...Institute of Technology. He was a central figure in the development of the country's nuclear capabilities, and was hailed as a national hero after a series of successful tests in 1998. Kalam served as India's president for one term, and died of a heart attack on July 27, 2015. Early Years Avul Pakir Jainulabdeen Abdul Kalam was born into a Muslim family on October 15, 1931, on the island of Dhanushkodi off the southeastern coast of India. He developed an early fascination with flight by watching birds, which developed into an interest in aeronautics after he saw a newspaper article about a British fighter plane. Despite his modest beginnings – his dad built and rented boats – Kalam was a bright student who showed promise in science and mathematics. He attended St. Joseph's College, and went on to earn a degree in aeronautical engineering from the Madras Institute of Technology. Rise to the Presidency His hopes of becoming a fighter pilot was dashed when he narrowly missed out on a spot with the Indian Air Force. Kalam instead joined the Defense Research and Development Organization (DRDO) as a senior scientific assistant in 1958. After moving to the newly formed Indian Space Research Organization (ISRO) in 1969, he was named project director of the SLV-III, the first satellite launch vehicle designed and produced on Indian soil. Returning to the DRDO as director in 1982, Kalam implemented the Integrated Guided Missile Development Program. He then became the senior scientific adviser...
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...Published: Wednesday April 2, 2014 MYT 12:20:00 PM Updated: Wednesday April 2, 2014 MYT 1:32:48 PM Malaysian students are poor problem solvers, survey says BY PATRICK LEE Email Facebook 1K PETALING JAYA: When it comes to problem-solving, Malaysian 15year-olds are among of the world’s poorest, a survey by Programme for International Student Assessment (PISA) has determined. The 2012 survey conducted by the Organisation for Economic Cooperation and Development (OECD) found that more than one in five Malaysian students could not even reach basic levels of problem solving. Malaysia came in at 39th with a mean score of 422 points among the 44 countries surveyed. In comparison, Singapore topped the list of countries with 562 points. Malaysia’s score also put it below the OECD average of 500 points. The survey divided problem solving proficiency into six levels, with Level 6 being the highest and Level 1 being the lowest, though it was added that there was a level below Level 1. “... and in Uruguay, the United Arab Emirates, Montenegro, Malaysia, Brazil and Israel, more than one in five students do not reach this level (Level 1),” the report said. The PISA 2012 report said students proficient at Level 1 can only explore problems given to them in a limited manner. “In general, students at Level 1 can solve straightforward problems provided there is only a simple condition to be satisfied and there are only one or two steps to be performed to reach that goal.” According to the...
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...Aku its final exam question …….it’s like take home exam where we will get 24 hours to write this questions and submit it tomorrow morning at 9 a.m …… so please help me to write this questions which you find very easy or familiar….it would be very grateful if aku could write and post me today evening around 4 or 5 p.m because I have to frame it in my English standard as you will have very high standard….soo….plz make spare few hours for this and post me the answers na aku…….. These are the questions…….? Question 1 Why do some individuals consider tax deferred to be taxes saved? Is their reasoning logical? (4 marks) Question 2 Mr. Karma is an employee of XYZ ltd. He draws salary @Nu.20,000 p.m during the year 2010-2011. He occupies residential house at Thimphu. Its rent is Nu.6000 p.m. He is offered three alternatives by the employer: 1) The company pays the rent direct to the landlord, the tenancy being between the company and the landlord. 2) The company pays house rent allowance to karma @Nu.5750 p.m and karma pays rent of Nu.6000 p.m to the landlord-the tenancy being between karma and the landlord. 3) The company neither offers karma the house accommodation, nor the rent allowance. Karma pays rent of Nu.6000 p.m for the accommodation occupied by him. He requests you to advise him as to which option would minimize his tax liabilities and maximize the cash inflow after tax. (5 marks) Question 3 Governments around the world...
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...Who Gets What from Imported Oil Oil is an essential product of our life style. Fuel cost is increasing day by day. Not knowing the real reason of this leads to misconception that the main beneficiaries are oil producing countries especially OPEC Member Countries. This essay will compare the revenues of oil-consuming countries (OECD nations) and OPEC Member Countries in order to find out the reason of oil price raise and who gets profit from produced oil. OECD countries bought oil at nearly same price but sold totally at different from each other due to inner taxes. Consumers in the UK paid 57.8% and in Italy 55.5% of total fuel cost to their governments as taxes which increased dramatically from 2009 to 2012. Nearly half of a liter of fuel cost was charged as taxes in Germany and France. The lowest tax rate was in the US 14.2% steady for 2011-13. The highest price per barrel in Japan was about $250 in 2011. Canadians bought a barrel of oil at approximately $200 in 2011-13. The estimated average annual OECD tax revenues per barrel in 2009-13 was $116 while OPEC export revenue per barrel was $95 for the same period. During 4 years OECD economies received an average of $1,082 billion pure income per year from oil taxes when OPEC earned an average of $966 billion per year without subtraction of expenses – nearly $115 billion less than OECD governments. As it is seen OPEC Member Countries producing oil have much less income than OECD countries imposing heavily taxed price on...
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...The objective of this paper is to argue the need for tax reforms specifically aimed at addressing global issues in an increasingly interconnected world where tax laws are not designed for the digital age. It highlights the issues faced by countries due to ‘Base Erosion Profit Shifting ‘. The emphasis is mainly on two taxes, namely, ‘Diverted Profit Tax’ and ‘Digital Goods and Service Tax’, which are recently mentioned in the Australian Budget 2015. Organisation for Economic Co-operation and Development’s (OECD) involvement to concrete changes to avoid Base Erosion Profit Shifting (BEPS) has been mentioned. UK’s ‘Google tax’ and the ‘Double Irish Dutch sandwich’ tax evading structure is explained in an effort to elucidate the steps taken by Australian Government to encounter issues similar to them. Facts are stated with regard to the current Australian economy meshing these two new taxes into the existing taxation system. A conclusion is drawn concisely assessing the enforcement of ‘Digital GST’ and ‘Diverted Profit’ taxes and their probable effects on the economy. 1. The need for comprehensive tax reform One of the prime ways of generating economic revenue is to improve the tax capabilities. A good tax system promotes sustainable growth, provides key platform for trade and investments and strengthens the accountability of government to their citizens. The growing complexity in business and technological advances has made it difficult for the existing tax system to keep in pace...
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...Standards The CIPD Profession Map Our Professional Standards Contents Introduction The CIPD Profession Map The design principles and architecture of the Profession Map Bands and transitions Professional areas Professional area definitions 1 Insights, strategy and solutions 2 Leading HR 3 Organisation design 4 Organisation development 5 Resourcing and talent planning 6 Learning and development 7 Performance and reward 8 Employee engagement 9 Employee relations 10 Service delivery and information Behaviours The Profession Map behaviours Curious Decisive thinker Skilled influencer Personally credible Collaborative Driven to deliver Courage to challenge Role model 2 4–7 4 6 8–46 9 10 14 17 20 23 26 30 33 36 39 42–51 43 44 45 46 47 48 49 50 51 1 Profession Map – Our Professional Standards V2.4 INTRODUCTION Introduction DESIGN AND ARCHITECTURE The CIPD Profession Map sets out standards for HR professionals around the world: the activities, knowledge and behaviours needed for success. Use the standards in the CIPD Profession Map for you and your organisation to: • define great HR • diagnose areas of success and improvement • build HR capability • recognise achievement through professional qualifications and membership. By the profession, for the profession BANDS AND TRANSITIONS Based on research and collaboration with organisations around the world, and continuously reviewed and updated with our research, essentially the CIPD Profession Map shares...
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...Profession Map 4–7 The design principles and architecture of the Profession Map 4 Bands and transitions 6 Professional areas 8–46 Professional area definitions 9 1 Insights, strategy and solutions 10 2 Leading HR 14 3 Organisation design 17 4 Organisation development 20 5 Resourcing and talent planning 23 6 Learning and development 26 7 Performance and reward 30 8 Employee engagement 33 9 Employee relations 36 39 10 Service delivery and information Behaviours 42–51 The Profession Map behaviours 43 Curious 44 Decisive thinker 45 Skilled influencer 46 Personally credible 47 Collaborative 48 Driven to deliver 49 Courage to challenge 50 Role model 51 1 Profession Map – Our Professional Standards V2.4 Introduction The CIPD Profession Map sets out standards for HR professionals around the world: the activities, knowledge and behaviours needed for success. Use the standards in the CIPD Profession Map for you and your organisation to: • define great HR • diagnose areas of success and improvement • build HR capability • recognise achievement through professional qualifications and membership. By the profession, for the profession Based on research and collaboration with organisations around the world, and continuously...
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...Foundation Design: Coaching and Mentoring Introduction Organisations are increasingly evolving quicker due to globalisation and advances in industries and technology. These events have made market environments progressively more competitive and have changed the economic climate in which organisations operate. Unfortunately some organisations have had to implement restructures and reductions in workforce to ensure survival. Foundation Design are one of these organisations whose company size has gone from 1,513 employees to 780 employees. During the restructure of the organisation the Chief Executive Officer (CEO) identified that changes were required to its leadership profile and coaching and mentoring programmes. These changes were made to embed new skills and behaviours and support cultural change within the organisation. Why Coaching and Mentoring? Foundation Design are making steps to move towards a learning organisation, one that recognises the benefits in developing its employees, as individuals and teams. Learning is also seen as a step in the facilitation of behavioural change. The ‘Learning organisation’ was developed by Peter Senge (1990) and supported the need for learning and development of workforces, coaching is one way of making these developments. Coaching can support learning which is taking place through Leadership training and can assist in bridging the knowing-doing gap, by encouraging action to be taken. Coaching is ‘the facilitation of...
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...Qualitative Research Report Teresa Cooney B00251777 Teresa Cooney B00251777 Contents Introduction 2 1. Research Design 3 1.1 Qualitative Research Methods 3 1.2 Thematic Analysis 3 2. Findings and Analysis 6 References 8 Appendix 1 9 Appendix 2 13 Introduction This report has been commissioned by the University of the West of Scotland (Paisley campus) for the Business Research Skills course. All the information contained within the report has been collected through various sources, such as; text books, internet sites, case studies and relevant Journals. The aim of this report was to analyse the interview transcript from UWS Business School. The purpose was to evaluate the current trends and future thinking’s of an area of business and operational management. The report contains an analysis and explanation of research design and qualitative research methods. This includes the qualitative research method, Thematic research. It outlines the six phases of the Thematic Analysis process. Following on from this, included is a detailed Thematic analysis of the interview transcript provided by UWS Business School. 1. Research Design The term research design refers to the comprehensive strategy chosen to include different parts of study in a logical manner. This ensures the research problem is efficiently addressed. Research design represents the framework of the collection, measurement and analysis of data. According to Green and Tull (2013) a...
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...Abstract This report seeks identify and evaluate key Organisational Development (OD) issues, suggest possible interventions and provide recommendations for a case study of traditional and nontraditional team-based patient care. The author opted to focus on the team-based operations as it initially proved to be more effective than the traditional method. Although the team based care was more effective, there were several key OD issues that were identified by using OD diagnosis tools and models. Some of the issues highlighted and is the focus of this analysis was HRM, Leadership and Culture. From the case study, one can identify the lack of proper leadership and correlate this to other OD issues such as, no cooperate strategy, no vision or mission and cultural barriers within the organisation. Several known models and strategies were use to select the appropriate intervention and relevant methods for implementation. The intervention and implementation strategies are categorized to match appropriate management of change techniques such as, hard and soft, for a better transition of change within the organisation. The methods of communicating change were also systematically defined to channel only the appropriate contents to the organisation. Strategic SMART recommendations were outlined as short, mid and long term goals to accomplish the objectives of the organisation. Additionally, as part of the recommendations and any OD strategy, there should be a measurement and monitoring...
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...background, the main causes of high turnover rate, negative effects of turnover, different misconceptions associated with employee turnover, recommendation for curtailing the rate of turnover within the Unit and manage those to increase retention. 1.1 Organisation Background Cancer Care Services at the RBWH is the largest cancer service in Queensland and it’s also one of the largest in Australia (RBWH Research Report 2011). The Service encompasses divisions such as: Medical Oncology, Radiation Oncology, Haematology and Bone Marrow Transplant. The BMT Unit offers all treatment modalities for adult bone marrow transplantation. The 86 staff in the Unit comprises: 1 Nurse Unit Manager 2 Nurse Staff Managers 1 Assistant Director 1 Nurse Director. The Nurse Unit Manager manages the staff’s recruiting and rostering within the Unit, while the Nurse Staff Managers manages the staff recruitment within the whole Cancer Care Services line. 2. Description of the Problem Despite Cancer Care Service’s success story, the BMT Unit is facing a serious Human Resource problem: a high turnover rate. With over 13% annual average turnover, the BMT Unit is experiencing loss of key staff and the cost of hiring is impacting on organisation profit and quality patient care. In order to continue providing the best services with the experienced trained staff, prevent employee who are highly...
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...Challenges in Human Resource Development Practitioner Preparation Organisational learning and skill formation initiatives are increasingly being seen as contributing to the achievement of organisational competitiveness in the contemporary economy. As a result, the development of employees has become a more prominent organisational practice. Since Human Resource Development (HRD) practitioners are primarily responsible for employee development there is a need for them to become more highly skilled to ensure that their practice meets the changing needs of organisations. Formal educational programs in the practice of HRD provide a way of assisting practitioners to acquire the skills they now need for effective practice. The design of such programs, however, is problematic given the emergent and cross-disciplinary nature of the ® eld. This paper surfaces some of the challenges associated with program design for the development of HRD practitioners, drawing from discussions in, and pro® ling research from, the HRD literature. The ® nal section of the paper proposes several key areas that need to be addressed in preparatory programs for HRD practitioners. edged, for the purposes of this paper those working in organisations with positional labels including enterprise trainer, training of® cer, trainer and developer, learning strategist or consultant, performance developer, organisational developer and staff development of® cer are being collapsed into one occupational category...
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...was a paradigm shift in the way people worked for the organisation. It is evident that changes occurred at two levels; Group level and Individual level. At the group level, departmentalisation gave way to cross functional thinking and working. Oticon became a project based organisation (the ‘spaghetti’ form) demolishing top-heavy authority system. Each project was considered as a ‘business unit’. Project leaders were responsible for resources, outcome, budget and timetable for their own project, thus eliminating middle managerial positions. At the individual level, employees were expected to work on multiple projects. Everyone could be a team leader provided the person has the necessary technical and leadership skills. There was a strong emphasis on employee empowerment. Any staff member was encouraged to put forward project proposals. Individuals were also given the opportunity to hone their Information Technology (IT) skills by providing them a computer at home. Physical layout was changed to maximise physical flexibility. An open-space area with ‘desks’ on wheels replaced individual offices , the coffee bars and the café and wide staircases were built where people unavoidably met each other by chance. 2) Explore the connection between the changes in the way that people worked and Oticon’s overall business strategy. The overall business strategy of Oticon was develop themselves as a knowledge based organisation and increase productivity by 30 percent in three years...
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...understanding of the evaluation process and the solutions available. | | Band ThreeLeads a professional area acting as a consultant or partner, addresses key HR challenges at an organisational level for the medium and long-term. | | Band FourLeads and manages a professional area(s) and/or the organisation. Responsible for developing and delivering organisational and HR strategy. | | Professional Areas | The three areas of most interest and value to me are (for definition see over page): | I have this interest because… | I will develop my knowledge in this area in the following ways: | 1 | | | 2 | | | 3 | | | Professional Area | | MSc HRM Modules | 1 | Contemporary Issues in Human Resource ManagementThe aim of this module is to introduce the student to the theory and practice of human resource management and to critically examine contemporary local, national and international issues that impact on the changing role and function of human resource management. | 2 | Managing Change and Organisational LearningThe module aims to develop knowledge and skills with regard to organisational change and the design, delivery and evaluation of learning and development. | 3 | Recruiting and Retaining EmployeesThis module explores recruitment, selection and retention of employees. As such it explores policies, procedures and benefits that promote employee satisfaction and commitment including flexible work strategies, diversity management, induction, and...
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...by capturing the requirements from the client, once the complete of set requirements are captured, the developer move on to design phase where the set of requirements have been completely designed. After designing the next step is start coding by using different programming languages. After the coding is completed, the programs must be tested. When the testing is completed, the software is delivered to the client. Once is delivered to the client there could be some issues at the customer place. If that happens then the software enters the...
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