Pre-Trip Inspections Essay Essay Example

Pre-Trip Inspections Essay Essay Road accident is a major security concern in the main roads. There are several causes of route accidents but the unexpected events in our roads are ever blamed on the driver. This is because it is assumed that the driver is in full control over the vehicle. However. the major causes of route slaughter in any portion of the universe include mechanical jobs and failures in the vehicle. bad main road designs. unequal route care or foolhardy drive or a combination. It is unfortunate to observe that despite the high figure of people diing on the roads. the route accidents can be prevented to some degree. We will write a custom essay sample on Pre-Trip Inspections Essay specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Pre-Trip Inspections Essay specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Pre-Trip Inspections Essay specifically for you FOR ONLY $16.38 $13.9/page Hire Writer The Department of Transport every bit good as the jurisprudence enforcement bureaus has made several efforts to implement traffic regulations in order to cut down the figure of route slaughter and related deceases. One of these steps has been the debut of pre-trip review. This paper will analyse the different facets and importance of pre-trip review as a safety step. Pre-Trip Inspection The pre-trip reviews are compulsory demand by the Department of Transport as one of the steps to cut down route slaughter. However. this regulation is one of the most profaned regulations by commercial vehicle drivers today. Furthermore. bulk of the members of the populace are incognizant of these demands. Majority believes that a pre-trip review is an review done by the driver before he or she gets behind the wheel but that is non true. All commercial vehicle drivers are required by the jurisprudence to transport out and log a pre-trip and post-trip review as stipulated in the Highway Traffic Act. A commercial vehicle is designated as any vehicle deliberation over four and half tones. a public service vehicle with a capacity greater than eleven including the driver or a school coach. Pre-trip review of commercial vehicles is carried out by the driver before the first trip every twenty-four hours. In some instances. one trip may take several yearss. In such instances. the pre-trip review must be done before the trip starts and subsequent reviews should be done non later that each remainder halt ( Broemsen. 2009 ) . The review demands by the Department of Transport require that the driver of a commercial vehicle should be satisfied that the vehicle is in good operating status before the start of the trip. The driver can merely be assured of the safety of the vehicle on the route if he or she reviews the last driver study on the status of the vehicle. The driver is expected to subscribe the study to bespeak that he reviewed the study and all the reported mechanical mistakes have been repaired. A commercial vehicle driver can merely be satisfied that the vehicle is in good working status if all the indispensable accoutrements of the vehicle are in order. This includes the brakes. brakes connexions. manus brakes. maneuvering wheel. headlamps. signals. wipers. driving mirrors. tyres and matching devices. Some of these accoutrements such as mirrors need to be checked any clip during the trip whenever the vehicle is parked ( Federal Register. 2006 ) . Safety of the vehicle. lading. the driver and other route users is an of import ground why the Department of Transport enforces pre-trip review. The jurisprudence therefore requires the truck driver to guarantee that all the exigency equipments are in order during the review. The driver is considered to hold committed traffic offense incase he or she fails to utilize the exigency equipment whenever there is demand. Many commercial vehicles are involved in the transit of lading. Inspection of the lading on board and the lading security system is of import before the start of the trip. The thrust should guarantee that the weight of the lading is good distributed and the security devices are in order ( Federal Register. 2006 ) . Different organisation or conveyance companies may hold different policies to better the safety and care of their commercial vehicles. Regardless of such policies. the Department of Transport requires that the driver must determine that the vehicle is in good running status before the start of the first trip. The Highway Traffic Act requires that the driver present a legible written study to the necessary authorization after the trip review. However. this is seldom done. The study should incorporate the description of the vehicle such as the home base figure. the dawdler towed or the unit figure depending on the organization’s policies. The day of the month of review and the mechanical defects noted if any should besides be recorded on the study. In instances where there are no defects or safety concern that have been noted by the driver. he or she is expected to do a statement to that consequence. The study is valid with the signature and name of the driver or the person who was responsible for the review ( Broemsen. 2009 ) . If the driver or the inspector detects or suspects any defect or safety concern. he or she should describe to the relevant authorization in conformity with the organisation or company policies. However. if the defect noted is of sensible safety concern. this should be reported instantly and the relevant steps to rectify the job be taken before the trip can get down. The jurisprudence farther requires that a driver of any commercial vehicle should hold the current transcript of the review study of the vehicle and the dawdler if any at all clip. The advantages of such pre-trip can non be underestimated. Checking the conditions of the vehicle before the start of the trip is cost effectual and increases safety. This is as a consequence of decreased holds as a consequence of dislocations which save on the cost every bit good as important decrease of accidents in the roads as a consequence of mechanical jobs that can easy be rectified before the start of the trip. By following the systematic process of review provided by the section of conveyance. the driver or inspector will transport out an effectual review within a really short clip ( Sulek. 2005 ) . A commercial vehicle such as a truck tractor can cover 1000s of stat mis without dislocations or doing sensible holds to the driver if it is taken attention of decently. Pre-trip review is one of the basic processs that are recommended for proper attention of the vehicle. The basic importance of this review is the cost saved by the conveyance company or the organisation if the guidelines are followed to the latter. Inspection ensures that the investing of the company is protected and the live of the drivers every bit good as other route users are non at hazard. Effective review ensures that common booby traps associated with the conveyance industry which are by and large expensive are avoided which saves on the running cost ( Broemsen. 2009 ) . In any conveyance concern. the greatest cost incurred by the proprietors is the care cost. It is dearly-won for the proprietor of the commercial vehicle to replace worn out parts every bit good as paying the cost of fix. The cost is much higher when the concern lost during unneeded dislocations is considered. Every clip a commercial vehicle is out of the route as a consequence of dislocations that can be avoided. the truck proprietor loses money. This in many instances leads to interrupt of the full concern in the long tally due to the associated loses. Any experient commercial vehicle driver or proprietor is cognizant of the fact that preventative steps are really of import in commercial vehicles operations if they have to remain in concern and do net income. This is true even without sing the increased safety as a consequence of timely review of the vehicles ( Sulek. 2005 ) . It is apparent that effectual pre-trip review prevents the happening of accidents and dislocations. It is considerable safer and cost effectual to mend a minor mistake detected during review that mending a monolithic dislocation on the route which may be associated with other uncalled for costs such as accidents and incommodiousnesss. Pre-trip review gives the driver the assurance in the conditions of the vehicle and the likeliness of being involved in accident as a consequence of mechanical dislocation is reduced significantly. It is estimated that bulk of accidents affecting commercial vehicles are as a consequence of mechanical dislocations and can easy be avoided by review to observe the lack before the start of the trip ( Sulek. 2005 ) . Following the pre-trip review guidelines for all commercial vehicles is hence non of import merely because it is a legal demand but is an of import process that ensures that the investing. the driver and other route users are safe. It saves on cost every bit good as lives. The commercial vehicle driver driving a faulty vehicle wittingly or unwittingly should be cognizant of the fact that he or she portions the route with other automobilists and walkers and is seting their lives at hazard ( Broemsen. 2009 ) . In a nutshell. it is a traffic offense punishable by the jurisprudence for any commercial vehicle driver to drive on the route holding non conducted the pre-trip review as stipulated in the Department of Transport counsel. The driver is apt for prosecution in a tribunal of jurisprudence if he is found driving a commercial vehicle without a transcript of the review sheet. However. as stated earlier. this is one of the most profaned compulsory ordinances in the traffic regulations and the jurisprudence hatchet mans do non see this jurisprudence every bit of import as it is expected. It is of import to observe that during the pre-trip review. the driver has over two 100 things to look into on the commercial vehicle if the review has to be effectual. This is non to state that the pre-trip review is likely to take the better portion of the driver’s twenty-four hours. The review can take less than 30 proceedingss which is much less compared to the cost of the safety hazards and dislocations incase it is non done. Even an extended review by the relevant authorization ever takes less than one hr and includes mechanical review every bit good as review of the drivers report among other things ( Broemsen. 2009 ) . One of the most of import facets the driver needs to look into is the conditions of the Surs. Cost related to tyres’ jobs is the largest individual dislocation disbursal in conveyance concern. It accounts for more than a 3rd of the care cost of commercial vehicles. It is hence really of import for the driver to pass considerable sum of clip guaranting that the Surs are in good working status before the start of the trip and during the trip whenever the vehicle is parked. Nine out of 10 commercial vehicles dislocations are caused by under hyperbolic Surs ( Federal Register. 2006 ) . Under hyperbolic Surs besides contribute to cut down lifetime of the Sur by up to a 3rd. Under hyperbolic Surs are besides responsible for fuel inefficiency and heat buildup. The driver should besides inspect the Sur togss. tear and wear which is irregular and clefts and take the necessary steps. Proper working Surs guarantee the cost of dislocations is decreased and safety is enhanced ( Federal Register. 2006 ) . Brake failure is a major cause of accident in both commercial and non commercial vehicles. Checking the interrupting systems on a regular basis is hence an of import facet of commercial vehicle review. The criterion every bit good as the parking brakes should be in good on the job conditions before the driver is satisfied to get down the day’s trip. The sum of liner should be sensible and the systems should be maintained in conformity with the guidelines. This counsel requires the driver to look into that the force per unit area systems are in good working status including the rate of gas linkage. The rate of force per unit area build up and low force per unit area sensing systems should be proper in order to give timely dismay. However. the most important cheque for the interruption systems is the fluid leakages. This is the first and most of import review a commercial vehicle driver needs to look into which can be easy noticed by fluids on the land around the vehicle. This should be followed by look intoing the coolants. fluids and oil degree in the goon ( Federal Register. 2006 ) . It is of import to guarantee that all the gages such as temperature. force per unit area. fuel and oil gages are in good on the job status. No driver in his right head can bury to look into the fuel degree instantly after turning on the vehicle. Checking the electric systems of the vehicle is an every bit of import facet of vehicle review to determine safety. The warning visible radiations. turning signals. brake signals. headlamps every bit good as the doorbells should be in good order to avoid uncalled for minor accidents due to hapless communicating with other drivers on the route. In general. the full electric constituent of vehicle should be in good on the job status. Frayed or lose wires are safety jeopardies because they can be easy exposed and possible cause fire as a consequence of short-circuiting which may be really hazardous particularly if the lading in extremely inflammable ( Federal Register. 2006 ) . Decision Due to the big figure of route slaughter in the roads affecting commercial vehicles. for the safety of the investing. the lading or riders. the driver and other route users. it is of import to guarantee that all safety steps are taken. One of the most of import safety steps is to guarantee that the vehicle is in good on the job status. The driver demand to guarantee that the truck has no mechanical mistakes by conductivity a pre-trip review. This is a demand by the jurisprudence though it is one of the most profaned mandatary traffic Torahs. Reference Broemsen. M. ( 2009 ) . Commercial Truck Maintenance: The Importance of a Pre-Trip Inspection. retrieved on 10th May 2010 from: hypertext transfer protocol: //www. goarticles. com/cgi-bin/showa. cgi? C=1598113. Federal Register ( 2006 ) . Title 49 – Transportation system: Department of Transportation Parts 300 – 399. ISBN 1577857763. ProStar Publications. Sulek. J. M. A ; Lind. M. R. ( 2005 ) . â€Å"Fail-Safe Methods for Paratransit Safety. † Journal of Public Transportation. Vol. 8. No. 4. pp 65-66

Cover Letter Tips for Receptionists

Cover Letter Tips for Receptionists The job search experts at Best-Job-Interview.com have developed this cover letter template for receptionists looking for their next opportunity. My annotations are italicized after each paragraph- feel free to update and adapt to your experiences or reword to reflect your own voice! The more personalized your letter is for its intended recipient, the better.Your Name   Your Address   Your Contact details (phone and email)  Even if youre submitting online, if youre given the opportunity to upload a document, format it like you would a letter. If youre using an email to send your cover letter, include your name and contact information in your email signature instead.DateMs Mary Stevens   Hiring Manager   ABC Company   15 South Parkway   Long Island, NY 11551  Again, an online submission process can throw a wrench in here, but if there are any contact details for the HR department online, call in and just ask the receptionist who will be reviewing the materials so you ca n personalize your letter. It looks much better than just To whom it may concern and shows youre willing to take initiative and go above and beyond, before youve even landed the interview.Dear Ms. Stevens:Err on the side of Ms over Miss or Mrs. If the gender of a name is ambiguous, the safest option is to use the full name, i.e. Dear Alex StevensYour job posting for a receptionist at ABC company caught my attention immediately as my skills and experience are a close match to your requirements for this position. Im a longtime fan of ABCs work with companies like Generics Inc. Thank you for your consideration of my application and the enclosed resume.   Notice the specificity of the opening paragraph- Jane names the company and indicates she has some knowledge of its work. If shed encountered the post on a specific job site, or even better, received a word-of-mouth referral, she could have mentioned that here as well. Dont try to fake it- actually research any company youre applying to, and try to find some positive mention of them in the news to enrich your letter.I have three years work experience as a receptionist in a large organization where I was responsible for handling all calls and visitors in addition to providing extensive organizational and administrative support. I am a self-directed and independent worker who has taken the initiative to learn as much as possible about the company I work for in order to become a valuable information resource.  Obviously this is a generic version of a skill summary- you would want to name your previous employer and possibly mention a specific example of something youd learned about or a project you initiated. Whats noteworthy is that its not just a repetition of a resume bullet point, but a broader summary.Organizational and planning skills are among my particular strengths. I have developed a number of processes to manage my varied responsibilities tasks and make sure I meet the demands of a fast-paced work envi ronment. I utilize technology to assist me wherever possible and have a good working knowledge of a number of computer applications including MS Office.   This is fairly vague also- an experienced receptionist should be able to refer to specific processes or scheduling and project management programs. If this crossed my consultant desk, I would suggest Jane use more positive language like Im comfortable with content management systems and learning proprietary software on the job.My strong communication skills and outgoing, energetic personality ensure that I provide first-rate customer service to both clients and colleagues. I thoroughly enjoy dealing with a wide variety of people and take pride in being the face of an organization or the first point of contact over the phone.This is where a close reading of the job description comes in handy- highlight aspects of your personality, as Jane does, that will conform to the demands of the job. I like that Jane mentions both outside cl ients and her colleagues, since a good receptionist has to be able to get along with everybody.ABC Company enjoys an excellent reputation and I am confident that I would be an asset to your company. I look forward to the opportunity to discuss my abilities in more depth and am available for an interview at your earliest convenience. Please contact me via phone or email to arrange a convenient time for us to meet. Thank you for your time and consideration and I hope to speak with you soon.End with a note about the company youre applying to, and indicate your availability for an interview. Make sure it doesnt sound like a demand or a hostage negotiation, but is breezy and polite!Sincerely,Jane JobseekerAug 10, Job-Winning Receptionist Cover LetterRead More at Best-job-interview

The Broadway Cafe Part II Case Study Example | Topics and Well Written Essays - 2500 words

The Broadway Cafe Part II - Case Study Example These coupons are sent through SMS, MMS, Bluetooth and other mobile media. The consumer can redeem coupon at store or through internet. The mobile coupons are better than the traditional paper coupon in such a way because the coupons are reliable means of encouraging bulk purchases. Whether the product or service is traditional or not the coupon promotes experiment among new target customers. It can promote sales. Once the product is sold through proper distribution channel, the coupon ensures that they sell through to the end user. Through mobile coupon, companies can make a database of customers, because to ‘receive their check’ the customers must provide their number and address. These databases help the company to track purchasers (Mobile Market Association, 2007). There are other benefits of using mobile coupon which include: Customers always keep mobile with them, so they can never leave mobile coupon at home Customer can use mobile coupon system whenever they pref er to buy or eat anything from shop. All they have to do is to send the coupons before lunch time Customer can forward these coupons to their friends and relatives and they will not have to pay any extra charges for forwarding coupons Young people and teenagers prefer mobile coupon system to traditional printed coupon system Uses of mobile coupon can save trees because it doesn’t need any paper unlike the tradition coupon system (Advanced Mobile Solutions, 2010). Question 2 What Are The Risks Involved With Mobile Marketing And M-Coupons? Many customers are disturbed by receiving any type of marketing messages into mobile because mobile is a personal thing (Marketing Minefield, 2007). Mobile is good for marketing, but there are many mobiles which support only 160 characters per SMS and that is not enough to display all information about any special offer (Marketing Minefield, 2007). Privacy is a big issue in mobile phone. At times, customers provide instruction to mobile subsc riber to opt out any unnecessary messages. Because of troubles related with opt-in SMS lists, this marketing technique has its own restrictions towards the customers (Marketing Minefield, 2007). Standardization is also a drawback of mobile coupon system, because each phone has their operating system, different screen size and different browsers. Marketers have to optimize their phone to the customers’ phone for delivering any kind of advertisements or WebPages (Business Link, n.d.). Customers are cautious nowadays to respond to SMS messages because of increase in fraudulent and spam SMSs. They respond negatively to unwanted messages (Business Link, n.d.). Question 3 What Are The Privacy Issues Involved With Mobile Marketing And M-Coupons? In mobile marketing system, securing privacy is a ‘commercially valuable benefit’ which protect customer’s privacy in online environment. Customers always value their privacy. They are always cautious whether a wireless s ite is tracking and receiving any private information about them. It is common that every company needs demographic and behavioral information about their customers for business purposes, but customer feel that no company has the right to sell their information to other organization. The ultimate solution to this conflict is to make a partnership with customers where company can control the ownership of customer’

Management Essay Example | Topics and Well Written Essays - 1750 words - 1

Management - Essay Example In this context, the management of risk has become an indispensable part of strategic management. It should be noted that the risk management approaches used by businesses worldwide are not standardized. This means that organizations of different size and characteristics can choose the risk management approach that best suits to their needs. Current paper focuses on risk as an element of the project management. Reference is made to a particular company, the Informative Web Systems (IWS). The firm operates in the Australian market for about a decade. Since last year, the performance of the firm has been deteriorated, being decreased for about 8% compared to 2009. The failures of the project risk management of the firm have been considered as responsible for this outcome. The current project risk management of the firm is evaluated compared to other project risk management approaches – as presented in the literature. ... In businesses the effects of risk are usually related to the decrease of organizational performance. The level at which risk can be estimated by reviewing the common consequences of similar risks in businesses operating in the same industrial sector (Khosrowpour 2001, 142). In accordance with Kaye and Graham (2006, 6) one of the most usual characteristics of risk is that it cannot be fully eliminated; it can always appear, in different forms, even it has been already faced successfully. Moreover, Bowden, Lane and Martin (2001, 5) note that the failures in managing risk can have a series of consequences for the businesses involved, including ‘sanctions for directors, civil claims and legal costs’ (Bowden, Lane and Martin 2001, 5). The effective management of risk means that risk related to the operations of a particular organization is effectively identified and addressed (Bowden, Lane and Martin 2001, 165). Referring specifically to the risks related to projects, Merna a nd Al-Thani (2008, 42) noted that the management of such risk refers to a series of non-monetary issues/ needs, such as: environment, people, ethics and quality (Merna and Al-Thani, 2008, 42). 2.2 Project risk management approaches in Informative Web Systems (IWS) 2.2.1 Project risk management in IWS - overview One of the priorities of the project risk management approach used in Informative Web Systems is the limitation of risk in the beginning of each project – reference is made to the risks related to the initial phases of the firm’s projects. Because of the need for continuous update of the technology involved in the development of the firm’s project, the risk management approach developed by the firm’s managers has been based on the following principles: a) risk related to

Knowledge Management Models And Frameworks Commerce Essay

Knowledge Management Models And Frameworks Commerce Essay The purpose of this paper is to critically review the various knowledge management models and frameworks. The review found that various knowledge management models and frameworks varies in perspectives ranging from the basic assumption of the articulation and transfer of tacit and explicit knowledge to the more complex and complicated assumption that knowledge is intellectual capital and it is mechanistic in perspective as well as an important asset that has to be managed efficiently for firms success. In this paper, knowledge management models are divided into three categories: knowledge category models, intellectual capital models, and socially constructed models. Besides, two knowledge management frameworks will be discussed in this paper. Finally, a KM model and framework is tentatively suggested to act as a useful guide for further research and organizational application. Introduction Nowadays, the world is fully experiencing an era, namely: knowledge age or the knowledge economy. In knowledge economy, knowledge is the crucial commodity due to the rapidly technological advancement. The technological innovations are eliminating the gap between competing companies and the collective knowledge of the employees become the key factor in producing innovative and competitive products or services (Sunassee and Sewry, 2002). Since previously managers did not encourage diffusion and sharing of knowledge among employees, changing in mindset is required for managing the knowledge effectively. The knowledge-driven activities in organizations and of the broader economic and social life lead to the management of knowledge become very important (Sunassee and Sewry, 2002). In general, this managerial activity has been known as Knowledge Management (KM). Previous research on knowledge management indicates the existence of various definitions of knowledge management. According to Nonaka and Takeuchi (1995), knowledge management is the capability of a company to create new knowledge, disseminate it throughout the organization and embody it in products, services, and systems. Duffy (1999) defines knowledge management as the identification, growth and effective application of an organisations critical knowledge. Knowledge management has been defined in another term, which is an organized and explicit process to generate, renew, and apply knowledge to maximize an organizations knowledge-related effectiveness and returns from its knowledge assets (Wiig, 1997). Alavi and Leidner (1999) define knowledge management as a systemic and organizationally specified process for acquiring, organizing, and communicating both tacit and explicit knowledge of employees so that other employees may make use of it to be more effective and productive in thei r work. Besides, ODell et al., (1998) define knowledge management as a conscious strategy of getting the right knowledge to the right people at the right time and helping people share and put information into action in ways that strive to improve organizational performance. For instance, Beckman (1999) define knowledge management as the formalization of and access to experience, knowledge and expertise that create new capabilities, enable superior performance, encourage innovation and enhance customer value. In general, KM is the process of creating, storing, distributing, and applying knowledge. By reviewing the significance of knowledge management and the complexity of its nature, it is timely to try to understand the latest theories underlying knowledge and knowledge management. Hence, this paper will critically study the latest models and frameworks of knowledge management and discuss on the assumptions and views of each model and framework. The aim of this paper is to examine the current understanding of the theory and practice of the emerging field of knowledge management by critically evaluating existing knowledge management models and frameworks. Therefore, employers or practitioners in organizations can understand their concepts and improved approaches can be developed and applied to organization and to those who need to work and implement knowledge management. This paper will begin by presenting the aims and objectives and followed with a short discussion on the types of knowledge. This is followed with the discussion on some of the existing knowledge management models and frameworks. Types of Knowledge In todays competitive business environment, only the knowledge of an organization can provide the basis for organizational renewal and sustainable competitive advantages. Organizational knowledge can be classified into two distinctive types of knowledge: explicit and tacit. According to Polanyi (1967), explicit knowledge is the knowledge which is easily to formalize, transfer, and store; documented, articulated into formal language, formally expressible and easily to communicate; tacit knowledge is pertaining to ideas, feelings, and individual experience, which is more complicated and difficult to share with each others. Explicit knowledge is the fact and can be codified and transmitted in a systematic and formal language. It is usually data, which is internal to an organization and can be easily collected. Tacit knowledge is the personal experiences, context-specific knowledge that is difficult to formalize record or articulate. It actually resides in the heads of the people, behavior and perception (Frid, 2000). Examples are intuitions, hunches, insights, beliefs and values. Both tacit and explicit knowledge are needed for an organization to achieve greater performance (Sanchez et. al. 1996). Knowledge Management Models and Frameworks Knowledge Category Models These types of model categorize knowledge into discrete elements. One of the most renowned KM models fits into this category, the Knowledge Spiral model by Nonaka and Takeuchi (1995). This model presents a high level conceptual representation of the knowledge dimensions, namely tacit and explicit knowledge. The model makes a number of assumptions, namely: 1. Tacit knowledge can be transferred through a process of socialization (everyday comradeship) to become the tacit knowledge of others top left quadrant 2. Tacit knowledge can become explicit knowledge through a process of externalization (formalizing a body of knowledge) top right quadrant 3. Explicit knowledge can be transferred into tacit knowledge in others through a process of internalization (translating theories into practice) bottom left quadrant 4. Explicit knowledge can be transferred to explicit knowledge in others through a process of combination (combining existing theories) -bottom right quadrant. One criticism of the model is that knowledge transfer in organizations is much more complicated and convoluted than this simple matrix suggests. The model also assumes an integration of tacit and explicit knowledge; often this is not the case. This model is shown in figure no. 1 below. A simple but more elaborate version of Nonakas model is shown in figure no. 2 (Hedlund and Nonaka, 1993). This model assumes there are four different levels of carriers, or agents, of knowledge in organizations, namely the individual, the group, the organization and the inter-organizational domain (customers, suppliers, competitors, etc.). The above model is helpful by relating the carriers to the types of knowledge; it remains problematic in that it assumes the carriers, like the knowledge, can be simply separated. Another example of a knowledge category model is that of Boisot, (1998), as shown in figure no. 3. Boisots model considers knowledge as codified or uncodified, diffused or undiffused, within an organization. Boisot uses the term codified to refer to knowledge that can be readily prepared for transmission purposes (e.g. financial data). The term uncodified refers to knowledge that cannot be easily prepared for transmission purposes (e.g. experience). The term diffused refers to knowledge that is readily shared while undiffused refers to knowledge that is not readily shared. The model presents the following characteristics: 1. Knowledge categorized as both codified and undiffused is referred to as propriety knowledge. In this case, knowledge is prepared for transmission but is deliberately restricted to a selectively small population, on a need to know basis (e.g. projected profits, share price issues) top left quadrant 2. Knowledge that is relatively uncodified and undiffused is referred to as personal knowledge (e.g. perceptions, insights, experiences) bottom left quadrant knowledge that is both codified and diffused is referred to as public knowledge (e.g. journals, books, libraries) top right quadrant Knowledge which is relatively diffused but also uncodified is labeled common sense bottom right quadrant. Boisot, (1998) considers such knowledge as being built up slowly by a process of socialization, harboring customs and intuition. There are few similarities between Nonakas model and Boisots model. For example, Nonakas categorization of explicit and tacit knowledge has a degree of correspondence with Boisots reference to codified and uncodified knowledge. The horizontal dimension relates to the spread or diffusion of knowledge across the organization in both models. However, Boisots model experiences the same limitations as Nonakas model in that codified and uncodified are but two discrete categories of knowledge. In addition, the idea of diffused knowledge is rather general and it is not clear if it includes incorporating knowledge within the organization, as well as disseminating it. Figure No. 3-Knowledge Category Model (Boisot, 1998) Intellectual Capital Models Management gurus such as Drucker (1993) and Brooking (1997) and practitioner icons such as Edvinsson, (1997) elucidated the notion of Intellectual Capital (IC). Knowledge and capital have been linked together for many years. Knowledge is being capitalized as a resource comparable to land or oil. However, we also need to focus on the intangible elements which knowledge contains such as employee skills, experiences, patients, copyrights, brands, licensing opportunities, research and development, innovative use of assets such as databases, etc. (Quintas et al, 1997). As these type of elements are not normally recorded on the traditional organizational balance sheet they are referred to Intellectual Assets; hence the term Intellectual Capital. KM is actively concerned with the strategic outlook and operational tactics required for managing human centered, intellectual assets (Brooking, 1997). According to Peters (1992), KM can affect intellectual capital or as recognizing or rediscovering assets that the organization are not using to full potential, ultimately employees. As these approaches imply that the key areas of KM are the management of IC it is worth reviewing a typical IC model. The model, shown below in figure no. 5, is the Intellectual Capital model from Skandia Insurance which is adopted from Chase (1997), and Roos and Roos (1997). According to Edvinsson and Malone, (1997) intellectual capital concsists the applied experience, organizational technology, customer relationships and professional skills that provide Skandia with a competitive advantage in the market. One problem that can be associated with this model is the adoption of a scientific approach to knowledge. This is evident through the classification of knowledge as a commodity linking it to organization capital. This view of intellectual capital ignores the political and social aspects of KM. KM can be decomposed into objective elements rather than being socio-political phenomena from the view of intellectual capital. This is similar to the Nonaka and Takeuchi, (1995) approach. As befits a new area of inquiry, much analytical work is focused on categorizing, mapping and measuring of knowledge types and processes. Although this is helpful, the epistemological basis of the field cannot be ignored (McAdam and McCreedy, 1999). Hence, we need to embrace socially constructed models of KM. Figure No. 4-Intellectual Capital Model of KM (Chase, 1997) Socially Constructed Models This group of models assumes a wide definition of knowledge viewing it as being intrinsically linked within the social and learning processes of the organization. KM is concerned with the construction, capture, interpretation, embodiment, dissemination and use of knowledge. These components are represented in Demerests (1997) Knowledge Management model. The model is developed from the original work of Clark and Staunton, (1989) and Nonaka and Takeuchi, (1995). It can be compared to that of Jordan and Jones, (1997) who speak of knowledge acquisition, problem solving, dissemination, ownership and storage and that of Kruizinga et al. (1997) who include knowledge policy, infrastructure and culture. Firstly, the model emphasizes the construction of knowledge within the organization. The model assumes that constructed knowledge is then embodied. Next the embodied knowledge is disseminated throughout the organization. Ultimately the knowledge is used to gain economic value with regard to organizational outputs. The black arrows in figure no. 5 show the primary flow direction while the white arrows show the more recursive flows. Figure No. 5 -Knowledge Management Model Demerest, (1997) Demerests model is attractive in that it does not assume any given definition of knowledge but rather invites a more holistic approach to knowledge construction. However, it does imply a simplistic procession approach to the flow of knowledge transfer, while in reality this may be extremely rapid and circulatory. To overcome this gap a slightly modified version of Demerests model has been developed, figure no. 6. Firstly the model emphasizes the construction of knowledge within an organization where either a scientific or social paradigm may be adopted. The scientific view of knowledge takes a knowledge is truth view (Morgan, 1986). This view considers that knowledge is a body of facts and rational laws thus promoting a non-personal view of knowledge, skills and tasks (Lave and Wenger, 1991). On the other hand the social view of knowledge is concerned with the social and learning processes within an organization. However, this approach assumes that knowledge construction is inequality, conflict, domination, subordination and manipulation influences as well as more traditional behavioral questions associated with efficiency and motivation (Alvesson and Wilmott, 1996). Thus social knowledge construction is a dynamic process of contextuality rather than the assimilation of a body of facts. In th e McAdam and McCreedys (1999) model depicted in figure no. 6, knowledge construction is not limited to scientific inputs through explicit programmes but includes a process of social interaction. The implications of this broader concept of knowledge construction must be reflected in the embodiment/dissemination of knowledge as part of the organizations KM approach. There is little point in widening the concept of knowledge construction only to limit the embodiment and dissemination techniques used or to force existing techniques onto new knowledge. Attempting to do so will lead to disappointing results, frustration and a negative view to KM caused by the mismatch between conception and application. Knowledge usage must also be reflected via the knowledge initiatives installed in the organization. Demerest (1997) describes use (as deployed in figure no. 6) as the production of commercial value for the customer. While increasing commercial value is a key objective of KM, it is not the only objective. Therefore knowledge use must be employed through the application of a complementary approach for emancipatory enhancements and organization outputs. This will permit the organization to be viewed and reformed from different perspectives that will facilitate continuous innovation, thus creating the ultimate business benefits for the organization as a whole. While the interconnecting vectors (black arrows) show the primary flow of activity, more recursive arrows are added to reflect the circulating nature of activity flows, thus depicting that KM is not a simple sequential process. Figure No. 6-Modified Version of Demerests Knowledge Management Model (McAdam and McCreedy, 1999) Knowledge Management Frameworks Stankosky and Baldanza (2001) developed a knowledge management framework which addresses enabling factors such as learning, culture, leadership, organization and technology (refer to figure no. 7). This framework presents that knowledge management covers a wide range of disciplines that include cognitive science, communication, individual and organizational behavior, psychology, finance, economics, human resource, management, strategic planning, system thinking, process reengineering, system engineering, computer technologies and software and library science. This framework consists four major foundations of an organization which is important for knowledge management are leadership, organization structure, technology infrastructure and learning. The role of leadership is practicing strategic planning and systems thinking approaches, making best use of resources, fostering a culture that encourages open dialogue and team learning, and for encouraging and rewarding risk taking, learning and knowledge sharing. Organization structure should facilitate personal interactions and support communities of practice to capture tacit and explicit knowledge within the organization. Besides, organizational structure should facilitate trust among people within the organization and encourage free exchange of knowledge. Technology infrastructure allows exchange of information without formal structures. Technology infrastructure should enhance the efficient and effective capture of both tacit and explicit knowledge. It should also support knowledge sharing in the entire organization. Lastly, learning is responsible for managing information in order to build enterprise wide knowledge and use that knowledge to organizational learning, change and performance improvement. Figure No. 7-Basic Disciplines Underlying Knowledge Management and its Enabling Factors (Stankosky and Baldanza , 2001) Karadesh et al. (2009) developed a knowledge management framework that emphasizes on developing phases such as knowledge infrastructure, knowledge combination, knowledge filtering, knowledge repository, knowledge sharing, knowledge application, and finally, knowledge performance across the KM process (refer to figure no. 8). The first element is knowledge infrastructure, which relies on building the proper culture for Knowledge Management System and establishes the awareness of the importance of KM among the individuals in the organization. The second element is knowledge combination that functions as a temporary repository of collected information from the infrastructure phase. The third element is knowledge evaluation which is used to assess the knowledge based on the value; accuracy and relevance after the knowledge have been combined from different sources (Sunassee and Sewry, 2002). Knowledge filtering is the fourth element that prepares knowledge to be stored in the next phase, after going through classification, categorization and organization. The fifth element is knowledge repository that functions as storage for the knowledge collected in the past stages. It also can be viewed as organization memory and retention of knowledge assets. Knowledge sharing is a core process in the process of the KM that transfers and shares knowledge among the individuals in the organization. Knowledge application is the seventh element that applies and represents information to knowledge seekers in appropriate matter. The last element is knowledge performance which is used to evaluate every KM system, process, performance, and impact of KM. It is performing according to the organization goals and objectives. Figure No. 8-Conceptual Framework for Knowledge Management Process (Karadesh et al., 2009) Conclusion The review of existing knowledge management models and frameworks has seen a wide spectrum of viewpoints. Knowledge management has been seen from the categorical view in which knowledge are categorized into discrete elements as seen in Boisot, Nonaka, and Nonaka and Hedlunds models to the more complicated and complex perspective of knowledge that is mechanistic and socially constructed orientation (McAdam and McCreedys, 1999). Moreover, these knowledge management models have made reference to: first, the process of managing the flow knowledge; second, categorization models are mechanistic; third, the intellectual capital model assumed that intellectual capital are crucial assets in organization and should be manage efficiently for firms success; fourth, Demerests model is intrinsically linked with the social and learning process within organizations; McAdam and McCreedys model is slightly modified from Demerests model, which seeks to address the limitations by explicitly showing the influence of both social and scientific paradigms of knowledge construction, and extends the use element to cover both business and employee benefits. Stankosky and Baldanzas knowledge management framework emphasized that leadership, organization structure, technology infrastructure and learning are important foundations for knowledge management in an organization; finally, Karadesh et al.s knowledge management framework represents with extensive and detailed processes and tends to provide guidelines for executing KM successfully, save time and efforts and to avoid inaccuracies. Even though knowledge management models and frameworks have evolved from time to time, basically the models and frameworks provide a way of transforming managerial activities and guiding managerial efforts in managing knowledge in the organizations. The KM model and framework that are suggested to act as a useful guide for further research and organizational application is McAdam and McCreedys model and Karadesh et al.s framework. McAdam and McCreedys model combines scientific and socially constructed knowledge, and also the uses/benefits of KM are viewed as both emancipatory and as business oriented. Karadesh et al.s framework provides a broadest analysis of KM process that can be used to foster the development of organization knowledge and enhance the organizational impact of individuals throughout the organizations. Therefore, it is suggested that this model and framework could act as a useful guide for further research and literature evaluation in the area of knowledge management.

Carl Robins Essay

This case study pertains to an employee by the name of Carl Robins. He has been employed by ABC, Inc as a Campus Recruiter for six months. In early April, during Mr. Robins first six months of employment; he successfully recruited 15 new hires. The new trainees were to report to Monica Carrolls, the Operations Supervisor, as they would be working under her. (University of Phoenix, 2014) This case study analysis of Mr. Robins is in relation to the numerous issues that transpired between April and June 15th. To obtain a clear understanding of the complications that transpired, the company believes that it would be in their best interest to consult a firm to look into the company’s issues and to help solve the problems that have emerged; this may be the most effective method to identify and recommend ways to improve ABC, Inc.’s recruiting of new trainees. I. ISSUES THAT TRANSPIRED The consulting firm came into ABC, Inc. and thoroughly examined background information on the situation. There were many key problems that had been identified during the evaluation. The issues that ABC, Inc. was facing were centered on Mr. Carl Robins, ABC, Inc.’s Campus Recruiter and also on the company ABC, Inc. To begin, Mr. Robins has been with the company merely a short six months. The consulting firm believes that Mr. Robins lacks experience, training and supervision. The firm also believes that ABC, Inc. did not train him properly nor did it provide him with the knowledge he needed to proceed properly with the hiring process. He lacked experience and knowledge of the hiring process and he was still allowed to hire 15 new  trainees for the Operations Supervisor, Monica Carrolls. Although hiring 15 new trainees is great accomplishment for a new employee, this might have been too many employees to be hired at once for a first recruitment. Because he is still new to ABC, Inc., learning about day to day operations, the hiring of 15 new trainees can be overwhelming, even to the most experienced of people. Another issue Mr. Robin’s was facing, was the lack of communication between him and the other employees in the office. On May 15th, he was contacted by Monica Carrolls about the following issues: the training schedule, orientation, manuals, policy booklets, physicals, drug tests, and a host of other issues, which Carl would coordinate for the new hires. Once again, Carl assured the Operations Supervisor, Monica Carrolls, that he would have everything completed and arranged by the June 15th orientation. After further review, Carl had realized that when going through the new trainee files to finalize all the paperwork for the June 15th orientation; applications for some of the new trainees had not been completed. Also, there were no transcripts on file and none of the 15 trainees had been sent for the mandatory drug screen. Another problem Carl had was that the orientation manuals were missing several pages from each of them and he only had three copies of the manuals. Lastly, upon checking the conference room to confirm the date of the orientation, he had not realized that the conference room had been booked for the whole month of June by the Technology Services Department. There are several concerns or issues that need to be addressed and that Carl and ABC, Inc. need to rectify. Below are the listed issues of these concerns that will be discussed. Review of addressed issues: 1. Incomplete employee applications 2. Mandatory drug screens were not scheduled 3. Employee transcripts were not on file 4. Incomplete orientation manuals 5. Shortage of orientation manuals 6. Resource scheduling conflicts II. PROBLEM SOLVING SOLUTIONS After the case review of Carl Robin’s, discussion of possible solutions available to rectify the situations at hand and the proposed solutions that Mr. Robin’s should take have been reviewed. Starting with concerns and issues, numbers one through three, the incomplete employee applications; Carl needs to contact the 15 new hires and make them aware of the absence in their records and have them complete the applications that need to be submitted to the Human Resources Department along with a transcript; they also have to complete a mandatory drug screen prior to orientation. Carl needs to set a deadline for the mandatory drug screens to be completed prior to the June 15th orientation training. On the concerns and issues, number four and five, the incomplete orientation manuals and the shortage of the orientation manuals. The orientation manuals were short by 12; Carl needs to make arrangements with company in house copy person to finish completing the orientation manuals he needs or he must contact an outside company to help rectify the need for the orientation manuals. Carl needs to have a â€Å"Main Copy Manual† made for himself or the next person that is in his position. A hard copy manual is something that should be kept on file, so that pages will not be misplaced and there will always be one on file. Carl seems to lack knowledge of ABC, Inc.’s policies and procedures. He must get to know the material in the company’s orientation manual prior to the July orientation. Reading over the material prior to the orientation and also going over what he will be saying to the new hires with his own supervisor or another staff member might be a good way to go about this. Mr. Robin’s can also make key notes to have for himself during the orientation so he can be prepared prior to the training. Lastly, on issue and concern number six. ABC, Inc. must make arrangements to find a better way to coordinate the availability of the conference room or rooms. By not having arrangements in place for this, Carl currently does not have a place to hold orientation that is to take place on June 15th; due to the Technology Services Department holding training for the whole month of June. Whether the system that they choose be a calendar type paper based or web based, ABC, Inc. should have something in place so errors like these do not occur again. A recommendation of a web based calendar and have one person take control of it is suggested. III. PROPOSED COMPANY SOLUTIONS The proposed company solutions that should take place are: refer all applicants to the Human Resources Department and also for all new employees establish bimonthly or monthly start dates to coincide with the company’s pay periods. Have orientation manuals printed either by an in house copy person or have orientation manuals completed by an outside company. Lastly, ABC, Inc. must set up a calendar system for reserving the conference room and Carl needs to go ahead and reserve this room on a reoccurring basis. It will be easier to cancel the reserved room rather than to go scrambling looking for a room to hold orientation in. A web based calendar controlled by one person is what is recommended. Having upper management hold a meeting to discuss implementing the proposed solutions should be an additional step to take for all corporate management. Also, upper management should meet on a monthly basis to discuss issues that may be happening within the company and use critical thinking skills to help determine what steps they need to take to help their employees better themselves at their jobs. This will bring good morale to the company and will make for a better work environment. CONCLUSION In conclusion, Carl Robins is an employee of ABC, Inc. and has been working for the company for just six months. He holds the position of Campus Recruiter and on his first recruitment hired 15 new trainees. Carl lacked supervision, knowledge and experience and was not ready for such a large task. He was missing applications and mandatory drug screenings that were needed to complete employee records. Carl also did not have proper completed orientation manuals. These issues led to a case study of Carl and ABC, Inc. and proposed solutions were recommended. The recommended solutions are as follows: 1. Refer all applicants to the Human Resources Department 2. All new employees to establish bimonthly/monthly start dates to coincide with pay periods 3. Orientation manuals to be printed in house or by outside company 4. Have a â€Å"hard copy manual† made of orientation manual 5. Set up a web based calendar system for reserving conference room or rooms It is not impossible to overcome these issues, the proposed solutions if set in place should make for a better work environment for the employees of ABC, Inc. References (2014). Case study: carl robins. University of Phoenix.

Electra Products Case Analysis

Chapter 1 – case for critical analysis Question 1: How might top management have done a better job changing Electra Products into a learning organisation? What might they do now to get the empowerment process back on track? Answer: * Harry might talk with the employees. He has very much experience because he worked for 20 years in this company. He knows a lot of behaviours in the company, the good and the bad ones. Harry is able to understand the situation and the problems from the staff more than a newcomer.Furthermore he can motivate the others in a different, better way because he is in the same situation and they maybe look up to him. * The top management should support the teams with individual trainings for each department. So they can improve their skills to achieve better results in their work area. In addition they get new motivation and they approach their assignments more confident. Possible trainings could be: * Communication skills * Dealing with customers * Teamw ork * The company can make individual meetings with the employees to talk about their problems.In this case the labour has the chance to mention their own opinions and ideas. * An additional proposal to get the empowerment process back on track is to conduct surveys. So they get valuable information from outsider about the popularity of their products. In this way they can go into to the customer’s desires and get new ideas for possible innovations. Surveys are also an excellent opportunity to learn more about the competitors and their products. * To spur the employees they might give salary increases. This avoids that many of the disappointed employees are looking for another job as well.