Программное обеспечение баз данных. Архитектура клиент-сервер
Дипломная работа - Компьютеры, программирование
Другие дипломы по предмету Компьютеры, программирование
Федеральное агентство по образованию
Гоу впо Омский государственный технический университет
Кафедра иностранных языков
Дипломная работа
по специальности Переводчик в сфере профессиональной коммуникации
Основная специальность: 351400 - Прикладная информатика в экономике
Омск 2006
Contents
Changes in human resource management boost CAREOverview6. OverviewCommunication Technologies and SocietyServer Software Architectureorm of contract for the sale of machinetools
Содержание
Изменения в управлении трудовыми ресурсами в компании ЗАБОТА
Краткий обзор моделирования6. Обзор программы
Программное обеспечение
Информационные и коммуникационные технологии и общество
Архитектура программного обеспечения Клиент-сервер
Форма контракта на продажу механических станков
Changes in human resource management boost CARE
, a not-for-profit organization based in New York City, was founded after World War II to provide a means by which Americans could send packages of food and clothing to Europeans who were victims of the war. The program began on a small scale, with packages of mainly food and clothing sent to specified friends and relatives of donors. Gradually, the organization began to expand its efforts through government grants and private donations. CARE started school-lunch and maternal-health programs and engaged in disaster relief. The organization also undertook forestation programs, agribusiness development, and job training as it adjusted its charter to include the underdeveloped countries of Asia, Latin America, and Africa. In the process, the original name that provided the acronym CARE (Cooperative for American Remittances to Europe) was changed to Cooperative for American Relief Everywhere.1980, though, CARE itself was experiencing serious difficulties. Donations in 1979 had fallen about $5 million short of an anticipated $24 million, causing a crisis that necessitated sudden cuts in a number of programs. At about the same time, an executive director who had been appointed head of CARE in 1978 was found to have embezzled $106,000 of the agency's funds. Employee morale plummeted. CARE's board of directors began to conclude that the agency needed to make some drastic changes. With revenues at $200 million in 1980 and projects in 37 countries, CARE's methods of managing had become outmoded. Careful investigation revealed a myriad of problems, including substandard working facilities, an outdated computer system, poor financial management, and inadequate management of human resources. To remedy the situation, the board of directors promoted Philip Johnston from his position as director of CARE Europe to that of executive director of the agency. Johnston immediately hired five experienced managers to help implement the necessary changes.a decade of instilling a business orientation, CARE, with approximately $329 million in annual revenues, is now being managed in a manner similar to that of a profit-making organization. Extensive changes have been made in the management of CARE's fund-raising, financial, and computer activities. For one thing, the slow manual procedures used in processing donor contributions have been replaced by a sophisticated computer system and a bank lockbox facility (donations are now sent to a locked mailbox and are picked up directly by the bank for processing). For another, a new financial management team streamlined the financial system, resulting in vastly improved financial management. For example, instead of relying on a bank line of credit to cover cash needs during the slower donor months, CARE now has an operating reserve, which, through aggressive investment management, provides a new income stream for the organization. In another improvement, new computer systems serving various levels of the organization have helped streamline a number of administrative activities.also purchased its headquarters building, which it had been renting. Along with providing a modern, businesslike work environment for its employees, CARE is able to rent out the additional newly renovated office space at rates that more than cover the costs of purchasing and maintaining the building.in the management of CARE-funded programs also were warranted. Programs had become larger and more complex but often were not coordinated or evaluated properly. For example, a water system was funded in the Sudan without provisions for its future maintenance. Similarly, a food aid program for mothers and children in Guatemala, Haiti, and the Philippines failed to monitor weight gains. In response to these problems, CARE began planning projects in conjunction with one another, set up mechanisms for receiving improved feedback on how projects were progressing, and developed methods for providing better technical help to go along with funding.related to human resource management were particularly acute in 1980. Little human resource planning was done. Job descriptions were poorly written, if they existed at all. Many employees did not have appropriate skills for performing their job duties effectively. There were virtually no standards for performance; performance appraisals were rarely conducted; and few formalized training programs were available to help employees improve their job-related skills. The compensation system dispensed inconsistent and inequitable rewards.a result, a new team was brought in to revamp human resource management at CARE, and human resource planning is now part of the ongoing planning process. Current job descriptions exist for every job. A new human resource information system allows ready access to various types of information about employees, including an inventor}' of their skills. A formal orientation program introduces new employees to the organization, and new training programs help employees develop technical and other skills that they need to operate effectively. A new compensation system allocates pay on a more equitable basis, and a new salary structure has helped recruit excellent professional and managerial talent. For example, CARE increased management salaries by 35 to 75 percent in order to attract more experienced people. The salaries still are not generous, but they are more competitive with small companies and other not-for-profit organizations than they were before. As a result of performance standards that are part of a new performance evaluation system based on management by objectives, annual pay raises are awarded on a merit basis. The standards also have induced a portion of the previous management staff to resign over a period of time rather than meet the new expectations for performance.many changes have been made at CARE, the positive results can be attributed in very large degree to the improved management of human resources. In fact, CARE was singled out by Fortune magazine in 1987 as one of America's best-run charities - very different, indeed, from the manner in which the organization operated a decade earlier.there were multiple causes for the problems that beset CARE by 1980, many of the difficulties can be traced to shortcomings in appropriately acquiring, developing, and utilizing human resources. In the previous two chapters considered the organizing function as it relates to various means of structuring organizations so that planned goals can be achieved efficiently and effectively In this chapter, we continue our discussion of the organizing function by examining how organizations, like CARE, can acquire and develop the human re-f sources needed to put the structural elements into effective action. Without organization members who can perform the necessary tasks, organizations ha1 little hope of achieving their goals.resource management (HRM) is the management of various activities designed to enhance the effectiveness of an organization's work force achieving organizational goals. In exploring various facets of human resource management, we first look at the human resource management process and consider the strategic importance of such management. We next investigate human resource planning and various aspects of staffing the organization appropriate human resources. We also examine means of developing organization members and evaluating their performance. We then consider major issues relating to adequately compensating organization members, including mean encouraging innovation, particularly through appropriate reward systems for intrapreneurs. Finally, we examine important issues related to maintaining effective work-force relationships.HUMAN RESOURCE MANAGEMENT3M, a company famous for fostering employee innovation, human resource issues are increasingly an integral part of strategic management. Thus 3M is at the forefront of a trend toward recognizing human resources as a crucial element in the strategic success of organizations. In a growing number of organizations, such