encourages maximum sales effort, making it very useful in penetrating new and familiar markets
* Easy to understand and administer
* Minimizes the need for supervision
* Provides flexibility in balancing short-and long-term objectives Conclusion
The well-treated employees will enjoy a high quality of work life (QWL) that will translate into InterClean achieving the goal of domestic market domination in sanitation industry. The empowered cross-functional sales team will help in improving productivity. With the expertise of the new team combined with InterClean??™s resources the company fully expects to reach the sales goals and increase profitability by 40% which is a huge incentive for the sales staff.

Cascio, W. F. (2005). Dimensions of Human Resource Management. The McGraw-Hill Companies.
Cascio, W. F. (2005). Managing Human Resources, The diversity at Work. The McCraw-Hill Companies.
Elliot, S. (2009). Sales Compensation: Pay for Profit……..and get what you pay for.
Stephen F. Hallam, T. A. (2009). Prepardness for Mid-Career transitions: Examining curent Practices in Management Education. Academy of Educational Leadership Jounal , 13 (4), 81-91.


Venu Vinod Damaraju
MGT 165-International Management
Instructor: Gary Anderson
Internet Exercise: Hitachi Goes Worldwide
1) What kinds of products does the firm offer What are its primary areas of emphasis Hitachi offers a great deal of products and services for businesses:
* Information Technology
* Security
* Electronic Devices/Materials
* Public/Urban Transportation
* Medical/Healthcare/Biotechnology
* Environment/Power/Industrial
Hitachi offers these products and services for the consumer:
* Home Appliances
* AV Products
* Personal Computer/Mobile Phones
* Home Equipment/Life Services
2) In what types of environments does it operate Is Hitachi primarily interested in developed markets, or is it also pushing into newly emerging markets Under Hitachi??™s ???Global Network??? link, there is a list of countries where the company does business. The company does a great deal of work in developed nations, such as the U.S. and Canada; they also operate in many countries in Western Europe. Hitachi also operates in many emerging markets in Asia, such as India, China, Indonesia as well as South American countries such as Argentina, Brazil, and Chile.
3) Based on what it has been doing over the last two or three years, what do you think Hitachi??™s future strategy will be in competing in the environment of international business during the first decade of the new millennium It seems to me that the company would continue its work on technological security, for both consumers and businesses. Also, they may invest more heavily on mobile technology, especially the cloud. This would seem very useful and practical for their IT, Security, Environment/Power/Industrial, and Personal Computer/Mobile Phones Divisions.

Compensations Methods

Most companies have different alternatives when it comes to compensation methods. Compensations involve the organization as well as employees and any potential staff. Many of these compensation packages that an organization recommends are require by the law and any extra one are benefits to the employees. Benefits and compensations are not only assisting the employees, it will help out with employee??™s family members and personal needs. In addition, a well build benefit package can be the center of attention of future employees and it can be favorable in the business success.
For most parts compensation methods are planned by the company to obtain a positive effect on the development of the business. Some compensations includes ??? topics in regard to wage and/or salary programs and structures, for example, salary ranges for job descriptions, merit-based programs, bonus-based programs, commission-based programs, etc.??? (McNamara,? 2010, para 1) A few of these methods allow a fast modification as markets, services and products change. When compensations are planned must offer well-consider measurable benefits program to be able to assist the organization in achieve their goals.
Frequently companies are evaluating the effect of the compensation methods on the staff performance. This guarantee that the compensation programs assign are having the required outcome and if is not working, changes can be made. Most methods must be flexible enough to modify and develop a business. Additionally, the compensation methods required to be aggressive and competitive to assurance the company attraction and retention on good employees. Monetary compensations have a major impact on the company and the employees. Several factors must be considered when setting the level of an employees monetary compensation. In reality, money rewards are the high motivation that attracts employees. These compensations must be impartial and wages must reflect the value of the labor performance.
Many organizations used different methods of compensations and benefits in order to attract future employees. One thing that must organizations have in common is the need of an employee that covers basics benefits; for instance, Total Pay Component. Total pay components is based on benefits, base pay, savings and bonuses. Benefits are the main consider area of any compensation. Future employees study and make sure what the company is offering in return of their daily performance. Employee benefits include, ???retirement plans, health life insurance, life insurance, disability insurance, vacation, employee stock ownership plans, etc. Benefits are increasingly expensive for businesses to provide to employees, so the range and options of benefits are changing rapidly to include, for example, flexible benefit plans??? (McNamara,? 2010, para 1)
Base pay is regularly; a viable pay time for the work performance by the employee. In other words base pay is the salary paid by hourly or monthly rate, which could be raise when the employee demonstrates more experience or knowledge and excellent performance. Savings are a crucial option when the employee what to enjoy the retirement plan. An example is the 401K, which is a saving plan that assists employees after years of services. Some companies work with the bonuses method, using bonuses on employees to reward. Total pay components is necessary to start the basic needs of the any company.ReferencesMcNamara, C.? (2010).? Employee Benefits and Compensation.? Free Management Library.? Retrieved February 20, 2010 from http://managementhelp.org/pay_ben/pay_ben.htmNoe, R. A., Hollenbeck, J. R., & Wright, P. M. (2007). Fundamentals of Human
Resource Management. [University of Phoenix Custom Edition e-text]. McGraw-Hill. Retrieved February 20, 2010, from University of Phoenix, Week Three, rEsource. MGT/431 Human Resources Management

Hitachi Seiki Case Analysis

Components of FMS 1. FMS WorkstationsMachining center
Turning machines
Milling machines
Boring machines
Tapping machines 2. Automated MHSWire-guided and rail-guided pallet carrying AGV
Conveyor system
Robots 3. Controls and communicationsNC controllers
Adaptive control
Central computer 4. AS/RS for tool transfer and storage 5. Tool monitoring system 6. Automatic inspection, deburring 7. Parts washing facility: cleaning, coolant and chip removal systemSWOT analysis (prior to FMS 102)12. Founded 1936, machine tools for Japanese market
13. Industry extremely competitive, rapid technological
14. FMS: new frontier; reputation as technology leader
15. 1985: 132 machining centers (12 types); 8 FMS|Strength |Opportunity |
|Leader in machine tools |Consortium to develop NC and funded by MITI |
|3 decades of machine tool manufacturing experience |Advanced development in electronics to develop controllers |
|Strong in mechanical technology | |
|Experience in special machine tool and transfer line | |
|Weakness |Threat |
|Lack of System skills |Intense competition in the Industry |
|Lack of experience in building machine with electronics | |
Chronology of FMS Development|Period |Product |Key Technology |Focus |
|1930s |Machine Tools |Mechanical/ |Technical |
| | |Electrical Relay | |
|Late 1960s |Machining Center |Mechatronics |Technical |
|Early 1970s |FMS 102 |Mechatronics, transfer line, special |Technical |
| | |machinery + Integrated Circuits | |
|Late 1970s |ABIKO I (larger) |CNC |Technical |
|1980s | ABIKO 2 |Group Technology principles + CAD/CAM |Manufacturing |
| | | |Product & Process Design |
|1990s | | | |
FMS 10216. Narashino plant17. Flexible transfer line; integration through modifications of existing machine design18. Productivity lower than conventional machineABIKO 119. After closing Narashino plant; Emphasis more on interchangeability of pallets20. Team has better experience; controller and machining center technology much improved21. Productivity-flexibility tradeoffABIKO 222. From perspective of process rationalization: not on technical capabilities or integration of machine tools but on manufacturing requirement23. Development team size started with 6 and incrementally increased at different stages24. Group technology break ABIKO 2 into 3 FMS lines (FMS 112, FMS 113, FMS 114) for different type and size of workpieces – FMS 112 focused on basics of untended operations – FMS I13 focused on fixture design and automated tool supply – FMS 114 automated tool supply for Lathe and problem with systematizing turning operationsABIKO 2|FMS 112 |FMS 113 |FMS 114 |
|Machine large-sized prismatic workpieces |Machine small-and medium-sized prismatic |Machine small to medium round-sized parts|
|3 floor machining centers |parts | |
|1 horizontal machining center |2 horizontal- spindle machining centers |3 NC lathes |
|Rail transfer line |2 vertical-spindle machining center |1 horizontal machining center |
|Max size of workpiece: 2500 x centers – |Automatic tool-supply unit (528 tools) |Robot transfer |
|1500 mm |Rail transfer line |240 tools |
| |Max size of workpiece: 500 x 500 mm |Max size of workpiece: 300 x 300 mm |Success Factors1. VISION of how good things can become ??? Matsumura provided vision and leadership
??? FMS = competitiveness + innovation leadership
??? Failed to realize expected productivity gains with FMS 102 and ABIKO 1; went ahead with ABIKO 2
??? Developing intellectual assets (system skills)2. Timely positioning of technology ??? Hitachi Seikis strength in machining
??? Electronics/computer technology
??? Automatic tool storage/retrieval/changer
??? Robotics and transfer line technology
??? NC controller and programming
??? Adaptive control mechanism
??? Automatic gauging
??? Universal fixture reduces needs to fulfill every aspects of machining requirements for every type and size of fixture and pallets3. Organizational Structure/Culture ??? FMS requires multi-disciplinary skills: knock down, knock down, knock down walls
??? Independent engineering administration department facilitated ABIKO 2 coordination
??? Right problem perceptive: manufacturing problem, not machine design perspective
??? GT simplifies problem and facilitate development focus THREE ALTERNATIVES|Criteria |Flexible Assembly |FMS 111 |FMS 112.5 |
|Purpose |Automated storage/ retrieval |Unmanned high-precision |Unmanned machining |
| | |machining | |
|Important Components |Automated storage, material |2×5 face machining centers with|5 x machining centers linked by |
| |handling & robotic carriers |corresponding automation for |material handling system for |
| | |large casting |medium casting |
|Cost |$1.2 Million + |$4.2 Million + |#3.0 million |
|Advantages |Reduces assembly times from 72 |1. Ability to high precision |1. Offers all advantages of |
| |to 60 hours |machining |ABIKO 2 |
| |Automated storage and work |2. FMS with fewer setups |2. Extends range of machining/ |
| |handling | |lead time advantages of ABIKO 2 |
| | | |3. Production very enthusiastic |
|Disadvantages |1. ???Soft??? cost not certain |1. High development cost |1. Not exciting |
| |2. Does not automate actual |2. Need to commit more people |2. Marginal improvement |
| |assembly work |to develop system | |

Competative Example

Competency Examples with Performance StatementsThe examples below of competencies may be used in various staff management functions like:
* Planning performance expectations.
* Determining training and development needs.
* Establishing recruitment and selection criteria.The competencies are grouped together under categories. Each competency includes a title, a general definition, and several measurable or observable performance statements.This list is useful as a reference, but is not all-inclusive. The performance statements listed are to be used to generate thought about how the competency is displayed when performed well on the job. The competency descriptions are intended to be tailored to individual positions. Position-specific competencies are best determined through a job analysis process. Supervisors should talk with their HR office to receive specific direction around competency identification. Competency Group ??“ Communication |
Competency Title | Description | Performance statements |
Listening | Understands and learns from what others say. | Examples |
Reading Comprehension | Grasps the meaning of information written in English, and applies it to work situations. | Examples |
Speaking | Conveys ideas and facts orally using language the audience will best understand. | Examples |
Writing | Conveys ideas and facts in writing using language the reader will best understand. | Examples |
Competency Group – Cognition |
Competency Title | Description | Performance statements |
Analysis/Reasoning | Examines data to grasp issues, draw conclusions, and solve problems. | Examples |
Creative & Innovative Thinking | Develops fresh ideas that provide solutions to all types of workplace challenges. | Examples |
Decision Making & Judgment | Makes timely, informed decisions that take into account the facts, goals, constraints, and risks. | Examples |
Mathematical Reasoning | Uses mathematical techniques to calculate data or solve practical problems. | Examples |
Problem Solving | Resolves difficult or complicated challenges. | Examples |
Researching Information | Identifies, collects, and organizes data for analysis and decision-making. | Examples |

Competency Group ??“ Personal Effectiveness |
Competency Title | Description | Performance statements |
Accountability & Dependability | Takes personal responsibility for the quality and timeliness of work, and achieves results with little oversight. | Examples |
Adaptability &
Flexibility | Adapts to changing business needs, conditions, and work responsibilities. | Examples |
Attention to Detail | Diligently attends to details and pursues quality in accomplishing tasks. | Examples |
Customer Focus | Builds and maintains customer satisfaction with the products and services offered by the organization. | Examples |
Development & Continual Learning | Displays an ongoing commitment to learning and self-improvement. | Examples |
Ethics & Integrity | Earns others??™ trust and respect through consistent honesty and professionalism in all interactions. | Examples |
Results Focus & Initiative | Focuses on results and desired outcomes and how best to achieve them. Gets the job done. | Examples |
Safety Focus | Adheres to all workplace and trade safety laws, regulations, standards, and practices. | Examples |
Self Management | Manages own time, priorities, and resources to achieve goals. | Examples |
Stress Tolerance | Maintains composure in highly stressful or adverse situations. | Examples |
Tact | Diplomatically handles challenging or tense interpersonal situations. | Examples |
Competency Group ??“ Interaction with Others |
Competency Title | Description | Performance statements |
Influencing Others | Influences others to be excited and committed to furthering the organization??™s objectives. | Examples |
Relationship Building | Builds constructive working relationships characterized by a high level of acceptance, cooperation, and mutual respect. | Examples |
Teamwork | Promotes cooperation and commitment within a team to achieve goals and deliverables. | Examples |
Valuing Diversity | Helps create a work environment that embraces and appreciates diversity. | Examples |
Competency Group ??“ Occupational |
Competency Title | Description | Performance statements |
Advocating Causes | Influences others to act in support of ideas, programs, or causes. | Examples |
Enforcing Laws, Rules, & Regulations | Enforces governmental laws, rules, and regulations, and initiates enforcement actions in a way that the public perceives as fair, objective, and reasonable. | Examples |
Facilitating Groups | Enables cooperative and productive group interactions. | Examples |
Gaining Voluntary Compliance | Convinces others to follow recommendations and advice to bring them into compliance with regulations, standards, or policies | Examples |
Interviewing Others | Asks questions in ways that enhance the clarity, quality, and reliability of information. | Examples |
Managing Projects or Programs | Structures and directs others??™ work on projects or programs. | Examples |
Mediating Disputes | Helps others resolve complex or sensitive disagreements and conflicts. | Examples |
Negotiating Agreements | Reaches deals or compromises. | Examples |
Operating Equipment | Uses tools, machines, and vehicles to transport goods or people, or to create work products. | Examples |
Providing Consultation | Partners with clients to identify and resolve complex or sensitive issues. | Examples |
Training & Presenting Information | Formally delivers information to groups. | Examples |
Competency Group ??“ Management Qualities |
Competency Title | Description | Performance statements |
Business Alignment | Aligns the direction, products, services, and performance of a business line with the rest of the organization. | Examples |
Coaching & Mentoring | Enables co-workers to grow and succeed through feedback, instruction, and encouragement. | Examples |
Leadership | Promotes organizational mission and goals, and shows the way to achieve them. | Examples |
Fiscal Accountability | Follows fiscal guidelines, regulations, principles, and standards when committing fiscal resources or processing financial transactions. | Examples |
Organizational & Political Savvy | Uses knowledge of the organizational and political climate to solve problems and accomplish goals. | Examples |
Planning & Organizing | Coordinates ideas and resources to achieve goals. | Examples |
Staff Management | Manages staff in ways that improve their ability to succeed on the job. | Examples |
Strategic Vision | Sees the big, long-range picture. | Examples |
Accountability & Dependability
Takes personal responsibility for the quality and timeliness of work, and achieves results with little oversight.
Performance Statement Examples
* Shows up to work on time, and follows instructions, policies, and procedures. Meets productivity standards, deadlines, and work schedules.
* Stays focused on tasks in spite of distractions and interruptions.
* Makes the best use of available time and resources.
* Balances quality of work with meeting deadlines.
* Does not make excuses for errors or problems; acknowledges and corrects mistakes.
* Does not diffuse blame for not meeting expectations; faces up to problems with people quickly and directly.
Adaptability & Flexibility
Adapts to changing business needs, conditions, and work responsibilities.
Performance Statement Examples
* Responds positively to change, embracing and using new practices or values to accomplish goals and solve problems.
* Adapts approach, goals, and methods to achieve solutions and results in dynamic situations.
* Copes well and helps others deal with the ongoing demands of change; sees and shows others the benefits of change.
* Recovers quickly from setbacks, and finds alternative ways to reach goals or targets.
* Manages change in a way that reduces the concern experienced by others. Clarifies priorities when leading change.
Advocating Causes
Influences others to act in support of ideas, programs, or causes.
Performance Statement Examples
* Actively promotes and solicits support for a program or cause. Builds credibility as a representative by demonstrating personal commitment and sharing information.
* Using knowledge of audience views and interests, chooses and employs diverse methods, tools, and resources to educate and build enthusiasm in potential partners and supporters.
* Ensures others grasp the purpose and benefits of the program or cause. Tailors messages to specific audiences to develop interest and endorsement.
* Displays passion for the cause, and sparks that same passion in others.
Examines data to grasp issues, draw conclusions, and solve problems.
Performance Statement Examples
* Identifies key facts in a range of data. Notices when data appear wrong or incomplete, or need verification. Distinguishes information that is not pertinent to a decision or solution.
* Breaks down complex information into component parts. Sorts and groups data, and applies causal relationships. Sees underlying principles, patterns, or themes in an array of related information.
* Applies logic and complex layers of rules to analyze and categorize complicated information. Sees relationships between information in varied forms and from varied sources.
* Goes beyond analyzing factual information to develop a conceptual understanding of the meaning of a range of information. Integrates diverse themes and lines of reasoning to create new insights or levels of understanding for the issue at hand. Thinks in terms of generalized models rather than concrete details.
Attention to Detail
Diligently attends to details and pursues quality in accomplishing tasks.
Performance Statement Examples
* Performs tasks with care; is thorough. Makes few if any errors.
* Checks work to ensure accuracy and completeness.
* Compares observations or finished work to what is expected to find inconsistencies.
* Remains aware and takes care of details that are easy to overlook or dismiss as insignificant.Business Alignment
Aligns the direction, products, services, and performance of a business line with the rest of the organization.
Performance Statement Examples
* Seeks to understand other programs in the department, including their services, deliverables, and measures.
* Integrates executive direction into every decision and consultation.
* Advocates for and positively represents other programs and services when working with customers and stakeholders.
Coaching & Mentoring
Enables co-workers to grow and succeed through feedback, instruction, and encouragement.
Performance Statement Examples
* Coaches others regardless of performance level. Shares specialized approaches and skills that will increase capabilities.
* Helps others identify key goals and use their talents to achieve those goals. Sees others??™ potential and strengths, and works to build on them.
* Takes time to observe behaviors that contribute to or detract from others??™ success. Highlights performance strengths and weaknesses by giving factual, specific, non-judgmental feedback.
* Builds relationships with teammates so that coaching efforts are received in a positive, developmental manner. Takes steps to learn the work interests and career goals of teammates.
* Actively supports others stretching beyond their comfort levels and trying new techniques that may enhance success. Coaches for incremental, one-step-at-a-time improvements, offering praise and recognition as each step forward is made.
* Encourages repeating and building upon areas of strength, and dissects areas that may be improved. Suggests methods and gives examples that provide a roadmap to improved performance.
* Models success behaviors, a high performance work ethic, and constant self-improvement.
Creative & Innovative Thinking
Develops fresh ideas that provide solutions to all types of workplace challenges.
Performance Statement Examples
* Sees old problems in new ways and has novel approaches to solving those problems.
* Contributes original and resourceful ideas in brainstorming sessions.
* Connects seemingly unrelated ideas, events, and circumstances to find global solutions to individual problems.
* Sees opportunities for creative problem solving while staying within the parameters of good practice. Generates unique but workable and useful solutions to difficult problems.
* Thinks in terms of desired outcomes, not just reactive, quick solutions. Finds ways to turn the ideal into reality. Experiments with new ideas, methodologies, and procedures.
* Visualizes potential problems and solutions without needing tangible, ???real-life??? examples. Can discuss and project the aspects and impacts of issues and decisions.
Customer Focus
Builds and maintains customer satisfaction with the products and services offered by the organization.
Performance Statement Examples
* Can describe customers??™ business and expectations. Shows interest in, anticipates, and responds timely to customer needs.
* Focuses on the customer??™s business results, rather than own. Goes beyond basic service expectations to help customers implement complete solutions.
* Delivers products and services when and where the customer needs them. Explores options when unable to deliver a requested product or service, and pursues solutions until the customer is satisfied.
* Provides to customers status reports and progress updates. Seeks customer feedback and ensures needs have been fully met.
* Seeks ways to improve service delivery. Assesses the organization and its services from the customer??™s point of view. Emphasizes a team approach to providing great customer service.
* Recognizes adverse customer reactions and develops better alternatives.
Decision Making & Judgment
Makes timely, informed decisions that take into account the facts, goals, constraints, and risks.
Performance Statement Examples
* Gathers data and others??™ input when making decisions. Considers lessons learned from experience, differing needs, and the impact of the decision on others.
* Balances analysis, wisdom, experience, and perspective when making decisions.
* Finds solutions that are acceptable to diverse groups with conflicting interests and needs.
* Weighs the pros and cons of each option before making a decision and moving forward.
* Can explain the rationale for a decision.
* Makes necessary decisions even when information is limited or unclear.
* Learns from the consequences of decisions.
Development & Continual Learning
Displays an ongoing commitment to learning and self-improvement.
Performance Statement Examples
* Applies own talents to work assignments, and hones the competencies needed in current job.
* Looks for better ways to perform routine aspects of job.
* Asks for and uses feedback to improve performance. Seeks and acquires new competencies, work methods, ideas, and information that will improve own efficiency and effectiveness on the job.
* Finds and maximizes opportunities for growth and development from multiple sources.
* Sees failure as an opportunity to learn from past results, and continues to learn and grow.
Enforcing Laws, Rules, & Regulations
Enforces governmental laws, rules, and regulations, and initiates enforcement actions in a way that the public perceives as fair, objective, and reasonable.
Performance Statement Examples
* Clearly explains laws, rules, and regulations, as well as what constitutes a violation.
* Objectively applies ???the letter of the law??? during all interactions, yet clearly understands ???the spirit of the law??? when deciding if enforcement action is needed. Exhausts other options, such as seeking voluntary compliance, before resorting to enforcement action.
* Recognizes situations that warrant assertive action and moves forward without hesitation.
* Balances enforcing all laws, rules, and regulations against the need to respond to the worst (or most harmful) violations first.
* Remains calm during the course of enforcement activities to lessen the chance of hostility.
Ethics & Integrity
Earns others??™ trust and respect through consistent honesty and professionalism in all interactions.
Performance Statement Examples
* Respects and maintains confidentiality.
* Tells the truth and is honest in all dealings.
* Keeps promises and commitments made to others. Does the right thing, even when it is difficult. Does not yield to pressure to show bias or manipulate others.
* Avoids situations and actions considered inappropriate or which present a conflict of interest.
* Adheres to a set of core values that are represented in decisions and actions.
* Does not misrepresent self or use position or authority for personal gain.Facilitating Groups
Enables cooperative and productive group interactions.
Performance Statement Examples
* Prepares for group meetings by identifying the key issues, goals, and stakeholder expectations. Identifies resources that are most likely to help the group with its task. Clarifies the agenda and objectives, and allocates time for topics.
* Leads the group in its initial stages, outlining issues, communicating direction and desired outcomes, and helping participants understand their tasks, roles, and contributions to the process.
* Engages all members in the discussion. Builds on the ideas of contributors, while ensuring other members are not overwhelmed or discouraged from giving input.
* Sees when the group is off-track and redirects the conversation toward productive channels.
* Guides the discussion of complex or divisive issues to help members develop insights and remain engaged with the task. Judges when issues cannot be resolved in the group, and re-focuses the dialogue on the essential goals.
* Allows ownership of the process by group members. Highlights group successes, and builds a sense of shared accomplishment. Reinforces success by becoming an advocate for the groups decisions.
Fiscal Accountability
Follows fiscal guidelines, regulations, principles, and standards when committing fiscal resources or processing financial transactions.
Performance Statement Examples
* Handles currency carefully and attentively. Verifies the authenticity of money, recognizes when it is suspect, and takes action to confirm its value before completing any transactions.
* Safeguards fiscal resources, and adheres to all internal control procedures designed to prevent and detect theft or misuse of funds. Remains alert to security breaches and reports problems. Seeks ways to improve internal controls.
* Keeps current on fiscal procedures, principles, standards, rates, etc. Ensures all financial data is properly calculated and reported.
* Responsibly allocates and accounts for the use of fiscal resources, weighing alternatives and their benefits. Monitors budget usage and ensures critical costs are covered. Seeks ways to reduce costs.Gaining Voluntary Compliance
Convinces others to follow recommendations and advice to bring them into compliance with regulations, standards, or policies.
Performance Statement Examples
* Clearly communicates the reasons for seeking compliance. Explains the regulation, standard, or policy within the context of the customer??™s situation. Sees when the client fails to grasp key provisions of the law.
* Listens to the customer??™s point of view to ensure recommendations truly meet their needs within the provisions of the law.
* Anticipates and responds constructively to customer resistance. Avoids confrontational approaches and keeps the communication positive. Points out the obvious and hidden benefits of voluntary compliance.
* Explains to the customer the consequences of failure to comply with regulations, standards, or policies. Ensures the customer understands the next steps in the enforcement process.
Influencing Others
Gets others excited about and committed to furthering the organization??™s objectives.
Performance Statement Examples
* Inspires and persuades others to voluntarily follow direction, pursue and achieve goals, and adopt new positions or opinions.
* Promotes the creation of shared mission, vision, and values, and uses those principles to guide actions.
* Displays a positive attitude about the work to be done, co-workers, customers, management, and employer policies.
* Addresses issues in an open, constructive, professional manner, and persuades others to approach issues in the same manner.
* Leads by example and sets standards for professional behavior. Helps those in need of assistance, regardless of rank.
* Shows dedication in completing the work that must be done.
Interviewing Others
Asks questions in ways that enhance the clarity, quality, and reliability of information.
Performance Statement Examples
* Plans the interview process in advance, identifying the key information to collect.
* Puts the interviewee at ease, and ensures he or she understands the process and its purpose. Develops trust to obtain honest responses.
* Asks direct, focused, and logically ordered questions that comply with all legal or policy requirements. Tactfully broaches sensitive subjects.
* Spots when initial answers are insufficient. Asks clarifying questions that get to the heart of issues or that supply needed information. Sees when to doubt or verify information.
* After the interview, reviews, clarifies, and documents notes and impressions while the information is still fresh in memory. Notes key points that are most relevant to the issue.
Promotes organizational mission and goals, and shows the way to achieve them.
Performance Statement Examples
* Creates a positive work environment where all staff are motivated to do their best.
* Conveys confidence in a group??™s ability to prevail over challenges to reach its goals.
* Links mission, vision, values, goals, and strategies to everyday work.
* Sees the potential in others and takes opportunities to apply and develop that potential.
* Takes calculated risks to improve performance, try a fresh approach, or reach a challenging goal.
* Sets clear, meaningful, challenging, and attainable group goals and expectations that are aligned with those of the organization.
* Suggests and asks for others??™ ideas to improve quality, efficiency, and effectiveness.
Understands and learns from what others say.
Performance Statement Examples
* Gives the speaker undivided attention and appears interested in the message (e.g., maintains eye contact, nods).
* Attends to verbal and non-verbal cues that create a deeper understanding of the message.
* Allows others to speak without unnecessarily interrupting them.
* Asks clarifying questions that elicit clearer or more detailed information.
* Confirms understanding by paraphrasing or summarizing what others have said.Managing Projects or Programs
Structures and directs others??™ work on projects or programs.
Performance Statement Examples
* Ensures the project??™s or program??™s goals, purpose, and criteria for success are clear defined. Clarifies the related roles and responsibilities, deliverables, milestones, limits for independent decision-making, and needs and desires of the primary customers.
* Ensures needed resources and skill sets among staff are available. Averts scope creep.
* Develops reasonable performance standards and ways of evaluating outcome quality.
* Integrates the ideas and needs of others in developing feasible strategies to achieve goals. Obtains stakeholder acceptance of and support for those strategies.
* Evaluates progress and success against performance standards. Appraises and resolves deficiencies and challenges. Ensures deadlines are met and keeps stakeholders informed of project/program status.
Mathematical Reasoning
Uses mathematical techniques to calculate data or solve practical problems.
Performance Statement Examples
* Performs basic arithmetic (i.e., addition, subtraction, multiplication, and division) and uses basic numerical concepts (e.g., whole numbers, percentages) to complete job tasks. Makes reasonable estimates of arithmetic results without a calculator.
* Measures distance, area, volume, and weight using standard tools and mathematical formulas.
* Applies basic algebra and statistical techniques and formulas (e.g., measures of central tendency, standard deviation) to calculate data.
* Understands and can select and use advanced statistical and quantitative techniques and principles (e.g., random sampling, multiple regression, factor analysis, analysis of variances, and discriminate analysis) to achieve desired data or solutions.
* Creates ways to measure and analyze concepts or goals.
Mediating Disputes
Helps others resolve complex or sensitive disagreements and conflicts.
Performance Statement Examples
* Maintains an objective, neutral stance. Shows respect for the needs and perspectives of all sides in the dispute.
* Clarifies the issues, interests, and objectives of each party. Helps parties see things from each others??™ perspectives.
* Recognizes when parties have become more willing to compromise. Helps others find common ground and viable solutions that meet their needs.
* Sees when parties are so entrenched that the mediation process is not progressing. Seeks additional resources or moves to a different strategy for resolving the issues.
Negotiating Agreements
Reaches deals or compromises.
Performance Statement Examples
* Presents interests in ways that foster the understanding and resolution of problems. Seeks to understand others??™ interests.
* Gains other parties??™ trust by being honest, respectful, and sensitive to their needs. Knows when to be gentle and when to be assertive, and acts accordingly. Avoids ultimatums.
* Questions and counters others??™ proposals without damaging relationships. Explains ideas or positions that gain acceptance or agreement. Works from facts and a strong knowledge base.
* Remains open to many approaches to address needs or resolve issues. Seeks suggestions from other parties.
* Seeks common interests and win/win solutions or mutually agreeable trade-offs.
Operating Equipment
Uses tools, machines, and vehicles to transport goods or people, or to create work products.
Performance Statement Examples
* Learns the functions, purposes, and limitations of new equipment, and practices using it.
* Accurately sets up and calibrates tools and machines.
* Routinely inspects equipment, and adheres to the proper maintenance schedule.
* Follows safety and other regulations when handling and operating equipment.
* Uses equipment for its intended purpose only, protecting it from damage and misuse.
* Responds quickly to malfunctions, seeking assistance as needed and ensuring equipment is fully operational prior to using it again.
Organizational & Political Savvy
Uses knowledge of the organization and political climate to solve problems and accomplish goals.
Performance Statement Examples
* Understands how the roles, products, and services of own work unit relate to and impact those of other work units. Sees the interrelationships between parts of the organization.
* Applies to issues a knowledge of the mission, values, resources, culture, systems, and business strategies to find solutions that best serve the organization and its customers. Knows the reasoning behind key policies, practices, and procedures, and seeks exceptions when needed to achieve goals.
* Capitalizes on both formal channels and informal networks to achieve goals. Forms alliances with key players to get things done.
* Understands internal and external politics and their impacts on the organization. Aligns resources and maneuvers politics to solve problems or reach goals.
Planning & Organizing
Coordinates ideas and resources to achieve goals.
Performance Statement Examples
* Identifies the sequence of tasks and the resources needed to achieve a goal, and prioritizes key action steps. Anticipates the impacts and risks of decisions and actions.
* Seeks and uses others??™ input about critical actions, timelines, sequencing, scope, methodology, expected outcomes, and priorities. Sees potential challenges and opportunities, and adjusts plans based on input.
* Creates realistic schedules for projects and follows them. Evaluates progress against schedule and goal.
* Monitors and evaluates social, fiscal, and political trends that affect the plan. Prepares strategies to deal with problems or drastic changes.
* Evaluates proposed actions and timelines against organizational mission and values. Integrates the current plan with other plans as needed to achieve the overall mission.
Problem Solving
Resolves difficult or complicated challenges.
Performance Statement Examples
* Frames problems before trying to solve them. Breaks down problems and identifies all of their facets, including hidden or tricky aspects.
* Shows insight into the root-causes of problems. Generates a range of solutions and courses of action with benefits, costs, and risks associated with each.
* Probes all fruitful sources for answers, and thinks ???outside the box??™ to find options. Uses the good ideas of others to help develop solutions. Seeks advice from those who??™ve solved similar problems.
* Tests proposed solutions against the reality of likely effects before going forward; looks beyond the obvious and does not stop at the first answers.
* Evaluates the chosen course of action after it has been implemented to determine its worth and impacts.Providing Consultation
Partners with clients to identify and resolve complex or sensitive issues.
Performance Statement Examples
* Eagerly engages clients in identifying issues, options, and desired outcomes. Develops a clear picture of the needs and best options from the client??™s perspective.
* Identifies resources and potential solutions that are practical and effective. Knows and explains where, when, and how to implement those options.
* Helps clients navigate complex or sensitive issues, keeping the client??™s best interests in mind and advising on best practices.
* Remains committed to helping the client long after initial solutions have been applied. Follows up to make sure desired outcomes are realized.
* Acquires a keen perspective on the clients business and operational needs. Uses that broadening view to help resolve more complex and difficult issues, and to anticipate new client needs.
* Acts proactively, recognizing important trends that will affect clients. Communicates those trends so clients can better prepare to meet new challenges. Develops new services and service models in line with those needs.
Reading Comprehension
Grasps the meaning of information written in English, and applies it to work situations.
Performance Statement Examples
* Learns from written passages by discerning the main idea or key facts. Locates or infers from their context the meaning of unknown or technical words.
* Understands basic correspondence, instructions, rules, policies, graphs, and/or charts.
* Draws logical conclusions from text, and ???reads between the lines??™ to find underlying meaning. Detects bias, separates fact from opinion, and discerns the authors purpose and tone.
* Can interpret complex, technical, professional, or legal information and publications.
Relationship Building
Builds constructive working relationships characterized by a high level of acceptance, cooperation, and mutual respect.
Performance Statement Examples
* Maintains an open, approachable manner, and treats others fairly and respectfully. Preserves others??™ self-confidence and dignity, and shows regard for their opinions.
* Seeks and considers ideas from those who are reluctant to express their points of view. Anticipates and recognizes the concerns of others, even if those concerns are not openly expressed.
* Builds rapport by listening to, discussing and negotiating with, and rewarding, encouraging, and motivating others.
* Seeks to resolve confrontations and disagreements constructively. Focuses on the situation, issues, or behaviors, rather than the people.
* Celebrates workplace success and achievement. Supports the good ideas of others.
* Promotes the contributions and accomplishments of customers or clients to others.
* Demonstrates a balance between building rapport and getting the work done.
Researching Information
Identifies, collects, and organizes data for analysis and decision-making.
Performance Statement Examples
* Knows where and how to access the right data for the assignment. Pursues leads for additional sources of information.
* Screens out irrelevant and vague information, keeping the high-quality data. Questions the limits, quality, and accuracy of data; digs for details and confirms suspect data.
* Clearly documents sources, and organizes the information according to the research needs.
* Knows when more information is needed and when enough has been collected to reach a conclusion.
* Finds the trends and relationships in the emerging fact pattern, and identifies new or related lines of research that lead to more successful or complete conclusions.
Results Focus & Initiative
Focuses on results and desired outcomes and how best to achieve them. Gets the job done.
Performance Statement Examples
* Sets high goals and works doggedly to achieve them. Pushes self and others to reach milestones.
* Looks for opportunities to help move a project along; volunteers to help others with projects or assignments.
* Sees when analysis and discussion have served their purpose and moves to action.
* Responds to setbacks with renewed and increased efforts; is persistent in the face of difficulty.
* Willingly puts in extra time and effort in crisis situations; goes the ???extra mile??? to ensure the goal is met.Safety Focus
Adheres to all workplace and trade safety laws, regulations, standards, and practices.
Performance Statement Examples
* Performs work in a safe manner at all times. Avoids shortcuts that increase health and safety risks to self or others. Maintains emergency supplies and/or personal protective gear.
* Organizes the personal workspace to minimize the likelihood of an accident or other unsafe situation.
* Checks for and reports potential hazards or breaches of security plans while in the workplace or in the field.
* Responds positively to safety-oriented feedback.
* Encourages and supports others to be safe while at work.
Self Management
Manages own time, priorities, and resources to achieve goals.
Performance Statement Examples
* Prioritizes tasks by importance and deadline. Discerns what is crucial from what is just urgent. Adjusts priorities as situations change.
* Focuses time and effort on key tasks. Groups related tasks to be more efficient. Easily transitions between tasks and picks up where left off when interrupted.
* Makes reasonable estimates of resource needs to achieve goals or complete projects. Uses sound methods to plan and track work, appointments, and commitments. Evaluates progress on tasks and adjusts work style as needed.
* Completes high volumes of work, keeping a rapid pace without sacrificing accuracy.
* Meets and exceeds deadlines through efficient
Conveys ideas and facts orally using language the audience will best understand.
Performance Statement Examples
* Uses correct vocabulary and grammar. Avoids slang and offensive language.
* Presents information clearly, concisely, and logically. Focuses on key points.
* Gives the listener time to process information and ask questions.
* Reads others??™ body language, and adjusts tone and style accordingly.
* Uses plain talk to explain complex or technical concepts. Varies content, style, and form to suit the subject, the purpose, and the needs of diverse audiences.
* Captures and holds others??™ attention. Uses language, inflection, pauses, and body language for increased impact.
Staff Management
Manages staff in ways that improve their ability to succeed on the job.
Performance Statement Examples
* Aligns the right work with the right people; delegates tasks according to people??™s strengths and interests.
* Ensures staff have the skills and resources to get things done. Provides staff with coaching, training, and opportunities for growth to improve their skills.
* Gives staff ongoing, constructive feedback on their performance and progress in light of expectations and goals. Holds timely discussions and performance reviews.
* Lets staff know what is expected of them and holds them accountable. Differentiates between high and low performance. Rewards and recognizes hard work and results. Addresses performance issues promptly and corrects poor performance.
* Works to create a strong team. Treats all staff fairly and consistently. Shares accountability when delegating. Involves staff in setting their performance goals.
* Balances guiding the others??™ actions with granting authority for decision-making within set limits. Provides direction when needed without micro-managing.
Strategic Vision
Sees the big, long-range picture.
Performance Statement Examples
* Sees where current trends will lead, and how they may influence the organization??™s direction. Foresees opportunities that will come and go.
* Forms and articulates a clear picture of the future the organization should strive for. Explains why that future is important and how current decisions make or break the chance to reach it.
* Using a global perspective, reliably forecasts future needs and devises plans to meet those needs.
* Analyzes options and decisions based on long-term pay-offs or outcomes.
* Translates the vision for a program or organization into clear strategies.
Stress Tolerance
Maintains composure in highly stressful or adverse situations.
Performance Statement Examples
* Handles high workloads, competing demands, vague assignments, interruptions, and distractions with poise and ease.
* Remains steady or thrives under pressure, using it to fuel productivity and efficiency.
* Stays calm and maintains focus in turbulent, threatening, or emergency situations. Makes rational decisions and continues to perform effectively.
* Provides direction in crisis situations. Defuses potentially violent people or situations, calming others and removing them from harm.
Diplomatically handles challenging or tense interpersonal situations.
Performance Statement Examples
* Strives to understand the data, the people, and their views before making decisions and taking action.
* Works through difficult or awkward interpersonal situations in a positive manner. Broaches sensitive issues ways that allows rational and open discussion.
* Focuses on issues and interests instead of people or positions, even when personally attacked.
* Delivers tough messages with sensitivity to minimize the negative impact on others; critiques constructively.
* Thoughtfully intervenes in conflicts to improve communication, diffuse tension, and resolve problems. Seeks to find common ground and preserve relationships.
Promotes cooperation and commitment within a team to achieve goals and deliverables.
Performance Statement Examples
* Knows and supports teammates??™ work and deliverables. Helps teammates who need or ask for support or assistance.
* Acknowledges and celebrates the achievements of teammates. Praises the team and its achievement to others.
* Encourages team unity through sharing information or expertise, working together to solve problems, and putting team success first.
* Helps remove barriers to team productivity and success.
* Ensures joint ownership of goal setting, commitments, and accomplishments. Involves everyone on the team.
Training & Presenting Information
Formally delivers information to groups.
Performance Statement Examples
* ???Sets the stage??™ for optimal learning. Comes prepared, and gauges the audience??™s level of knowledge. Tailors the teaching style to the audience.
* Combines exercises, group discussions, lecture, and other methods to meet diverse learning styles. Uses props, slides, and other presentation aids well.
* Interacts with the audience, reading body language, gathering feedback, and holding their attention. Sees when listeners fail to grasp critical concepts and take steps to ensure comprehension. Uses individuals??™ strengths to help them learn.
* Gives adequate attention to individuals without neglecting the group as a whole.
* Develops accurate standards or activities to measure the audience??™s learning.
* Seeks ways to enhance the learning experience. Ensures that content is current, and that activities are engaging and effective.
Valuing Diversity
Helps create a work environment that embraces and appreciates diversity.
Performance Statement Examples
* Sees the value of cultural, ethnic, gender, and other individual differences in people. Creates an environment of learning about, valuing, encouraging, and supporting differences.
* Seeks different points of view and leverages diverse perspectives in group processes and decision-making. Checks own views against the views of others.
* Supports fair treatment and equal opportunity for all. Listens to and objectively considers the ideas/input of others. Respects the talents and contributions of all individuals.
* Strives to eliminate barriers to diversity; ensures that new barriers to diversity are not built.
Conveys ideas and facts in writing using language the reader will best understand.
Performance Statement Examples
* Uses correct vocabulary, spelling, grammar, and punctuation.
* Composes clear, direct, concise, complete messages.
* Chooses the most effective and meaningful form to express ideas and information. Uses bullet points, tables, or other tools to organize and present detailed or complex information.
* Adapts the content, tone, style, and form to suit the needs of the reader, the subject, and the purpose of the communication. Uses plain talk to explain complex or technical concepts.
* Organizes information so that facts or ideas build upon one another to lead the reader to a specific conclusion.
* Uses formal writing styles or advanced literary techniques and formats suited to the job.


Interpersonal Conflict in Flim ???Hitch???
Interpersonal Communication COM 200
Instructor: Danielle Doud
Elnora W. Blaylock
January, 2013According to the text, conflict is considered personal. Conflict may also be defined as an ???angry disagreement??? (Sole, 2011). Interpersonal conflict can be defined as a ???disagreement between two individuals or subgroups of an organization involving significant resentment and discontent??? (Hammond, 2013). The text discusses many concepts of conflict. For example, it discusses the benefits of conflict, avoidance of conflict, and how to resolve conflict.
When you think of conflict, most people immediately think anger, hostility, or being extremely upset, but it doesn??™t always have to be that. Two parties can have a disagreement and not be upset at all. The text provided an example about a married couple who were having a conflict. The wife states that she was upset with her husband because he didn??™t take out the trash. This conflict is in no way hostile.
After watching the movie ???Hitch???, I did notice several interpersonal conflicts; however, I only plan to elaborate on one. Interpersonal conflicts can be caused by miscommunication or misunderstanding. Albert Brennanman, played by the actor Kevin James was simply afraid to approach this beautiful woman whom he admired so very much, Allegra Cole; played by actress Amber Valletta. There was a lot of miscommunication between Albert and Amber, because Albert would never tell Amber how he really felt about her, until Alex, a well- known matchmaker, came along. Alex ???Hitch??? Hitchens, played by actor Will Smith, assisted Albert in winning the heart of Amber Valletta. Alex helped Albert to gain the confidence and charisma to make Amber fall in love with him, and so they lived happily ever after. References
Hammond, M. (2013). Interpersonal Conflicts. Retrieved from http://www.psychologyandsociety.com/interpersonalconflict.html
Sole, K. (2011).Making connections: Understanding interpersonal communication. San Diego, CA: Bridgepoint Education, Inc.

Competing in the Right Way

Competing in the Right WayKnowing the DifferencesEver since the existence of history, humans have never stopped competing. As the human civilization evolve into a greater one each day, competition heats up hotter and hotter. People always say, life without competition is dull and boring. True, but we need to know the ways of competing.
In contrast, competing isn??™t fighting a war, there are many ways to compete, and people can come up with new ones everyday. The art of competing is learned through experience, or through tutoring.
This may seem awkward, but the best way to compete is by cooperating. Two men??™s work is usually larger than one man??™s work. Just like in Europe today, countries are working together for a better tomorrow, and it??™s very effective and efficient, and increasingly people can have a better life. We would need another person or more in almost every task, this way, we can be more productive and innovating. Through cooperating, we can get more than what we usually expect.
Other than cooperation, setting a precise goal is also essential. Usually we use someone else better for our goal. For example, John is Mike??™s class best writer, though Mike wants to surpass him. This way, Mike sets John as his goal, a goal that is specific enough. Setting a good goal is like knowing a destination well, this can let us know what we are working for, and how we should work. Certainly, our goal should be reasonable.
Meanwhile, competition is crucial, all of our competing ways should be generally fair, legal, and will not hurt others physically, or mentally. This is the art of competition.